| 1 |
Online Multimedia |
Almeida, Guilherme |
Two sides of the same coin |
2010 |
Aberdeen, WA |
Many companies have tried to implement Toyota Production System (TPS) or Lean, but none of them have reached the same level of results as Toyota does. This presentation will demonstrate that TPS is just one pillar that supports Toyota's business and human approaches. It will also present the framework that makes Toyota what it is comprising the contradicting expanding and integrating forces and how they relate to the founders' principles and the culture that makes working in Toyota a unique and rewarding experience. |
GUILHERME VENANZI DE ALMEIDA, TOC Expert / Consultant/ MBA, Vectis Solutions. Guilherme is a TOC consultant and trainer with TOCICO certification in SCM and CCPM. Has worked for more 20 years in the automotive industry successfully implementing synchronized pull flow operations in Brazil and Europe. Besides that he has a background in program and general management in a world class OE manufacturer. He took part in executive programs at INSEAD and HEC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 2 |
Online Multimedia |
|
Two sides of the same coin |
2010 |
Aberdeen, WA |
Many companies have tried to implement Toyota Production System (TPS) or Lean, but none of them have reached the same level of results as Toyota does. This presentation will demonstrate that TPS is just one pillar that supports Toyota's business and human approaches. It will also present the framework that makes Toyota what it is comprising the contradicting expanding and integrating forces and how they relate to the founders' principles and the culture that makes working in Toyota a unique and rewarding experience. |
GUILHERME VENANZI DE ALMEIDA, TOC Expert / Consultant/ MBA, Vectis Solutions. Guilherme is a TOC consultant and trainer with TOCICO certification in SCM and CCPM. Has worked for more 20 years in the automotive industry successfully implementing synchronized pull flow operations in Brazil and Europe. Besides that he has a background in program and general management in a world class OE manufacturer. He took part in executive programs at INSEAD and HEC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 3 |
Online Multimedia |
|
Two sides of the same coin |
2010 |
Aberdeen, WA |
Many companies have tried to implement Toyota Production System (TPS) or Lean, but none of them have reached the same level of results as Toyota does. This presentation will demonstrate that TPS is just one pillar that supports Toyota's business and human approaches. It will also present the framework that makes Toyota what it is comprising the contradicting expanding and integrating forces and how they relate to the founders' principles and the culture that makes working in Toyota a unique and rewarding experience. |
GUILHERME VENANZI DE ALMEIDA, TOC Expert / Consultant/ MBA, Vectis Solutions. Guilherme is a TOC consultant and trainer with TOCICO certification in SCM and CCPM. Has worked for more 20 years in the automotive industry successfully implementing synchronized pull flow operations in Brazil and Europe. Besides that he has a background in program and general management in a world class OE manufacturer. He took part in executive programs at INSEAD and HEC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 4 |
Conference Proceedings |
Lang, Lisa |
5 major marketing mistakes |
2013 |
Bad Nauheim, Germany |
5 Major Marketing Mistakes: Marketing is connecting with your target market and showing them you have the stuff that solves their problem or delivers better outcomes / results, explaining it to them where they can be found and helping them to buy it. Here are 5 major marketing mistakes: 1. Not selecting a target market or niche. • Your target market is the people you want to sell to along with the products/ services you sell. People with specific needs and the specific stuff they need equal a target market. • Undesirable effects (UDEs) will only make sense to your market IF they are really THEIR UDEs. • The TOC buy-In process is missing layer 0. It's very difficult to gain buy-in from an unknown, un-described, entity. • If your target market is not specific enough, they won't relate. The more specific and targeted your market, the more you can talk directly to them and in their language. • Where do you make the most throughput for the least amount of your capacity? • What are your under exploited assets? • Opportunity is … a need to be fulfilled … a want to be addressed … a fear to be relieved … a problem that needs to be solved. For opportunity to flourish there needs to be an identifiable group that will buy it and a profitable way to contact and engage the target market. • When most hunters go out to hunt, they think like hunters. When a master goes out to hunt, he thinks like a deer. • Knowing what your market really wants and who they really are is very important. Communicating where they're at without making them wrong is important, while pushing their emotional hot buttons. Rationality is used as a tool to support the emotional. • Write your marketing to ONE very specific person (your Avatar – a member of your target market). • Market WHERE they hang out and in the way (type of media) they hang out. 2. Not measuring at all or not measuring the right things. • In operations we can physically see constraints. In marketing we don't have this ability – we need data. • What's working for you – twitter, LinkedIn, website, webinars, direct mail, Facebook, Interest, article writing, PPC, retargeting, blog posts, TV, banner ads, podcasts, cold calls, video marketing, leaving comments, mobile marketing, e-mail marketing, or what? • How many leads do you generate? By what method(s)? What is your conversion rate at each step of your sales inversion process? • What's your sales conversion process? Retention process? • What's your upsell and/or post sale process? • What do you spend on marketing and what ROI does each generate? (BTW your ROIs will be much better if you have a specific target market.) • When calculating your ROI, consider both time and money. • If you don't know these numbers, how will you know where to focus your efforts and what to improve? • Testing is how we improve our marketing. What to test, in what order depends on what your measures are indicating. Test your message - wording, pictures, colors, placement, fonts. Test the medium - direct mail, ads, videos, webinars, closing techniques. Test your sales process. Test where/ how your make your offers, as well as, the specifics of your offer. • The ability to turn floods of information into real knowledge has become one of today's most valuable resources. 3. Not understanding what you're selling. • It's not about you or your product / service. • It's about them and the outcome or better results they're seeking. • The customer doesn't want products, services or techniques – they want an outcome! • People want value. The way we offer them value is in the form of results which is in the form of our products or services. • Selling tangible, measurable results that the customer can expect to experience in the real world dramatically increases the price you can charge. • We want high value products/ services that are tailored to our customers needs so that they say to themselves – I never knew someone could understand this at this level. • If you don't understand your target market (#1) nor what you're selling, then you have no chance of knowing what competitive advantage to create or what mafia offer to make. 4. Doing nothing to generate leads. Thinking that hope and a website are a strategy. • The more you can spend to get a lead, the less you have to worry about competition. • There are lots of ways to generate leads. Which is best depends on your situation. That's why testing is so important. • You can start by seeing what competitors are doing. If they are using a particular lead generation method for more than 4 months, they are probably getting an ROI from it. • Draw your funnel and track the data. • There are 3 ways to GROW a business. 1) increase the number of customers; 2) increase the T per transaction; and 3) increase the frequency of purchase or repurchase. 5. Push marketing instead of pull marketing. • Leverage applies in marketing just as it applies in operations. It costs you the same to send out a flier that gets a 1% response rate or a 10% response rate. By working on the right things in your marketing you greatly increase your leverage. • Getting prospects to seek YOU out and/or realize 'I need help' is pull marketing. • Spewing everything you know out to your market is about you, not your customer. • Your marketing should itself be valuable. Give away some of your best stuff. • Get people to act NOW. • Give your prospects results in advance. • Call out the elephant in the room. • Repurpose content. • Inherent simplicity applies in marketing too. People want simple ideas, not complex ones. Influential writing is not about writing better, it's about simplifying things in a better way. • Without a detailed avatar of who you are marketing/ writing to/ for, and what makes them tick, you are engaging in blind target shooting. |
Title: 5 Major Marketing Mistakes 3 Learning objectives: 1. Attendees will learn the 5 major marketing mistakes most people make. 2. Attendees will learn how Theory of Constraints applies to marketing. 3. Attendees will learn how to avoid making the 5 marketing mistakes. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas: • This does not make sense to us. If there were additional questions we could think of, we would adjust our presentation to address them. Summary for Conference Program. Marketing is connecting with your target market and showing them you have the product or service that solves their problem or delivers better outcomes, explaining it to them where they can be found and helping them to buy it. This marketing master class will cover 5 major marketing mistakes most people make and how you can avoid them. Theory of Constraints thinking and tools will be discussed as they relate to marketing. 1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 5 |
Conference Proceedings |
Stillahn, Brad |
5 major marketing mistakes |
2013 |
Bad Nauheim, Germany |
5 Major Marketing Mistakes: Marketing is connecting with your target market and showing them you have the stuff that solves their problem or delivers better outcomes / results, explaining it to them where they can be found and helping them to buy it. Here are 5 major marketing mistakes: 1. Not selecting a target market or niche. • Your target market is the people you want to sell to along with the products/ services you sell. People with specific needs and the specific stuff they need equal a target market. • Undesirable effects (UDEs) will only make sense to your market IF they are really THEIR UDEs. • The TOC buy-In process is missing layer 0. It's very difficult to gain buy-in from an unknown, un-described, entity. • If your target market is not specific enough, they won't relate. The more specific and targeted your market, the more you can talk directly to them and in their language. • Where do you make the most throughput for the least amount of your capacity? • What are your under exploited assets? • Opportunity is … a need to be fulfilled … a want to be addressed … a fear to be relieved … a problem that needs to be solved. For opportunity to flourish there needs to be an identifiable group that will buy it and a profitable way to contact and engage the target market. • When most hunters go out to hunt, they think like hunters. When a master goes out to hunt, he thinks like a deer. • Knowing what your market really wants and who they really are is very important. Communicating where they're at without making them wrong is important, while pushing their emotional hot buttons. Rationality is used as a tool to support the emotional. • Write your marketing to ONE very specific person (your Avatar – a member of your target market). • Market WHERE they hang out and in the way (type of media) they hang out. 2. Not measuring at all or not measuring the right things. • In operations we can physically see constraints. In marketing we don't have this ability – we need data. • What's working for you – twitter, LinkedIn, website, webinars, direct mail, Facebook, Interest, article writing, PPC, retargeting, blog posts, TV, banner ads, podcasts, cold calls, video marketing, leaving comments, mobile marketing, e-mail marketing, or what? • How many leads do you generate? By what method(s)? What is your conversion rate at each step of your sales inversion process? • What's your sales conversion process? Retention process? • What's your upsell and/or post sale process? • What do you spend on marketing and what ROI does each generate? (BTW your ROIs will be much better if you have a specific target market.) • When calculating your ROI, consider both time and money. • If you don't know these numbers, how will you know where to focus your efforts and what to improve? • Testing is how we improve our marketing. What to test, in what order depends on what your measures are indicating. Test your message - wording, pictures, colors, placement, fonts. Test the medium - direct mail, ads, videos, webinars, closing techniques. Test your sales process. Test where/ how your make your offers, as well as, the specifics of your offer. • The ability to turn floods of information into real knowledge has become one of today's most valuable resources. 3. Not understanding what you're selling. • It's not about you or your product / service. • It's about them and the outcome or better results they're seeking. • The customer doesn't want products, services or techniques – they want an outcome! • People want value. The way we offer them value is in the form of results which is in the form of our products or services. • Selling tangible, measurable results that the customer can expect to experience in the real world dramatically increases the price you can charge. • We want high value products/ services that are tailored to our customers needs so that they say to themselves – I never knew someone could understand this at this level. • If you don't understand your target market (#1) nor what you're selling, then you have no chance of knowing what competitive advantage to create or what mafia offer to make. 4. Doing nothing to generate leads. Thinking that hope and a website are a strategy. • The more you can spend to get a lead, the less you have to worry about competition. • There are lots of ways to generate leads. Which is best depends on your situation. That's why testing is so important. • You can start by seeing what competitors are doing. If they are using a particular lead generation method for more than 4 months, they are probably getting an ROI from it. • Draw your funnel and track the data. • There are 3 ways to GROW a business. 1) increase the number of customers; 2) increase the T per transaction; and 3) increase the frequency of purchase or repurchase. 5. Push marketing instead of pull marketing. • Leverage applies in marketing just as it applies in operations. It costs you the same to send out a flier that gets a 1% response rate or a 10% response rate. By working on the right things in your marketing you greatly increase your leverage. • Getting prospects to seek YOU out and/or realize 'I need help' is pull marketing. • Spewing everything you know out to your market is about you, not your customer. • Your marketing should itself be valuable. Give away some of your best stuff. • Get people to act NOW. • Give your prospects results in advance. • Call out the elephant in the room. • Repurpose content. • Inherent simplicity applies in marketing too. People want simple ideas, not complex ones. Influential writing is not about writing better, it's about simplifying things in a better way. • Without a detailed avatar of who you are marketing/ writing to/ for, and what makes them tick, you are engaging in blind target shooting. |
Title: 5 Major Marketing Mistakes 3 Learning objectives: 1. Attendees will learn the 5 major marketing mistakes most people make. 2. Attendees will learn how Theory of Constraints applies to marketing. 3. Attendees will learn how to avoid making the 5 marketing mistakes. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas: • This does not make sense to us. If there were additional questions we could think of, we would adjust our presentation to address them. Summary for Conference Program. Marketing is connecting with your target market and showing them you have the product or service that solves their problem or delivers better outcomes, explaining it to them where they can be found and helping them to buy it. This marketing master class will cover 5 major marketing mistakes most people make and how you can avoid them. Theory of Constraints thinking and tools will be discussed as they relate to marketing. 1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 6 |
Conference Proceedings |
|
5 major marketing mistakes |
2013 |
Bad Nauheim, Germany |
5 Major Marketing Mistakes: Marketing is connecting with your target market and showing them you have the stuff that solves their problem or delivers better outcomes / results, explaining it to them where they can be found and helping them to buy it. Here are 5 major marketing mistakes: 1. Not selecting a target market or niche. • Your target market is the people you want to sell to along with the products/ services you sell. People with specific needs and the specific stuff they need equal a target market. • Undesirable effects (UDEs) will only make sense to your market IF they are really THEIR UDEs. • The TOC buy-In process is missing layer 0. It's very difficult to gain buy-in from an unknown, un-described, entity. • If your target market is not specific enough, they won't relate. The more specific and targeted your market, the more you can talk directly to them and in their language. • Where do you make the most throughput for the least amount of your capacity? • What are your under exploited assets? • Opportunity is … a need to be fulfilled … a want to be addressed … a fear to be relieved … a problem that needs to be solved. For opportunity to flourish there needs to be an identifiable group that will buy it and a profitable way to contact and engage the target market. • When most hunters go out to hunt, they think like hunters. When a master goes out to hunt, he thinks like a deer. • Knowing what your market really wants and who they really are is very important. Communicating where they're at without making them wrong is important, while pushing their emotional hot buttons. Rationality is used as a tool to support the emotional. • Write your marketing to ONE very specific person (your Avatar – a member of your target market). • Market WHERE they hang out and in the way (type of media) they hang out. 2. Not measuring at all or not measuring the right things. • In operations we can physically see constraints. In marketing we don't have this ability – we need data. • What's working for you – twitter, LinkedIn, website, webinars, direct mail, Facebook, Interest, article writing, PPC, retargeting, blog posts, TV, banner ads, podcasts, cold calls, video marketing, leaving comments, mobile marketing, e-mail marketing, or what? • How many leads do you generate? By what method(s)? What is your conversion rate at each step of your sales inversion process? • What's your sales conversion process? Retention process? • What's your upsell and/or post sale process? • What do you spend on marketing and what ROI does each generate? (BTW your ROIs will be much better if you have a specific target market.) • When calculating your ROI, consider both time and money. • If you don't know these numbers, how will you know where to focus your efforts and what to improve? • Testing is how we improve our marketing. What to test, in what order depends on what your measures are indicating. Test your message - wording, pictures, colors, placement, fonts. Test the medium - direct mail, ads, videos, webinars, closing techniques. Test your sales process. Test where/ how your make your offers, as well as, the specifics of your offer. • The ability to turn floods of information into real knowledge has become one of today's most valuable resources. 3. Not understanding what you're selling. • It's not about you or your product / service. • It's about them and the outcome or better results they're seeking. • The customer doesn't want products, services or techniques – they want an outcome! • People want value. The way we offer them value is in the form of results which is in the form of our products or services. • Selling tangible, measurable results that the customer can expect to experience in the real world dramatically increases the price you can charge. • We want high value products/ services that are tailored to our customers needs so that they say to themselves – I never knew someone could understand this at this level. • If you don't understand your target market (#1) nor what you're selling, then you have no chance of knowing what competitive advantage to create or what mafia offer to make. 4. Doing nothing to generate leads. Thinking that hope and a website are a strategy. • The more you can spend to get a lead, the less you have to worry about competition. • There are lots of ways to generate leads. Which is best depends on your situation. That's why testing is so important. • You can start by seeing what competitors are doing. If they are using a particular lead generation method for more than 4 months, they are probably getting an ROI from it. • Draw your funnel and track the data. • There are 3 ways to GROW a business. 1) increase the number of customers; 2) increase the T per transaction; and 3) increase the frequency of purchase or repurchase. 5. Push marketing instead of pull marketing. • Leverage applies in marketing just as it applies in operations. It costs you the same to send out a flier that gets a 1% response rate or a 10% response rate. By working on the right things in your marketing you greatly increase your leverage. • Getting prospects to seek YOU out and/or realize 'I need help' is pull marketing. • Spewing everything you know out to your market is about you, not your customer. • Your marketing should itself be valuable. Give away some of your best stuff. • Get people to act NOW. • Give your prospects results in advance. • Call out the elephant in the room. • Repurpose content. • Inherent simplicity applies in marketing too. People want simple ideas, not complex ones. Influential writing is not about writing better, it's about simplifying things in a better way. • Without a detailed avatar of who you are marketing/ writing to/ for, and what makes them tick, you are engaging in blind target shooting. |
Title: 5 Major Marketing Mistakes 3 Learning objectives: 1. Attendees will learn the 5 major marketing mistakes most people make. 2. Attendees will learn how Theory of Constraints applies to marketing. 3. Attendees will learn how to avoid making the 5 marketing mistakes. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas: • This does not make sense to us. If there were additional questions we could think of, we would adjust our presentation to address them. Summary for Conference Program. Marketing is connecting with your target market and showing them you have the product or service that solves their problem or delivers better outcomes, explaining it to them where they can be found and helping them to buy it. This marketing master class will cover 5 major marketing mistakes most people make and how you can avoid them. Theory of Constraints thinking and tools will be discussed as they relate to marketing. 1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 7 |
Conference Proceedings |
Mabin, Vicky |
The thinking processes basics workshop |
2013 |
Bad Nauheim, Germany |
Despite its well-known origins in production, popularized through The Goal, Theory of Constraints (TOC) is far more than a production philosophy – it can be applied to many other areas. As each new problem or environment was tackled, Dr Goldratt and his colleagues developed new solutions. But along with these new solutions, they also thought about how they thought about the problems, and how they went about devising solutions. The thinking processes (TP) are a distillation of their approach to problem solving and decision making – a codification of their thinking about their thinking. The result is a set of tools we can use ourselves to solve problems in our own lives, regardless of how complex or everyday they may be. This workshop provides an overview of the thinking processes, its component TP tools and logic rules that are used to create TP logic diagrams to represent situations and their resolution. We describe the original set of tools / diagrams, including the current reality tree and evaporating cloud, as well as more recent additions. We explain how they are created and used, and how they fit together to answer the key questions of change: why change, what to change, to what to change, how to cause the change and how to sustain the change. We explain the two types of logic used in the diagrams, namely necessity and sufficiency logic. We outline the set of logic rules, referred to as the ‘categories of legitimate reservation', which help us scrutinize the logic statements in order to construct robust trees as well as scrutinize others' diagrams. |
1 hour 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 8 |
Conference Proceedings |
|
The thinking processes basics workshop |
2013 |
Bad Nauheim, Germany |
Despite its well-known origins in production, popularized through The Goal, Theory of Constraints (TOC) is far more than a production philosophy – it can be applied to many other areas. As each new problem or environment was tackled, Dr Goldratt and his colleagues developed new solutions. But along with these new solutions, they also thought about how they thought about the problems, and how they went about devising solutions. The thinking processes (TP) are a distillation of their approach to problem solving and decision making – a codification of their thinking about their thinking. The result is a set of tools we can use ourselves to solve problems in our own lives, regardless of how complex or everyday they may be. This workshop provides an overview of the thinking processes, its component TP tools and logic rules that are used to create TP logic diagrams to represent situations and their resolution. We describe the original set of tools / diagrams, including the current reality tree and evaporating cloud, as well as more recent additions. We explain how they are created and used, and how they fit together to answer the key questions of change: why change, what to change, to what to change, how to cause the change and how to sustain the change. We explain the two types of logic used in the diagrams, namely necessity and sufficiency logic. We outline the set of logic rules, referred to as the ‘categories of legitimate reservation', which help us scrutinize the logic statements in order to construct robust trees as well as scrutinize others' diagrams. |
1 hour 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 9 |
Conference Proceedings |
Marris, Philip |
TOC + lean + six sigma or TLS. What is it? Is it a threat or an opportunity for TOC? |
2013 |
Bad Nauheim, Germany |
Is 'TLS' – the integration or combination of TOC (T) with Lean (L) and Six Sigma (S) – a good idea? What does it mean exactly? How do they reinforce each other? What are the incompatibilities? What are the case studies? Is it an opportunity or a threat for the TOC movement? Industrial improvement efforts over the past 20 years have been handicapped by quarrels concerning the relative merits of the different approaches and of the supposed incompatibilities or fundamental differences among them. TLS considers, on the contrary, that we should seek to combine them thereby creating a system that contains the best aspects of each movement. The author, Philip Marris, is the CEO of Marris Consulting, Paris, France. He has implemented TOC with Lean and/or Six Sigma in industry over 50 times in the past 25 years. He manages the 'TLS – TOC, Lean & Six Sigma' LinkedIn discussion group. |
Is 'TLS' – the integration or combination of TOC with Lean and Six Sigma – a good idea? Is the Theory of Constraints necessary but not sufficient? Or The 3 different movements can be summarized in the following way: • Theory Of Constraints (TOC ) o Focus on improving the system constraints that determine overall performance… o …and in this way significantly boost the return on investment and success of Lean & Six Sigma programs o Increase profits by increasing sales rather than by cutting costs and hence avoid headcount reductions o Developed by Eliyahu Goldratt in the 1980s • Lean Manufacturing / Toyota Way o By far the most widespread approach in industry throughout the world o A focus on eliminating all forms of waste o A multi-dimensional approach: management, Just-In-Time, 5S, Lean Engineering, … o Developed by the Toyota Motor Company in the 1950s, called 'Lean' since 1990 • Six Sigma o Reduce process variability to 3.4 defects per million occurrences o Mostly implemented using certified experts Green Belts, Black Belts, … o Includes a powerful tool to be used on important and complex problems (Design Of Experiments / DOE) o Promoted by Motorola & General Electric in the 1980s. • TLS: TOC + Lean + Six Sigma o Developed in 2006. The origins of TLS can be attributed to a seminal article published in the March 2006 issue of APICS magazine ‘Continuous Improvement Trio' by Russ Pirasteh & Kimberly Farah. What does it mean exactly? How do they reinforce each other? For example, in TLS, Six Sigma is used to increase Throughput just as much as it enables reductions in variability in processes. Can Kaizen be focused just on the constraints? What are the incompatibilities between the 3 different approaches? Is there a conflict between the Throughput World and Lean's waste elimination (O.E. reduction) focus? How does DBR or S-DBR compare with Kanban? Is 'one piece flow everywhere' compatible with TOC's buffers? Is it sometimes a good idea to improve the performance of a non-constraint? What are the case studies of TLS implementations throughout the world? What are the results? How fast was the improvement? Is TLS an opportunity because it enables the TOC movement to take advantage of the worldwide Lean movement to implement TOC more often? Could TLS trigger an increase in TOC's market share? Is it a threat for the TOC movement because Lean might conquer or digest TOC in the same way as Lean is currently predominating over Six Sigma? Industrial improvement efforts over the past 20 years have been handicapped by quarrels concerning the relative merits of the different approaches and of the supposed incompatibilities or fundamental differences among them. TLS considers, on the contrary, that we should seek to combine them thereby creating a system that contains the best aspects of each movement. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 10 |
Conference Proceedings |
|
TOC + lean + six sigma or TLS. What is it? Is it a threat or an opportunity for TOC? |
2013 |
Bad Nauheim, Germany |
Is 'TLS' – the integration or combination of TOC (T) with Lean (L) and Six Sigma (S) – a good idea? What does it mean exactly? How do they reinforce each other? What are the incompatibilities? What are the case studies? Is it an opportunity or a threat for the TOC movement? Industrial improvement efforts over the past 20 years have been handicapped by quarrels concerning the relative merits of the different approaches and of the supposed incompatibilities or fundamental differences among them. TLS considers, on the contrary, that we should seek to combine them thereby creating a system that contains the best aspects of each movement. The author, Philip Marris, is the CEO of Marris Consulting, Paris, France. He has implemented TOC with Lean and/or Six Sigma in industry over 50 times in the past 25 years. He manages the 'TLS – TOC, Lean & Six Sigma' LinkedIn discussion group. |
Is 'TLS' – the integration or combination of TOC with Lean and Six Sigma – a good idea? Is the Theory of Constraints necessary but not sufficient? Or The 3 different movements can be summarized in the following way: • Theory Of Constraints (TOC ) o Focus on improving the system constraints that determine overall performance… o …and in this way significantly boost the return on investment and success of Lean & Six Sigma programs o Increase profits by increasing sales rather than by cutting costs and hence avoid headcount reductions o Developed by Eliyahu Goldratt in the 1980s • Lean Manufacturing / Toyota Way o By far the most widespread approach in industry throughout the world o A focus on eliminating all forms of waste o A multi-dimensional approach: management, Just-In-Time, 5S, Lean Engineering, … o Developed by the Toyota Motor Company in the 1950s, called 'Lean' since 1990 • Six Sigma o Reduce process variability to 3.4 defects per million occurrences o Mostly implemented using certified experts Green Belts, Black Belts, … o Includes a powerful tool to be used on important and complex problems (Design Of Experiments / DOE) o Promoted by Motorola & General Electric in the 1980s. • TLS: TOC + Lean + Six Sigma o Developed in 2006. The origins of TLS can be attributed to a seminal article published in the March 2006 issue of APICS magazine ‘Continuous Improvement Trio' by Russ Pirasteh & Kimberly Farah. What does it mean exactly? How do they reinforce each other? For example, in TLS, Six Sigma is used to increase Throughput just as much as it enables reductions in variability in processes. Can Kaizen be focused just on the constraints? What are the incompatibilities between the 3 different approaches? Is there a conflict between the Throughput World and Lean's waste elimination (O.E. reduction) focus? How does DBR or S-DBR compare with Kanban? Is 'one piece flow everywhere' compatible with TOC's buffers? Is it sometimes a good idea to improve the performance of a non-constraint? What are the case studies of TLS implementations throughout the world? What are the results? How fast was the improvement? Is TLS an opportunity because it enables the TOC movement to take advantage of the worldwide Lean movement to implement TOC more often? Could TLS trigger an increase in TOC's market share? Is it a threat for the TOC movement because Lean might conquer or digest TOC in the same way as Lean is currently predominating over Six Sigma? Industrial improvement efforts over the past 20 years have been handicapped by quarrels concerning the relative merits of the different approaches and of the supposed incompatibilities or fundamental differences among them. TLS considers, on the contrary, that we should seek to combine them thereby creating a system that contains the best aspects of each movement. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 11 |
Conference Proceedings |
Masuda, Kazuto |
Holistic management in a pharmaceutical company |
2013 |
Bad Nauheim, Germany |
It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies discover the promising compounds. This means that pharmaceutical companies tend to accept the dilemma of not releasing new products immediately even though there are promising active agents at hand. Pharmaceutical companies also tend to have a large stock of inventory because the shortage of products supporting good health is not permitted. Senju Pharmaceutical Co., Ltd. (based in Japan) is faced with the same problems as other drug companies. Since 2012, we have started a holistic management with TOC to pursue 'harmony' and to build a 'well-muscled' operation. Through the company-wide TOC implementation, timelines of R&D projects were shortened aggressively, and delays of the schedule were recovered in close coordination and cooperation. The stocks of raw materials and products were kept at a low level by making win-win relationships with partners. Work itself became a learning environment and is helping our staff grow rapidly. The staff within and outside the company has begun to perform in harmony with each other. Although our challenge has just begun, we would like to share small successes which would lead to a large change in the pharmaceutical industry by this holistic approach. |
Drug medicines are the products which is indispensable in maintaining healthy life. It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies find the promising compounds. This means pharmaceutical companies tend to accept the dilemma that cannot release new products immediately even though there are promising active agents at head. Pharmaceutical companies also tend to have a large stock because the shortage of products keeping good health is not permitted. Senju Pharmaceutical Co., Ltd., based in Japan, develops and sells prescribed medicines and over-the-counter drugs for eye care, and is faced with the same problems as other drug companies. We are running a holistic management by TOC which widened a scope for suppliers, division in company, subcontractor, and medical experts for a performance gain of an entire system. Our R&D staffs have agreed to the timeline of the project which has been reduced aggressively, and have tried to recover from delays of the schedule in close coordination and cooperation. We have made win-win relationship with raw material suppliers. By company-wide TOC implementation, we achieved following results so far: ? The work periods of R&D project were shortened by 50% at the maximum. ? Inventory of products were cut by 60%. ? Inventory of raw materials were decreased by 66%. ? Equipment investment expense in warehouse of $6 million was saved. ? Inventory in suppliers were decreased by 60%. ? Throughput was increased by decision-making with the use of throughput accounting. Moreover, we realized that the work with the use of TOC is becoming a learning environment and it helps our staffs grow rapidly. Although our challenge has just begun, we would like to show small successes which would lead to a large change in the pharmaceutical industry by the holistic approach. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 12 |
Conference Proceedings |
Sakuraya, Shinichi |
Holistic management in a pharmaceutical company |
2013 |
Bad Nauheim, Germany |
It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies discover the promising compounds. This means that pharmaceutical companies tend to accept the dilemma of not releasing new products immediately even though there are promising active agents at hand. Pharmaceutical companies also tend to have a large stock of inventory because the shortage of products supporting good health is not permitted. Senju Pharmaceutical Co., Ltd. (based in Japan) is faced with the same problems as other drug companies. Since 2012, we have started a holistic management with TOC to pursue 'harmony' and to build a 'well-muscled' operation. Through the company-wide TOC implementation, timelines of R&D projects were shortened aggressively, and delays of the schedule were recovered in close coordination and cooperation. The stocks of raw materials and products were kept at a low level by making win-win relationships with partners. Work itself became a learning environment and is helping our staff grow rapidly. The staff within and outside the company has begun to perform in harmony with each other. Although our challenge has just begun, we would like to share small successes which would lead to a large change in the pharmaceutical industry by this holistic approach. |
Drug medicines are the products which is indispensable in maintaining healthy life. It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies find the promising compounds. This means pharmaceutical companies tend to accept the dilemma that cannot release new products immediately even though there are promising active agents at head. Pharmaceutical companies also tend to have a large stock because the shortage of products keeping good health is not permitted. Senju Pharmaceutical Co., Ltd., based in Japan, develops and sells prescribed medicines and over-the-counter drugs for eye care, and is faced with the same problems as other drug companies. We are running a holistic management by TOC which widened a scope for suppliers, division in company, subcontractor, and medical experts for a performance gain of an entire system. Our R&D staffs have agreed to the timeline of the project which has been reduced aggressively, and have tried to recover from delays of the schedule in close coordination and cooperation. We have made win-win relationship with raw material suppliers. By company-wide TOC implementation, we achieved following results so far: ? The work periods of R&D project were shortened by 50% at the maximum. ? Inventory of products were cut by 60%. ? Inventory of raw materials were decreased by 66%. ? Equipment investment expense in warehouse of $6 million was saved. ? Inventory in suppliers were decreased by 60%. ? Throughput was increased by decision-making with the use of throughput accounting. Moreover, we realized that the work with the use of TOC is becoming a learning environment and it helps our staffs grow rapidly. Although our challenge has just begun, we would like to show small successes which would lead to a large change in the pharmaceutical industry by the holistic approach. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 13 |
Conference Proceedings |
Kishira, Yuji |
Holistic management in a pharmaceutical company |
2013 |
Bad Nauheim, Germany |
It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies discover the promising compounds. This means that pharmaceutical companies tend to accept the dilemma of not releasing new products immediately even though there are promising active agents at hand. Pharmaceutical companies also tend to have a large stock of inventory because the shortage of products supporting good health is not permitted. Senju Pharmaceutical Co., Ltd. (based in Japan) is faced with the same problems as other drug companies. Since 2012, we have started a holistic management with TOC to pursue 'harmony' and to build a 'well-muscled' operation. Through the company-wide TOC implementation, timelines of R&D projects were shortened aggressively, and delays of the schedule were recovered in close coordination and cooperation. The stocks of raw materials and products were kept at a low level by making win-win relationships with partners. Work itself became a learning environment and is helping our staff grow rapidly. The staff within and outside the company has begun to perform in harmony with each other. Although our challenge has just begun, we would like to share small successes which would lead to a large change in the pharmaceutical industry by this holistic approach. |
Drug medicines are the products which is indispensable in maintaining healthy life. It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies find the promising compounds. This means pharmaceutical companies tend to accept the dilemma that cannot release new products immediately even though there are promising active agents at head. Pharmaceutical companies also tend to have a large stock because the shortage of products keeping good health is not permitted. Senju Pharmaceutical Co., Ltd., based in Japan, develops and sells prescribed medicines and over-the-counter drugs for eye care, and is faced with the same problems as other drug companies. We are running a holistic management by TOC which widened a scope for suppliers, division in company, subcontractor, and medical experts for a performance gain of an entire system. Our R&D staffs have agreed to the timeline of the project which has been reduced aggressively, and have tried to recover from delays of the schedule in close coordination and cooperation. We have made win-win relationship with raw material suppliers. By company-wide TOC implementation, we achieved following results so far: ? The work periods of R&D project were shortened by 50% at the maximum. ? Inventory of products were cut by 60%. ? Inventory of raw materials were decreased by 66%. ? Equipment investment expense in warehouse of $6 million was saved. ? Inventory in suppliers were decreased by 60%. ? Throughput was increased by decision-making with the use of throughput accounting. Moreover, we realized that the work with the use of TOC is becoming a learning environment and it helps our staffs grow rapidly. Although our challenge has just begun, we would like to show small successes which would lead to a large change in the pharmaceutical industry by the holistic approach. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 14 |
Conference Proceedings |
|
Holistic management in a pharmaceutical company |
2013 |
Bad Nauheim, Germany |
It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies discover the promising compounds. This means that pharmaceutical companies tend to accept the dilemma of not releasing new products immediately even though there are promising active agents at hand. Pharmaceutical companies also tend to have a large stock of inventory because the shortage of products supporting good health is not permitted. Senju Pharmaceutical Co., Ltd. (based in Japan) is faced with the same problems as other drug companies. Since 2012, we have started a holistic management with TOC to pursue 'harmony' and to build a 'well-muscled' operation. Through the company-wide TOC implementation, timelines of R&D projects were shortened aggressively, and delays of the schedule were recovered in close coordination and cooperation. The stocks of raw materials and products were kept at a low level by making win-win relationships with partners. Work itself became a learning environment and is helping our staff grow rapidly. The staff within and outside the company has begun to perform in harmony with each other. Although our challenge has just begun, we would like to share small successes which would lead to a large change in the pharmaceutical industry by this holistic approach. |
Drug medicines are the products which is indispensable in maintaining healthy life. It takes about 10-15 years to launch the new drug medicines after pharmaceutical companies find the promising compounds. This means pharmaceutical companies tend to accept the dilemma that cannot release new products immediately even though there are promising active agents at head. Pharmaceutical companies also tend to have a large stock because the shortage of products keeping good health is not permitted. Senju Pharmaceutical Co., Ltd., based in Japan, develops and sells prescribed medicines and over-the-counter drugs for eye care, and is faced with the same problems as other drug companies. We are running a holistic management by TOC which widened a scope for suppliers, division in company, subcontractor, and medical experts for a performance gain of an entire system. Our R&D staffs have agreed to the timeline of the project which has been reduced aggressively, and have tried to recover from delays of the schedule in close coordination and cooperation. We have made win-win relationship with raw material suppliers. By company-wide TOC implementation, we achieved following results so far: ? The work periods of R&D project were shortened by 50% at the maximum. ? Inventory of products were cut by 60%. ? Inventory of raw materials were decreased by 66%. ? Equipment investment expense in warehouse of $6 million was saved. ? Inventory in suppliers were decreased by 60%. ? Throughput was increased by decision-making with the use of throughput accounting. Moreover, we realized that the work with the use of TOC is becoming a learning environment and it helps our staffs grow rapidly. Although our challenge has just begun, we would like to show small successes which would lead to a large change in the pharmaceutical industry by the holistic approach. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 15 |
Conference Proceedings |
Miller, Ken |
Government xtreme makeover - Increasing our capacity to do more good (plenary session) |
2013 |
Bad Nauheim, Germany |
Government is under incredible pressure right now. The economic crisis has hit it with a double whammy: exponential increases in demand and dramatically reduced resources. Government simply doesn't have the capacity to do all the good it wants to do in this world. How have governments responded to these new pressures? By trotting out the old ideas. More blue ribbon panels, travel moratoriums and calls for accountability. They cut back on paper clips and cut out the training. They outsource, upgrade and right size. Meanwhile droves of new customers are left waiting for help. The house of government doesn't need another layer of paint or some new carpet it needs an extreme makeover. And just like on the show it needs it done fast! This presentation makes obvious the real problems plaguing government, how you can join the crew and gives you the tools to complete the makeover. You will learn: • The one and only thing government needs to focus on to get out of this crisis • How government can perform its vital functions 80% faster at less cost with better quality • The DNA of government complexity and how we can genetically modify it • How to spot the 'moldy' thinking that is making government employees sick • How to get rid of 40% of an agency's workload • Where the hidden costs of government are • Why technology isn't the answer. Most importantly TOC practitioners will learn a new way of seeing the work of government and learn how they can help make that work great. |
1 hour 7 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 16 |
Conference Proceedings |
|
Government xtreme makeover - Increasing our capacity to do more good (plenary session) |
2013 |
Bad Nauheim, Germany |
Government is under incredible pressure right now. The economic crisis has hit it with a double whammy: exponential increases in demand and dramatically reduced resources. Government simply doesn't have the capacity to do all the good it wants to do in this world. How have governments responded to these new pressures? By trotting out the old ideas. More blue ribbon panels, travel moratoriums and calls for accountability. They cut back on paper clips and cut out the training. They outsource, upgrade and right size. Meanwhile droves of new customers are left waiting for help. The house of government doesn't need another layer of paint or some new carpet it needs an extreme makeover. And just like on the show it needs it done fast! This presentation makes obvious the real problems plaguing government, how you can join the crew and gives you the tools to complete the makeover. You will learn: • The one and only thing government needs to focus on to get out of this crisis • How government can perform its vital functions 80% faster at less cost with better quality • The DNA of government complexity and how we can genetically modify it • How to spot the 'moldy' thinking that is making government employees sick • How to get rid of 40% of an agency's workload • Where the hidden costs of government are • Why technology isn't the answer. Most importantly TOC practitioners will learn a new way of seeing the work of government and learn how they can help make that work great. |
1 hour 7 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 17 |
Conference Proceedings |
Milroy, Peter |
The honeymoon is over – When cost reduction moves into the house of throughput |
2013 |
Bad Nauheim, Germany |
TeledyneDalsa is a Canadian company that has been implementing various aspects of TOC in operations since 2009. This presentation covers recent challenges posed by local improvements (cost reductions), and the actions taken to redirect and refine the improvement efforts to ensure the business retains benefits already gained from TOC. We will cover the nature of the cost improvements, and some of the negative effects seen when implemented in isolation of the TOC strategies already employed. We then cover the process and tools used to gain buy-in to a system-wide evaluation of the impact of cost reduction strategies (typically minimum order quantity and/or lead time increases). Finally we discuss lessons learned in trying to gain and sustain buy-in when parties don't necessarily share common goals. |
Teledyne-DALSA, based in Waterloo, Ontario, Canada, is a low volume, high mix business designer and manufacturer of high-performance cameras. This presentation will address situations encountered where departments pursuing local cost-reduction objectives were negatively impacting other departments and the overall business. What to Change? After an extremely successful TOC implementation of DBR and Replenishment within the Operations Group, the Strategic Supply Account Management (SSAM) Group initiated activities to reduce purchase prices on inputs. For the most part this meant increased purchase minimums and extended lead times, which resulted in increased inventory, reduced working capital, and potentially increased obsolescence. The head of SSAM is primarily evaluated on 'BOM-Cost improvements', with small indirect weightings for improvements to working capital, inventory, and obsolescence. What to Change to? Create a framework to evaluate the working capital & inventory implications when trading off reduced prices with increased minimum order quantities (MOQ)s or Lead Times. The framework is largely driven by stock buffer dynamics: - Impact of MOQs, infrequent replenishments, and long lead times on inventory levels. - Cost of items, rates of consumption, degree of aggregation, and risk of obsolescence. Once there is a common understanding of the system-wide implications of MOQs and long lead times, then we should re-align performance objectives to be system-wide, and shared with other managers. How to Cause the Change? Work with Finance & Supply Chain group managers (those pushing for local cost reductions); improve their understanding of working capital implications of cost reductions and resultant MOQ or Lead Time increases; This meant extensive training on Inventory Dynamics in a replenishment environment, showing the impact that large MOQs and long lead times can cause. Enforcing the use of a simple tool to quantify the positives and / or negatives associated with conflicting objectives around cost, MOQ and lead-time reduction. Lessons Learned: Implement regular meetings on cost reduction opportunities; review proposals as a group before implementation; Full system impact analysis before implementation – throughput charts, working capital calculations, cost factors of the BOM. Change individual goals to align actions with system impact, not local impact Train & Discuss, don't assume people will resist, or won't get it; Product design should consider material input choices – capitalize on existing parts where possible; understand sourcing choices play a significant role in the final material cost %. 3 Learning Objectives: 1. Share a practical method to quantify T,I,OE impact of different supply chain parameters. 2. Share change strategies employed to gain buy-in. 3. Demonstrate importance of shared performance objectives. 3 Questions somebody would ask at the end: 1. Did you use clouds & trees to get people to understand their current situation? 2. What plans or challenges are there in moving this decision-approach through all of the company? 3. Did you consider change through 'decree' if discussions didn't go well? 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 18 |
Conference Proceedings |
Arndt, Tom |
The honeymoon is over – When cost reduction moves into the house of throughput |
2013 |
Bad Nauheim, Germany |
TeledyneDalsa is a Canadian company that has been implementing various aspects of TOC in operations since 2009. This presentation covers recent challenges posed by local improvements (cost reductions), and the actions taken to redirect and refine the improvement efforts to ensure the business retains benefits already gained from TOC. We will cover the nature of the cost improvements, and some of the negative effects seen when implemented in isolation of the TOC strategies already employed. We then cover the process and tools used to gain buy-in to a system-wide evaluation of the impact of cost reduction strategies (typically minimum order quantity and/or lead time increases). Finally we discuss lessons learned in trying to gain and sustain buy-in when parties don't necessarily share common goals. |
Teledyne-DALSA, based in Waterloo, Ontario, Canada, is a low volume, high mix business designer and manufacturer of high-performance cameras. This presentation will address situations encountered where departments pursuing local cost-reduction objectives were negatively impacting other departments and the overall business. What to Change? After an extremely successful TOC implementation of DBR and Replenishment within the Operations Group, the Strategic Supply Account Management (SSAM) Group initiated activities to reduce purchase prices on inputs. For the most part this meant increased purchase minimums and extended lead times, which resulted in increased inventory, reduced working capital, and potentially increased obsolescence. The head of SSAM is primarily evaluated on 'BOM-Cost improvements', with small indirect weightings for improvements to working capital, inventory, and obsolescence. What to Change to? Create a framework to evaluate the working capital & inventory implications when trading off reduced prices with increased minimum order quantities (MOQ)s or Lead Times. The framework is largely driven by stock buffer dynamics: - Impact of MOQs, infrequent replenishments, and long lead times on inventory levels. - Cost of items, rates of consumption, degree of aggregation, and risk of obsolescence. Once there is a common understanding of the system-wide implications of MOQs and long lead times, then we should re-align performance objectives to be system-wide, and shared with other managers. How to Cause the Change? Work with Finance & Supply Chain group managers (those pushing for local cost reductions); improve their understanding of working capital implications of cost reductions and resultant MOQ or Lead Time increases; This meant extensive training on Inventory Dynamics in a replenishment environment, showing the impact that large MOQs and long lead times can cause. Enforcing the use of a simple tool to quantify the positives and / or negatives associated with conflicting objectives around cost, MOQ and lead-time reduction. Lessons Learned: Implement regular meetings on cost reduction opportunities; review proposals as a group before implementation; Full system impact analysis before implementation – throughput charts, working capital calculations, cost factors of the BOM. Change individual goals to align actions with system impact, not local impact Train & Discuss, don't assume people will resist, or won't get it; Product design should consider material input choices – capitalize on existing parts where possible; understand sourcing choices play a significant role in the final material cost %. 3 Learning Objectives: 1. Share a practical method to quantify T,I,OE impact of different supply chain parameters. 2. Share change strategies employed to gain buy-in. 3. Demonstrate importance of shared performance objectives. 3 Questions somebody would ask at the end: 1. Did you use clouds & trees to get people to understand their current situation? 2. What plans or challenges are there in moving this decision-approach through all of the company? 3. Did you consider change through 'decree' if discussions didn't go well? 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 19 |
Conference Proceedings |
|
The honeymoon is over – When cost reduction moves into the house of throughput |
2013 |
Bad Nauheim, Germany |
TeledyneDalsa is a Canadian company that has been implementing various aspects of TOC in operations since 2009. This presentation covers recent challenges posed by local improvements (cost reductions), and the actions taken to redirect and refine the improvement efforts to ensure the business retains benefits already gained from TOC. We will cover the nature of the cost improvements, and some of the negative effects seen when implemented in isolation of the TOC strategies already employed. We then cover the process and tools used to gain buy-in to a system-wide evaluation of the impact of cost reduction strategies (typically minimum order quantity and/or lead time increases). Finally we discuss lessons learned in trying to gain and sustain buy-in when parties don't necessarily share common goals. |
Teledyne-DALSA, based in Waterloo, Ontario, Canada, is a low volume, high mix business designer and manufacturer of high-performance cameras. This presentation will address situations encountered where departments pursuing local cost-reduction objectives were negatively impacting other departments and the overall business. What to Change? After an extremely successful TOC implementation of DBR and Replenishment within the Operations Group, the Strategic Supply Account Management (SSAM) Group initiated activities to reduce purchase prices on inputs. For the most part this meant increased purchase minimums and extended lead times, which resulted in increased inventory, reduced working capital, and potentially increased obsolescence. The head of SSAM is primarily evaluated on 'BOM-Cost improvements', with small indirect weightings for improvements to working capital, inventory, and obsolescence. What to Change to? Create a framework to evaluate the working capital & inventory implications when trading off reduced prices with increased minimum order quantities (MOQ)s or Lead Times. The framework is largely driven by stock buffer dynamics: - Impact of MOQs, infrequent replenishments, and long lead times on inventory levels. - Cost of items, rates of consumption, degree of aggregation, and risk of obsolescence. Once there is a common understanding of the system-wide implications of MOQs and long lead times, then we should re-align performance objectives to be system-wide, and shared with other managers. How to Cause the Change? Work with Finance & Supply Chain group managers (those pushing for local cost reductions); improve their understanding of working capital implications of cost reductions and resultant MOQ or Lead Time increases; This meant extensive training on Inventory Dynamics in a replenishment environment, showing the impact that large MOQs and long lead times can cause. Enforcing the use of a simple tool to quantify the positives and / or negatives associated with conflicting objectives around cost, MOQ and lead-time reduction. Lessons Learned: Implement regular meetings on cost reduction opportunities; review proposals as a group before implementation; Full system impact analysis before implementation – throughput charts, working capital calculations, cost factors of the BOM. Change individual goals to align actions with system impact, not local impact Train & Discuss, don't assume people will resist, or won't get it; Product design should consider material input choices – capitalize on existing parts where possible; understand sourcing choices play a significant role in the final material cost %. 3 Learning Objectives: 1. Share a practical method to quantify T,I,OE impact of different supply chain parameters. 2. Share change strategies employed to gain buy-in. 3. Demonstrate importance of shared performance objectives. 3 Questions somebody would ask at the end: 1. Did you use clouds & trees to get people to understand their current situation? 2. What plans or challenges are there in moving this decision-approach through all of the company? 3. Did you consider change through 'decree' if discussions didn't go well? 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 20 |
Conference Proceedings |
Mohanty, Satyashri |
Managing the "long tail" problem in distribution and retail |
2013 |
Bad Nauheim, Germany |
One objective of the session is for people to learn about the additional solution components required along with the basic theory of constraints (TOC) distribution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as providing a more detailed explanation of some of the parallel assumptions of the steps in the standard tree. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 21 |
Conference Proceedings |
Kulraj, Puneet |
Managing the "long tail" problem in distribution and retail |
2013 |
Bad Nauheim, Germany |
One objective of the session is for people to learn about the additional solution components required along with the basic theory of constraints (TOC) distribution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as providing a more detailed explanation of some of the parallel assumptions of the steps in the standard tree. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 22 |
Conference Proceedings |
|
Managing the "long tail" problem in distribution and retail |
2013 |
Bad Nauheim, Germany |
One objective of the session is for people to learn about the additional solution components required along with the basic theory of constraints (TOC) distribution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as providing a more detailed explanation of some of the parallel assumptions of the steps in the standard tree. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 23 |
Conference Proceedings |
Mordoch, Avraham |
The journey starts with chaos: The organizational maturity model for projects management environments |
2013 |
Bad Nauheim, Germany |
Three learning objectives: a) How to set up the objectives for a critical chain (CC) implementation in a project management (PM) environment? b) the PM environment is a complicated one. Focusing on the time dimension is extremely important but this is just the beginning for an ambitious implementation. There is much more than just time. c) The TOC body of knowledge could and should be pushed beyond its current limitations. Three questions are answered: a) How can one estimate the maturity stage of his organization? b) How can one know what is the entropy measure in his organization and, as a result, what are the implementation efforts needed to be invested? c) The model assumes a specific sequence of stages. How important is it to follow the suggested sequence? Can it be that for a specific organization there is a need for a different sequence? |
A definition of chaos from the Merriam-Webster Online Dictionary is 'The inherent unpredictability in the behavior of a natural system (as the atmosphere, boiling water or the beating heart)'. Many managers in all types of Projects Management (PM) environments are complaining that for sure something unpredicted will happen tomorrow, something that will take the 'perfect' plans astray. No doubt, after taking care of the crisis and putting things back into order, there is, of course, another unpredicted event and back again. The only thing that can be surely predicted is that unpredicted event(s) will occur. Exactly like in natural systems. There are three possible causes for a chaotic PM environment (with shared, or partially shared, resources): a) Not all projects have project plans. b) Not all projects are controlled periodically during execution. c) Not all projects are managed in more or less according to the same methodology. In to the Chaos Theory there are at least three characteristics for an environment so it can be considered as a chaotic one: Time Irreversibility, Unpredictability and Sensitivity to Initial Conditions and Bifurcation. Strangely enough, this is exactly what is happening when the above three causes are observed in PM reality. If the above is Chaos then our objective is Order. The entropy measurement, which measures the distance between total Chaos and good Order, is measuring the difficulties in achieving just the prerequisites for a good implementation of TOC. The change, going from Chaos to Order, brings significant benefits to the organization even before starting with the Critical Chain implementation. On one end we have the Chaos and on the other end we have the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results. Between these two ends there are seven distinctive stages when each and every one of them will be discussed in full in the presentation: 0. Chaos 1. Systematic Order 2. Control of the time dimension 3. Enterprise PM and the PMO 4. Control of the Resources dimension 5. Control of the Cost dimension 6. Established PM strategy 7. PM strategy as a part of the organization strategy 8. Viable Vision results. There is only little flexibility in the sequence between the stages, Is the sequence from 1 to 7? Or is 1 the top? But each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined. During the presentation I'll take the participants through all the stages starting with the initial situation of a chaotic environment (or semi-chaotic according to its entropy measure) up to the achievement of repeatedly Viable Vision. For each stage I'll elaborate on the needed elements of completion the stage, including the benefits for the organization. 1 hour 24 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 24 |
Conference Proceedings |
|
The journey starts with chaos: The organizational maturity model for projects management environments |
2013 |
Bad Nauheim, Germany |
Three learning objectives: a) How to set up the objectives for a critical chain (CC) implementation in a project management (PM) environment? b) the PM environment is a complicated one. Focusing on the time dimension is extremely important but this is just the beginning for an ambitious implementation. There is much more than just time. c) The TOC body of knowledge could and should be pushed beyond its current limitations. Three questions are answered: a) How can one estimate the maturity stage of his organization? b) How can one know what is the entropy measure in his organization and, as a result, what are the implementation efforts needed to be invested? c) The model assumes a specific sequence of stages. How important is it to follow the suggested sequence? Can it be that for a specific organization there is a need for a different sequence? |
A definition of chaos from the Merriam-Webster Online Dictionary is 'The inherent unpredictability in the behavior of a natural system (as the atmosphere, boiling water or the beating heart)'. Many managers in all types of Projects Management (PM) environments are complaining that for sure something unpredicted will happen tomorrow, something that will take the 'perfect' plans astray. No doubt, after taking care of the crisis and putting things back into order, there is, of course, another unpredicted event and back again. The only thing that can be surely predicted is that unpredicted event(s) will occur. Exactly like in natural systems. There are three possible causes for a chaotic PM environment (with shared, or partially shared, resources): a) Not all projects have project plans. b) Not all projects are controlled periodically during execution. c) Not all projects are managed in more or less according to the same methodology. In to the Chaos Theory there are at least three characteristics for an environment so it can be considered as a chaotic one: Time Irreversibility, Unpredictability and Sensitivity to Initial Conditions and Bifurcation. Strangely enough, this is exactly what is happening when the above three causes are observed in PM reality. If the above is Chaos then our objective is Order. The entropy measurement, which measures the distance between total Chaos and good Order, is measuring the difficulties in achieving just the prerequisites for a good implementation of TOC. The change, going from Chaos to Order, brings significant benefits to the organization even before starting with the Critical Chain implementation. On one end we have the Chaos and on the other end we have the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results. Between these two ends there are seven distinctive stages when each and every one of them will be discussed in full in the presentation: 0. Chaos 1. Systematic Order 2. Control of the time dimension 3. Enterprise PM and the PMO 4. Control of the Resources dimension 5. Control of the Cost dimension 6. Established PM strategy 7. PM strategy as a part of the organization strategy 8. Viable Vision results. There is only little flexibility in the sequence between the stages, Is the sequence from 1 to 7? Or is 1 the top? But each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined. During the presentation I'll take the participants through all the stages starting with the initial situation of a chaotic environment (or semi-chaotic according to its entropy measure) up to the achievement of repeatedly Viable Vision. For each stage I'll elaborate on the needed elements of completion the stage, including the benefits for the organization. 1 hour 24 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 25 |
Conference Proceedings |
Muller, Wolfram |
Agile + critical chain = Agile enterprise |
2013 |
Bad Nauheim, Germany |
Agile project management gets broad propagation. Its extreme lightweight steering has advantages – but are local optimizations and do not use the full potential. On the other hand critical chain is a full-blown project steering – but sometimes e.g. in sub-projects agile methods can be absolutely sufficient. So critical chain doesn't use the benefits of the agile methods. The presentation shows a two-phase approach to first make the agile methods compatible to critical chain and in the second step to improve the agile methods itself. All this is based on the thinking processes (TP) of the TOC and ideas based on drum-buffer-rope. The approach is validated in real projects and real teams' part of a worldwide active internet provider. As a result, agile methods can be used to steer sub-projects more lightweight. With small adjustments it's possible to get some buffer at the end to initially control the WIP. With the buffer at the end you can use progress-buffer-consumption monitoring. That makes agile compatible with CCPM. You do not need protection of sprints any more, therefore continuous flow is possible. The focus moves to reduce the inventory of open tasks. Maximum throughput and minimum lead time are now realistic and reachable. |
Critical Chain is an appropriate way to manage projects and project portfolios. Mainly in software development (but also in other domains) there are parts of projects that have very less outer dependencies and can be broken down into small comparable tasks. Since ten years, based on the agile manifesto, some agile methods to manage 'projects' occurred and gained a broad propagation (more than Critical Chain). Nearly all Critical Chain Implementations (especially in IT) now face the situation, that there are agile methods already in place with more or less success. Agile methods are very effective local optimizations – so they are mainly successful. On the other hand they are just partial solutions and many problems are unsolved: • To secure the throughput they limit the work-in-progress hard in a team - but they cannot deal with uncertainties and therefore they cannot commit on a specific scope to a specific time. There is no work-in-progress control over the whole 'project'. • Without an explicit buffer and committed due date there is no operational relevant monitoring possible – an equivalent to the fever curve status is missing. • There are still negative social group dynamic effects. Due to the lack of a project due date and buffer the only steering possibility are the small work packages (stories). Especially in Scrum the team has to commit on an amount of stories to deliver in some small time. If something goes wrong (and of course it does) the team is punished (in very subtle ways). As a result they buffer the stories and cause auf Parkinson they lose throughput. • Agile methods are, in the core, production systems. They deal with many small independent parts (stories in a backlog) and very short touch times. To get a good flow (Kanban) or to protect the team from outside (Scrum) they accept more open work in progress than necessary and a result the lead times are higher than necessary and the throughput is less then possible. Agile methods are a valid idea to easily steer production like sub projects. Currently Critical Chain is not really able to use this advantage on a broad scale. The agile methods are just partially solutions – so they do not user their full potential either. So potential in project management is lost! The solution should be to find a way to make agile methods compatible to critical chain, so they can be easily used when applicable. Additionally one has to find a way to define a project buffer and to get the progress to buffer consumption monitoring. Further on it will be important to improve agile methods to the theoretical optimal throughput and minimum lead time by reducing the inventory (open stories/task) to minimum and get rid of the unnatural batch sizes. The presentation shows, based on the TOC thinking processes and the knowledge of Drum-Buffer-Rope, how to improve the agile methods. All these improvements are validated in practice in real projects and teams. The presentation shows evidence and examples out of this practical experience (s. Reliable Scrum in Practice Blog ). The Change is undertaken in two Phases. First make Scrum/Kanban reliable (Reliable Scrum) and Second to apply Drum-Buffer-Rope like steering on the agile Teams (Ultimate Scrum). Reliable Scrum - the Idea is to initially control the work-in-progress for the projects (release). To do this you need explicit information about the amount of work (story points) you have to do and your capacity (velocity). You have to calculate the chance of success and negotiate with the stakeholder an appropriate amount of work compared to the time and resources you have. First you qualify you backlog. All stories needed for a specific release (project) are tagged. Missing stories are added. The stories are estimated (story points) and big stories have to be broken down into smaller ones. Together with the main stake holder (product owner) the team estimates a quota of additionally occurring story points in a realistic and a pessimistic case. As a result you'll get the probability curve of the backlog. After that you estimate the velocity (story points per week) until the end of the release. Normally you have some experience data out of former sprints – this will be the realistic case. So you just have to estimate the optimistic and the pessimistic value. That gives you the probability of the velocity. These two curves can be used to calculate the absolute probability of success over the time (s. Reliable Scrum Full Description ). Together with the stakeholders it's now up to the team to negotiate a reasonable scope/due-date or resources to get a realistic chance of success. This will be something around 80% (the upper turning point of the s-curve). As a result you get some buffer at the end of the release. So you are now able to use the known product-burn down-chart with the negotiated due-date to monitor the progress and the buffer consumption in a critical chain compatible way. This can be used to keep the work-in-progress under control. Ultimate Scrum - after having Reliable Scrum as an appropriate steering for the release in place, the focus changes to the inner management of the tasks in the team. The goal here is to have the minimum amount of open tasks. One side effect of Reliable Scrum is that there is no need of the sprints to protect the team from the management any more. So the team can easily switch from batch mode (sprints) to continuous mode (drum-buffer-rope). To achieve this, the process is divided into two stages. First stage is to break down stories into tasks. A task is defined as work with duration of about ½ a day. To do this breaking down into task takes typically something around ½ a day too. So the steering is easy (not even a drum-buffer-rope). The team has a task buffer. If there are less than one or two task in the buffer one team member gets the next story from the backlogs and starts to break it into tasks and refills the buffer. The next stage is to transform the tasks into delivered results. This is normally done in one, two or more stages. The steering of the inventory is mainly done based on the output of finished tasks. If one task is finished one new task is allowed to start. If there is the suspicion that there are too much open tasks then the rule is two tasks out – one task in. If a developer has nothing to do it's a strong indicator for a problem (impediment) that should be solved (before opening a new task). This is a 'one stage' Drum-Buffer-Rope-Steering. If there are more than one dedicated skill group it develops to a real Drum-Buffer-Rope steering. As a result the impediments are solved quickly. The amount of open tasks goes down to the amount of developer or resources in the team. The flow and throughput increases and the lead time reduce to the minimum. With Reliable/Ultimate Scrum you can integrate both worlds agile and Critical Chain. Both can gain advantages from each other and use their complete potential. As a result the focus of management goes away from the process – everybody knows that its operation on the theoretical optimum. The motivation of the team members increases dramatically. Quality reaches optimum. The new focus is on doing the right things and on the people itself. The new capacity is uses to develop educate, exchange best practices. The true leadership gets more and more effective. Outlook - if you now look at the project management as a whole, you see the three layers. Portfolio or multi project management looks like a production. The projects are staggered according to real or virtual drum. It's more or less a Drum-Buffer-Rope steering. The single projects are managed by the critical chain. The deviations are buffered and the steering is done by progress and buffer consumption. Sub-Projects, that have sometimes (not always) again the production character are again managed in a Drum-Buffer-Rope style. Based on the type of complexity and situation the best possible steering method is used. The Optimum in Throughput can be reached! 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 26 |
Conference Proceedings |
|
Agile + critical chain = Agile enterprise |
2013 |
Bad Nauheim, Germany |
Agile project management gets broad propagation. Its extreme lightweight steering has advantages – but are local optimizations and do not use the full potential. On the other hand critical chain is a full-blown project steering – but sometimes e.g. in sub-projects agile methods can be absolutely sufficient. So critical chain doesn't use the benefits of the agile methods. The presentation shows a two-phase approach to first make the agile methods compatible to critical chain and in the second step to improve the agile methods itself. All this is based on the thinking processes (TP) of the TOC and ideas based on drum-buffer-rope. The approach is validated in real projects and real teams' part of a worldwide active internet provider. As a result, agile methods can be used to steer sub-projects more lightweight. With small adjustments it's possible to get some buffer at the end to initially control the WIP. With the buffer at the end you can use progress-buffer-consumption monitoring. That makes agile compatible with CCPM. You do not need protection of sprints any more, therefore continuous flow is possible. The focus moves to reduce the inventory of open tasks. Maximum throughput and minimum lead time are now realistic and reachable. |
Critical Chain is an appropriate way to manage projects and project portfolios. Mainly in software development (but also in other domains) there are parts of projects that have very less outer dependencies and can be broken down into small comparable tasks. Since ten years, based on the agile manifesto, some agile methods to manage 'projects' occurred and gained a broad propagation (more than Critical Chain). Nearly all Critical Chain Implementations (especially in IT) now face the situation, that there are agile methods already in place with more or less success. Agile methods are very effective local optimizations – so they are mainly successful. On the other hand they are just partial solutions and many problems are unsolved: • To secure the throughput they limit the work-in-progress hard in a team - but they cannot deal with uncertainties and therefore they cannot commit on a specific scope to a specific time. There is no work-in-progress control over the whole 'project'. • Without an explicit buffer and committed due date there is no operational relevant monitoring possible – an equivalent to the fever curve status is missing. • There are still negative social group dynamic effects. Due to the lack of a project due date and buffer the only steering possibility are the small work packages (stories). Especially in Scrum the team has to commit on an amount of stories to deliver in some small time. If something goes wrong (and of course it does) the team is punished (in very subtle ways). As a result they buffer the stories and cause auf Parkinson they lose throughput. • Agile methods are, in the core, production systems. They deal with many small independent parts (stories in a backlog) and very short touch times. To get a good flow (Kanban) or to protect the team from outside (Scrum) they accept more open work in progress than necessary and a result the lead times are higher than necessary and the throughput is less then possible. Agile methods are a valid idea to easily steer production like sub projects. Currently Critical Chain is not really able to use this advantage on a broad scale. The agile methods are just partially solutions – so they do not user their full potential either. So potential in project management is lost! The solution should be to find a way to make agile methods compatible to critical chain, so they can be easily used when applicable. Additionally one has to find a way to define a project buffer and to get the progress to buffer consumption monitoring. Further on it will be important to improve agile methods to the theoretical optimal throughput and minimum lead time by reducing the inventory (open stories/task) to minimum and get rid of the unnatural batch sizes. The presentation shows, based on the TOC thinking processes and the knowledge of Drum-Buffer-Rope, how to improve the agile methods. All these improvements are validated in practice in real projects and teams. The presentation shows evidence and examples out of this practical experience (s. Reliable Scrum in Practice Blog ). The Change is undertaken in two Phases. First make Scrum/Kanban reliable (Reliable Scrum) and Second to apply Drum-Buffer-Rope like steering on the agile Teams (Ultimate Scrum). Reliable Scrum - the Idea is to initially control the work-in-progress for the projects (release). To do this you need explicit information about the amount of work (story points) you have to do and your capacity (velocity). You have to calculate the chance of success and negotiate with the stakeholder an appropriate amount of work compared to the time and resources you have. First you qualify you backlog. All stories needed for a specific release (project) are tagged. Missing stories are added. The stories are estimated (story points) and big stories have to be broken down into smaller ones. Together with the main stake holder (product owner) the team estimates a quota of additionally occurring story points in a realistic and a pessimistic case. As a result you'll get the probability curve of the backlog. After that you estimate the velocity (story points per week) until the end of the release. Normally you have some experience data out of former sprints – this will be the realistic case. So you just have to estimate the optimistic and the pessimistic value. That gives you the probability of the velocity. These two curves can be used to calculate the absolute probability of success over the time (s. Reliable Scrum Full Description ). Together with the stakeholders it's now up to the team to negotiate a reasonable scope/due-date or resources to get a realistic chance of success. This will be something around 80% (the upper turning point of the s-curve). As a result you get some buffer at the end of the release. So you are now able to use the known product-burn down-chart with the negotiated due-date to monitor the progress and the buffer consumption in a critical chain compatible way. This can be used to keep the work-in-progress under control. Ultimate Scrum - after having Reliable Scrum as an appropriate steering for the release in place, the focus changes to the inner management of the tasks in the team. The goal here is to have the minimum amount of open tasks. One side effect of Reliable Scrum is that there is no need of the sprints to protect the team from the management any more. So the team can easily switch from batch mode (sprints) to continuous mode (drum-buffer-rope). To achieve this, the process is divided into two stages. First stage is to break down stories into tasks. A task is defined as work with duration of about ½ a day. To do this breaking down into task takes typically something around ½ a day too. So the steering is easy (not even a drum-buffer-rope). The team has a task buffer. If there are less than one or two task in the buffer one team member gets the next story from the backlogs and starts to break it into tasks and refills the buffer. The next stage is to transform the tasks into delivered results. This is normally done in one, two or more stages. The steering of the inventory is mainly done based on the output of finished tasks. If one task is finished one new task is allowed to start. If there is the suspicion that there are too much open tasks then the rule is two tasks out – one task in. If a developer has nothing to do it's a strong indicator for a problem (impediment) that should be solved (before opening a new task). This is a 'one stage' Drum-Buffer-Rope-Steering. If there are more than one dedicated skill group it develops to a real Drum-Buffer-Rope steering. As a result the impediments are solved quickly. The amount of open tasks goes down to the amount of developer or resources in the team. The flow and throughput increases and the lead time reduce to the minimum. With Reliable/Ultimate Scrum you can integrate both worlds agile and Critical Chain. Both can gain advantages from each other and use their complete potential. As a result the focus of management goes away from the process – everybody knows that its operation on the theoretical optimum. The motivation of the team members increases dramatically. Quality reaches optimum. The new focus is on doing the right things and on the people itself. The new capacity is uses to develop educate, exchange best practices. The true leadership gets more and more effective. Outlook - if you now look at the project management as a whole, you see the three layers. Portfolio or multi project management looks like a production. The projects are staggered according to real or virtual drum. It's more or less a Drum-Buffer-Rope steering. The single projects are managed by the critical chain. The deviations are buffered and the steering is done by progress and buffer consumption. Sub-Projects, that have sometimes (not always) again the production character are again managed in a Drum-Buffer-Rope style. Based on the type of complexity and situation the best possible steering method is used. The Optimum in Throughput can be reached! 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 27 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to project management |
2012 |
|
Critical chain project management (CCPM) the TOC application for project management, was the second application of TOC developed by the founder of TOC, Dr. Eli Goldratt. CCPM was created to dramatically improve the flow and effective completion of projects in organizations. Key concepts in CCPM apply to individuals wanting to improve their personal and professional productivity as well. For example, reducing “bad multitasking” is a key factor in successfully completing more work more effectively. CCPM typically results in very high due-date performance (delivering well over 95% on or before the original promised due-dates, while in cases of late delivery the delay is much smaller than the prevailing delays in the industry) and less compromises on content/quality and the budget. |
1 hour |
https://www.tocico.org/page/2012OnlineMultimedia |
| 28 |
Online Multimedia |
|
0 to 60: Introduction to project management |
2012 |
|
Critical chain project management (CCPM) the TOC application for project management, was the second application of TOC developed by the founder of TOC, Dr. Eli Goldratt. CCPM was created to dramatically improve the flow and effective completion of projects in organizations. Key concepts in CCPM apply to individuals wanting to improve their personal and professional productivity as well. For example, reducing “bad multitasking” is a key factor in successfully completing more work more effectively. CCPM typically results in very high due-date performance (delivering well over 95% on or before the original promised due-dates, while in cases of late delivery the delay is much smaller than the prevailing delays in the industry) and less compromises on content/quality and the budget. |
1 hour |
https://www.tocico.org/page/2012OnlineMultimedia |
| 29 |
Online Multimedia |
|
0 to 60: Introduction to project management |
2012 |
|
Critical chain project management (CCPM) the TOC application for project management, was the second application of TOC developed by the founder of TOC, Dr. Eli Goldratt. CCPM was created to dramatically improve the flow and effective completion of projects in organizations. Key concepts in CCPM apply to individuals wanting to improve their personal and professional productivity as well. For example, reducing “bad multitasking” is a key factor in successfully completing more work more effectively. CCPM typically results in very high due-date performance (delivering well over 95% on or before the original promised due-dates, while in cases of late delivery the delay is much smaller than the prevailing delays in the industry) and less compromises on content/quality and the budget. |
1 hour |
https://www.tocico.org/page/2012OnlineMultimedia |
| 30 |
Conference Proceedings |
Naik, Rahul |
Godrej Security Solutions: Another Viable Vision from India |
2013 |
Bad Nauheim, Germany |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than doubled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a Viable Vision by making its sales equal to profit in five years. |
Godrej Security Solutions (GSS) having an annual turnover of Rs 750 crones (approx. $150mn). It is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc., having a turnover of over 1.2 Billion USD. GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, Jewelers, diamond merchants, post offices, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel. GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries. About the industry & situation prior to TOC implementation: Institutional Segment: GSS main customers are Banks. Whenever a Bank opens a new branch it requires physical security products such as Safes, Strong room door, safe deposit lockers & record protection equipment. If these products are delivered late, the entire branch opening is delayed. This damage is significant because delayed opening of a branch means loss of business, losing market share, incurring rentals and loss of reputation of the purchase person placing the order on GSS. The modus operandi of all these banks is that during first half of the financial year i.e. April to September they open few branches (this time is spent in planning, getting license, recruitment, etc.). Around 70% of branches open in the second half of the year i.e. from October to March. This skew of branch openings used to put severe pressure on the suppliers such as GSS to deliver on time as well as in a shorter lead-time. If the branches are not opened within a time frame, the license to open the branch expires. Moreover, during the second half of the year, even though the plant was over loaded due to the splurge of orders, sales were chasing orders even at a discount to meet their top line targets. This affected the profitability of the company. Manufacturing of physical security products involves assembly of a variety of components. Since the components were supplied from various sources (in-house or suppliers), there was significant de-synchronization at the assembly leading to peaks & troughs of load. Coupled with the fact that assembly preferred making standard products, which gave better productivity than non-standard products. All this added to unreliability and highly varying production lead-time. Frequent expediting due to customer complaints further added to the chaos in the plant. Prior to TOC implementation GSS delivery lead times used to vary significantly (anything between 4 to 12 weeks.) Due to poor on time delivery performance, bank's branch opening used to get delayed leading to severe customer dissatisfaction and subsequently loss of sale. The above factors affected the growth of GSS in spite of the industry growth. This led to a decrease in market share. Also the practice of getting orders even at a discount even when the plant was over loaded, affected the profitability of the company. Retail Segment: Home Safes is a completely new product category in India with very low market penetration. Availability of Home Safes in the distribution channel was poor and reach was limited. As a result growth in this segment was limited notwithstanding a large untapped market for such safes. TOC Solution that was deployed: TOC implementation started in October 2010. The following solution elements were implemented to triple the profits in 2 years: Institutional: • TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time) • An offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant) • T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/ensuring zero discounting • Throughput accounting based decisions at organization level to control discounting • Throughput based Incentive Scheme instead of top line based incentive scheme for Sales personnel Retail: • TOC Operations & Distribution solution: This dramatically improved availability in the supply chain • Inventory Turns offer to the distributors helped increase Range & Reach in the market. Results Achieved: Post TOC implementation the following results were achieved: Institutional: – On Time performance of the plant is around 80-90% (earlier it was 30%) – Production lead time has reduced by more than 50%. – Output from the plant has more than doubled with the same resources. – Overtime has reduced by 80%. – WIP has reduced by more than 40%. – FG stock has reduced by 60%. – Market share increased from 58% to 62%. – Profits have tripled. – Profitability (PBT/Sales) has more than doubled. Retail: – Availability increased to more than 95% & sustains at this level. – Sales has increased by 50%. – Reach has nearly doubled. 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 31 |
Conference Proceedings |
Shailesh, Ranjan |
Godrej Security Solutions: Another Viable Vision from India |
2013 |
Bad Nauheim, Germany |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than doubled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a Viable Vision by making its sales equal to profit in five years. |
Godrej Security Solutions (GSS) having an annual turnover of Rs 750 crones (approx. $150mn). It is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc., having a turnover of over 1.2 Billion USD. GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, Jewelers, diamond merchants, post offices, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel. GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries. About the industry & situation prior to TOC implementation: Institutional Segment: GSS main customers are Banks. Whenever a Bank opens a new branch it requires physical security products such as Safes, Strong room door, safe deposit lockers & record protection equipment. If these products are delivered late, the entire branch opening is delayed. This damage is significant because delayed opening of a branch means loss of business, losing market share, incurring rentals and loss of reputation of the purchase person placing the order on GSS. The modus operandi of all these banks is that during first half of the financial year i.e. April to September they open few branches (this time is spent in planning, getting license, recruitment, etc.). Around 70% of branches open in the second half of the year i.e. from October to March. This skew of branch openings used to put severe pressure on the suppliers such as GSS to deliver on time as well as in a shorter lead-time. If the branches are not opened within a time frame, the license to open the branch expires. Moreover, during the second half of the year, even though the plant was over loaded due to the splurge of orders, sales were chasing orders even at a discount to meet their top line targets. This affected the profitability of the company. Manufacturing of physical security products involves assembly of a variety of components. Since the components were supplied from various sources (in-house or suppliers), there was significant de-synchronization at the assembly leading to peaks & troughs of load. Coupled with the fact that assembly preferred making standard products, which gave better productivity than non-standard products. All this added to unreliability and highly varying production lead-time. Frequent expediting due to customer complaints further added to the chaos in the plant. Prior to TOC implementation GSS delivery lead times used to vary significantly (anything between 4 to 12 weeks.) Due to poor on time delivery performance, bank's branch opening used to get delayed leading to severe customer dissatisfaction and subsequently loss of sale. The above factors affected the growth of GSS in spite of the industry growth. This led to a decrease in market share. Also the practice of getting orders even at a discount even when the plant was over loaded, affected the profitability of the company. Retail Segment: Home Safes is a completely new product category in India with very low market penetration. Availability of Home Safes in the distribution channel was poor and reach was limited. As a result growth in this segment was limited notwithstanding a large untapped market for such safes. TOC Solution that was deployed: TOC implementation started in October 2010. The following solution elements were implemented to triple the profits in 2 years: Institutional: • TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time) • An offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant) • T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/ensuring zero discounting • Throughput accounting based decisions at organization level to control discounting • Throughput based Incentive Scheme instead of top line based incentive scheme for Sales personnel Retail: • TOC Operations & Distribution solution: This dramatically improved availability in the supply chain • Inventory Turns offer to the distributors helped increase Range & Reach in the market. Results Achieved: Post TOC implementation the following results were achieved: Institutional: – On Time performance of the plant is around 80-90% (earlier it was 30%) – Production lead time has reduced by more than 50%. – Output from the plant has more than doubled with the same resources. – Overtime has reduced by 80%. – WIP has reduced by more than 40%. – FG stock has reduced by 60%. – Market share increased from 58% to 62%. – Profits have tripled. – Profitability (PBT/Sales) has more than doubled. Retail: – Availability increased to more than 95% & sustains at this level. – Sales has increased by 50%. – Reach has nearly doubled. 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 32 |
Conference Proceedings |
|
Godrej Security Solutions: Another Viable Vision from India |
2013 |
Bad Nauheim, Germany |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than doubled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a Viable Vision by making its sales equal to profit in five years. |
Godrej Security Solutions (GSS) having an annual turnover of Rs 750 crones (approx. $150mn). It is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc., having a turnover of over 1.2 Billion USD. GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, Jewelers, diamond merchants, post offices, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel. GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries. About the industry & situation prior to TOC implementation: Institutional Segment: GSS main customers are Banks. Whenever a Bank opens a new branch it requires physical security products such as Safes, Strong room door, safe deposit lockers & record protection equipment. If these products are delivered late, the entire branch opening is delayed. This damage is significant because delayed opening of a branch means loss of business, losing market share, incurring rentals and loss of reputation of the purchase person placing the order on GSS. The modus operandi of all these banks is that during first half of the financial year i.e. April to September they open few branches (this time is spent in planning, getting license, recruitment, etc.). Around 70% of branches open in the second half of the year i.e. from October to March. This skew of branch openings used to put severe pressure on the suppliers such as GSS to deliver on time as well as in a shorter lead-time. If the branches are not opened within a time frame, the license to open the branch expires. Moreover, during the second half of the year, even though the plant was over loaded due to the splurge of orders, sales were chasing orders even at a discount to meet their top line targets. This affected the profitability of the company. Manufacturing of physical security products involves assembly of a variety of components. Since the components were supplied from various sources (in-house or suppliers), there was significant de-synchronization at the assembly leading to peaks & troughs of load. Coupled with the fact that assembly preferred making standard products, which gave better productivity than non-standard products. All this added to unreliability and highly varying production lead-time. Frequent expediting due to customer complaints further added to the chaos in the plant. Prior to TOC implementation GSS delivery lead times used to vary significantly (anything between 4 to 12 weeks.) Due to poor on time delivery performance, bank's branch opening used to get delayed leading to severe customer dissatisfaction and subsequently loss of sale. The above factors affected the growth of GSS in spite of the industry growth. This led to a decrease in market share. Also the practice of getting orders even at a discount even when the plant was over loaded, affected the profitability of the company. Retail Segment: Home Safes is a completely new product category in India with very low market penetration. Availability of Home Safes in the distribution channel was poor and reach was limited. As a result growth in this segment was limited notwithstanding a large untapped market for such safes. TOC Solution that was deployed: TOC implementation started in October 2010. The following solution elements were implemented to triple the profits in 2 years: Institutional: • TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time) • An offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant) • T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/ensuring zero discounting • Throughput accounting based decisions at organization level to control discounting • Throughput based Incentive Scheme instead of top line based incentive scheme for Sales personnel Retail: • TOC Operations & Distribution solution: This dramatically improved availability in the supply chain • Inventory Turns offer to the distributors helped increase Range & Reach in the market. Results Achieved: Post TOC implementation the following results were achieved: Institutional: – On Time performance of the plant is around 80-90% (earlier it was 30%) – Production lead time has reduced by more than 50%. – Output from the plant has more than doubled with the same resources. – Overtime has reduced by 80%. – WIP has reduced by more than 40%. – FG stock has reduced by 60%. – Market share increased from 58% to 62%. – Profits have tripled. – Profitability (PBT/Sales) has more than doubled. Retail: – Availability increased to more than 95% & sustains at this level. – Sales has increased by 50%. – Reach has nearly doubled. 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 33 |
Conference Proceedings |
Newbold, Robert C. |
Get rid of feeding buffers |
2013 |
Bad Nauheim, Germany |
(Hyde Park) Feeding buffers have been a standard and little-questioned part of the critical chain (CC) approach since the beginning. However, their application in practice can be difficult and confusing. Feeding buffers can create holes in the critical chain; their sizing and analysis is often problematic; and the target for feeding buffer protection – the critical chain – can change in time and makeup, rendering the original feeding buffers irrelevant. Some CC implementers have come up with complicated ways of getting around these problems, adding to the difficulty of the CC approach; others remove feeding buffers entirely, thus removing needed protection. The author argues that by estimating merge bias and determining task gating without using explicit feeding buffers, the buffers themselves can then be eliminated. The resulting schedules are more intuitive, more robust, and easier to analyze than traditional CC schedules. |
The argument: feeding buffers have been a standard part of the Critical Chain (CC) approach since the beginning. Their pluses include de-coupling critical chain tasks from variation on non-critical chains and helping determine task gating – how much non-critical tasks can be delayed from their early starts without affecting the critical chain. Over the years, a number of minuses have also appeared: feeding buffer insertion creates holes in the critical chain; they guard against merge bias, but are insensitive to the number of legs being merged; as usually implemented, their size does not take into account resource dependencies; the target of feeding buffers – the critical chain – can change in time and makeup, rendering the original feeding buffers irrelevant; their impact on the schedule is often difficult to analyze; and sometimes they even put protection in the wrong place. Some CC implementers have come up with various complicated ways of getting around these problems, but those techniques only serve to make CC more difficult to teach and use. Others remove feeding buffers, eliminating needed protection. Instead of creating feeding buffers, I argue for the following scheduling process: estimate the impact of merge bias at each integration point; determine how early to schedule non-critical tasks, based on the needed protection (accounting for merge bias); and add to the project buffer any needed protection that would otherwise require pushing out the end of the critical chain. The resulting schedules are simpler, more intuitive, more robust, and easier to analyze than traditional CC schedules. Some possible counter-points: • Feeding buffers are the best way to make sure that the appropriate attention is paid to non-critical paths. • We already have procedures in place that cope effectively with feeding buffers in our environment. • This approach requires software. • We know CC works with feeding buffers but we don't know what happens without. • We lose brand identity, because 'Critical Chain' becomes too close to 'Critical Path.' The conflict: figure. The apparent resolution is to break B-D (hence the title of the presentation), but the real resolution is to break D-D'. We can create a schedule that keeps needed protection, but eliminates the need for explicit feeding buffers, by (a) making the magnitude of merge bias visible, (b) using the quantified merge bias to help determine task gating, and (c) adding any extra needed protection to the project buffer. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 34 |
Conference Proceedings |
|
Get rid of feeding buffers |
2013 |
Bad Nauheim, Germany |
(Hyde Park) Feeding buffers have been a standard and little-questioned part of the critical chain (CC) approach since the beginning. However, their application in practice can be difficult and confusing. Feeding buffers can create holes in the critical chain; their sizing and analysis is often problematic; and the target for feeding buffer protection – the critical chain – can change in time and makeup, rendering the original feeding buffers irrelevant. Some CC implementers have come up with complicated ways of getting around these problems, adding to the difficulty of the CC approach; others remove feeding buffers entirely, thus removing needed protection. The author argues that by estimating merge bias and determining task gating without using explicit feeding buffers, the buffers themselves can then be eliminated. The resulting schedules are more intuitive, more robust, and easier to analyze than traditional CC schedules. |
The argument: feeding buffers have been a standard part of the Critical Chain (CC) approach since the beginning. Their pluses include de-coupling critical chain tasks from variation on non-critical chains and helping determine task gating – how much non-critical tasks can be delayed from their early starts without affecting the critical chain. Over the years, a number of minuses have also appeared: feeding buffer insertion creates holes in the critical chain; they guard against merge bias, but are insensitive to the number of legs being merged; as usually implemented, their size does not take into account resource dependencies; the target of feeding buffers – the critical chain – can change in time and makeup, rendering the original feeding buffers irrelevant; their impact on the schedule is often difficult to analyze; and sometimes they even put protection in the wrong place. Some CC implementers have come up with various complicated ways of getting around these problems, but those techniques only serve to make CC more difficult to teach and use. Others remove feeding buffers, eliminating needed protection. Instead of creating feeding buffers, I argue for the following scheduling process: estimate the impact of merge bias at each integration point; determine how early to schedule non-critical tasks, based on the needed protection (accounting for merge bias); and add to the project buffer any needed protection that would otherwise require pushing out the end of the critical chain. The resulting schedules are simpler, more intuitive, more robust, and easier to analyze than traditional CC schedules. Some possible counter-points: • Feeding buffers are the best way to make sure that the appropriate attention is paid to non-critical paths. • We already have procedures in place that cope effectively with feeding buffers in our environment. • This approach requires software. • We know CC works with feeding buffers but we don't know what happens without. • We lose brand identity, because 'Critical Chain' becomes too close to 'Critical Path.' The conflict: figure. The apparent resolution is to break B-D (hence the title of the presentation), but the real resolution is to break D-D'. We can create a schedule that keeps needed protection, but eliminates the need for explicit feeding buffers, by (a) making the magnitude of merge bias visible, (b) using the quantified merge bias to help determine task gating, and (c) adding any extra needed protection to the project buffer. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 35 |
Conference Proceedings |
Ojeda, David |
Building a decisive competitive edge in the microfinance segment in Mexico |
2013 |
Bad Nauheim, Germany |
Mas Kapital is a Microfinance company located in Mexico. They have grown fast for the last 6 years but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company. In 2010 they met Dr. Goldratt and they decided to make a full TOC implementation grounded on their Viable Vision project. Since the beginning TOC tools were utilized in order to identify the undesirable effects. From this point we identified the major constraint as the loan submission analysis process, subordinated all the company efforts in order to only process good qualified potential customers and filter them in a better way to reduce credit risk and reduce bad debt, at the same time we divided the sales force responsibilities and tasks in order to focus the collections activity and align the promotion process to the real needs of the company, once we had the operations control TOC thinking processes were used to identify a significant need of the market and design Mas Kapital decisive competitive edge. |
• What to change? o Credit risk and unaligned operations in the microfinance segment. • What to change to? o Increase organizational financial stability by reducing credit risk and reinforced operations. Sustain and capitalize on this advantage. • How to cause the change? o Set the (loan submission) analysis process as the bottleneck and subordinate the organization on this, split the sales force activities in order to take control of the operations, develop a decisive competitive edge for the microfinance segment. • Lessons learned? Include successes, challenges, and obstacles and how they were overcome. Lessons learned: o How to apply TOC in the microfinance segment. o Synchronize operations on the field with the credit analysis capacity. o Reduction of multitasking on the key resources has resulted in improved loan recovery rates and improving the financial results. o Operational excellence and sales strategy results with the final customer. o How to use TOC to reinforce the best practices in the microfinance segment. Successes: • Set the loan submission analysis process as the CCR to focus the entire organization and at the same time reducing the debt from 12% to less than 2%. • Splitting sales force activities in order to recover accurately and reinforced promotion. • Built a mafia offer for the final customer increasing in sales. Challenges: • Sustain the loan submission analysis of the credits in order to maintain the debt low. • Reinforced the management skills with the thinking process tools across the company. • Demonstrate stability for the new investors. Obstacles: • Economic and financial crisis globally. • Lack of trust of the investors in Mexico. How they were overcome: Demonstrate stability and good financial performance beyond the competitors. Audience: New knowledge in service industry. Industry: Finance and Banking. Names and affiliations of all authors with the presenting author listed first David Ojeda, Mas Kapital CEO, practitioner Matias Birrell, Goldratt Consulting, Country Manager Chile, TOC Consultant Salvador Pena, Goldratt Consulting, Country Manager Mexico, TOC Consultant. Title: Building a decisive competitive edge (DCE) in the Microfinance segment in Mexico 3 Learning objectives: 1. Understand how to apply the TOC Thinking Processes to aid in the development of a Viable Vision Program for a services company. 2. Share and learn how to approach the principles of flow to admin and financial services 3. Discussing and sharing what constitutes the design of the DCE in Microfinance. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Why setting the analysis process as a bottleneck will maintain the bad debts to less than 2%? 2. What was the reaction of the competitors? 3. Having these results why is it difficult to obtain new investments? 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 36 |
Conference Proceedings |
Birrell, Matias |
Building a decisive competitive edge in the microfinance segment in Mexico |
2013 |
Bad Nauheim, Germany |
Mas Kapital is a Microfinance company located in Mexico. They have grown fast for the last 6 years but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company. In 2010 they met Dr. Goldratt and they decided to make a full TOC implementation grounded on their Viable Vision project. Since the beginning TOC tools were utilized in order to identify the undesirable effects. From this point we identified the major constraint as the loan submission analysis process, subordinated all the company efforts in order to only process good qualified potential customers and filter them in a better way to reduce credit risk and reduce bad debt, at the same time we divided the sales force responsibilities and tasks in order to focus the collections activity and align the promotion process to the real needs of the company, once we had the operations control TOC thinking processes were used to identify a significant need of the market and design Mas Kapital decisive competitive edge. |
• What to change? o Credit risk and unaligned operations in the microfinance segment. • What to change to? o Increase organizational financial stability by reducing credit risk and reinforced operations. Sustain and capitalize on this advantage. • How to cause the change? o Set the (loan submission) analysis process as the bottleneck and subordinate the organization on this, split the sales force activities in order to take control of the operations, develop a decisive competitive edge for the microfinance segment. • Lessons learned? Include successes, challenges, and obstacles and how they were overcome. Lessons learned: o How to apply TOC in the microfinance segment. o Synchronize operations on the field with the credit analysis capacity. o Reduction of multitasking on the key resources has resulted in improved loan recovery rates and improving the financial results. o Operational excellence and sales strategy results with the final customer. o How to use TOC to reinforce the best practices in the microfinance segment. Successes: • Set the loan submission analysis process as the CCR to focus the entire organization and at the same time reducing the debt from 12% to less than 2%. • Splitting sales force activities in order to recover accurately and reinforced promotion. • Built a mafia offer for the final customer increasing in sales. Challenges: • Sustain the loan submission analysis of the credits in order to maintain the debt low. • Reinforced the management skills with the thinking process tools across the company. • Demonstrate stability for the new investors. Obstacles: • Economic and financial crisis globally. • Lack of trust of the investors in Mexico. How they were overcome: Demonstrate stability and good financial performance beyond the competitors. Audience: New knowledge in service industry. Industry: Finance and Banking. Names and affiliations of all authors with the presenting author listed first David Ojeda, Mas Kapital CEO, practitioner Matias Birrell, Goldratt Consulting, Country Manager Chile, TOC Consultant Salvador Pena, Goldratt Consulting, Country Manager Mexico, TOC Consultant. Title: Building a decisive competitive edge (DCE) in the Microfinance segment in Mexico 3 Learning objectives: 1. Understand how to apply the TOC Thinking Processes to aid in the development of a Viable Vision Program for a services company. 2. Share and learn how to approach the principles of flow to admin and financial services 3. Discussing and sharing what constitutes the design of the DCE in Microfinance. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Why setting the analysis process as a bottleneck will maintain the bad debts to less than 2%? 2. What was the reaction of the competitors? 3. Having these results why is it difficult to obtain new investments? 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 37 |
Conference Proceedings |
Pena, Salvador |
Building a decisive competitive edge in the microfinance segment in Mexico |
2013 |
Bad Nauheim, Germany |
Mas Kapital is a Microfinance company located in Mexico. They have grown fast for the last 6 years but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company. In 2010 they met Dr. Goldratt and they decided to make a full TOC implementation grounded on their Viable Vision project. Since the beginning TOC tools were utilized in order to identify the undesirable effects. From this point we identified the major constraint as the loan submission analysis process, subordinated all the company efforts in order to only process good qualified potential customers and filter them in a better way to reduce credit risk and reduce bad debt, at the same time we divided the sales force responsibilities and tasks in order to focus the collections activity and align the promotion process to the real needs of the company, once we had the operations control TOC thinking processes were used to identify a significant need of the market and design Mas Kapital decisive competitive edge. |
• What to change? o Credit risk and unaligned operations in the microfinance segment. • What to change to? o Increase organizational financial stability by reducing credit risk and reinforced operations. Sustain and capitalize on this advantage. • How to cause the change? o Set the (loan submission) analysis process as the bottleneck and subordinate the organization on this, split the sales force activities in order to take control of the operations, develop a decisive competitive edge for the microfinance segment. • Lessons learned? Include successes, challenges, and obstacles and how they were overcome. Lessons learned: o How to apply TOC in the microfinance segment. o Synchronize operations on the field with the credit analysis capacity. o Reduction of multitasking on the key resources has resulted in improved loan recovery rates and improving the financial results. o Operational excellence and sales strategy results with the final customer. o How to use TOC to reinforce the best practices in the microfinance segment. Successes: • Set the loan submission analysis process as the CCR to focus the entire organization and at the same time reducing the debt from 12% to less than 2%. • Splitting sales force activities in order to recover accurately and reinforced promotion. • Built a mafia offer for the final customer increasing in sales. Challenges: • Sustain the loan submission analysis of the credits in order to maintain the debt low. • Reinforced the management skills with the thinking process tools across the company. • Demonstrate stability for the new investors. Obstacles: • Economic and financial crisis globally. • Lack of trust of the investors in Mexico. How they were overcome: Demonstrate stability and good financial performance beyond the competitors. Audience: New knowledge in service industry. Industry: Finance and Banking. Names and affiliations of all authors with the presenting author listed first David Ojeda, Mas Kapital CEO, practitioner Matias Birrell, Goldratt Consulting, Country Manager Chile, TOC Consultant Salvador Pena, Goldratt Consulting, Country Manager Mexico, TOC Consultant. Title: Building a decisive competitive edge (DCE) in the Microfinance segment in Mexico 3 Learning objectives: 1. Understand how to apply the TOC Thinking Processes to aid in the development of a Viable Vision Program for a services company. 2. Share and learn how to approach the principles of flow to admin and financial services 3. Discussing and sharing what constitutes the design of the DCE in Microfinance. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Why setting the analysis process as a bottleneck will maintain the bad debts to less than 2%? 2. What was the reaction of the competitors? 3. Having these results why is it difficult to obtain new investments? 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 38 |
Conference Proceedings |
|
Building a decisive competitive edge in the microfinance segment in Mexico |
2013 |
Bad Nauheim, Germany |
Mas Kapital is a Microfinance company located in Mexico. They have grown fast for the last 6 years but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company. In 2010 they met Dr. Goldratt and they decided to make a full TOC implementation grounded on their Viable Vision project. Since the beginning TOC tools were utilized in order to identify the undesirable effects. From this point we identified the major constraint as the loan submission analysis process, subordinated all the company efforts in order to only process good qualified potential customers and filter them in a better way to reduce credit risk and reduce bad debt, at the same time we divided the sales force responsibilities and tasks in order to focus the collections activity and align the promotion process to the real needs of the company, once we had the operations control TOC thinking processes were used to identify a significant need of the market and design Mas Kapital decisive competitive edge. |
• What to change? o Credit risk and unaligned operations in the microfinance segment. • What to change to? o Increase organizational financial stability by reducing credit risk and reinforced operations. Sustain and capitalize on this advantage. • How to cause the change? o Set the (loan submission) analysis process as the bottleneck and subordinate the organization on this, split the sales force activities in order to take control of the operations, develop a decisive competitive edge for the microfinance segment. • Lessons learned? Include successes, challenges, and obstacles and how they were overcome. Lessons learned: o How to apply TOC in the microfinance segment. o Synchronize operations on the field with the credit analysis capacity. o Reduction of multitasking on the key resources has resulted in improved loan recovery rates and improving the financial results. o Operational excellence and sales strategy results with the final customer. o How to use TOC to reinforce the best practices in the microfinance segment. Successes: • Set the loan submission analysis process as the CCR to focus the entire organization and at the same time reducing the debt from 12% to less than 2%. • Splitting sales force activities in order to recover accurately and reinforced promotion. • Built a mafia offer for the final customer increasing in sales. Challenges: • Sustain the loan submission analysis of the credits in order to maintain the debt low. • Reinforced the management skills with the thinking process tools across the company. • Demonstrate stability for the new investors. Obstacles: • Economic and financial crisis globally. • Lack of trust of the investors in Mexico. How they were overcome: Demonstrate stability and good financial performance beyond the competitors. Audience: New knowledge in service industry. Industry: Finance and Banking. Names and affiliations of all authors with the presenting author listed first David Ojeda, Mas Kapital CEO, practitioner Matias Birrell, Goldratt Consulting, Country Manager Chile, TOC Consultant Salvador Pena, Goldratt Consulting, Country Manager Mexico, TOC Consultant. Title: Building a decisive competitive edge (DCE) in the Microfinance segment in Mexico 3 Learning objectives: 1. Understand how to apply the TOC Thinking Processes to aid in the development of a Viable Vision Program for a services company. 2. Share and learn how to approach the principles of flow to admin and financial services 3. Discussing and sharing what constitutes the design of the DCE in Microfinance. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Why setting the analysis process as a bottleneck will maintain the bad debts to less than 2%? 2. What was the reaction of the competitors? 3. Having these results why is it difficult to obtain new investments? 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 39 |
Conference Proceedings |
Pescara, Filippo |
The link between the S&T trees and the traditional TP analysis: A rigorous approach |
2013 |
Bad Nauheim, Germany |
How to build a logically consistent strategy and tactics (S&T) tree? How to scrutinize, validate or criticize a S&T built by others in order to improve its logical consistency? What are the links between the entities of an S&T tree and the traditional thinking processes (TP)? The rigorous definition of the assumptions contained in the steps or nodes (and of the sub categories to which they belong) allows us to build logical models that may be subjected to the filter of the 'categories of legitimate reservations', and thanks to that to improve the logical consistency of the S&T subject to the scrutinizing process. The presentation explores the connections between the traditional analysis carried out with the TP and the verbalization of the entities of S&T trees. |
The Strategy and Tactic tree (S&T) is a hierarchical structure that connects STEPs or NODEs in which there are entities that verbalize, at every level, objectives or strategies (S), and the actions or tactics (T) that describe how these objectives are to be achieved. The relationship between strategy (S) and tactic (T) is verbalized through a series of assumptions. These sets of assumptions are known as 'parallel assumptions' (we refer to them as 'PA'). In the presentation I define in a rigorous way the subcategories to which the PA belong. This definition will help to validate the logical consistency of STEPs, thanks to the formalization of logical structures that depart from the definition of such subcategories. To ensure the consistency of the STEPs, it is possible to define logical models (based on sufficiency logic) that incorporate both entities 'strategy' and' tactics ', and the different sub-categories of parallel assumptions. The consistency comes from the fact that none of the PA must be able to be questioned or invalidated. To ensure the consistency of the structure of an S&T is necessary to consider both the assumptions of necessity ('NA'), and assumptions of sufficiency ('SA') related to the strategies that must be accomplished. Also in this case it is possible to define logical models (based on sufficiency logic), incorporating the entities 'strategy' at different levels and assumptions of necessity and sufficiency. To define comprehensively the structure of an S&T we still have a problem: the assumptions described so far allow to precisely define the relationship between the STEP in terms of necessity and sufficiency, and to define the consistency both in terms of STEP, and between different levels; what is missing is the definition of the order in which the various tactics must be implemented and as a result in which order the strategies must be achieved. What to do first and what next? Even the assumptions of sequence can be defined in a rigorous way if you have a detailed analysis that employs the traditional TP. As well as a complete analysis carried out with the TP allows to have concrete reference elements for constructing the S&T, starting from a S&T is possible, by applying the logical models of consistency, validate both the individual STEP and parts of the logical structure by applying the 'CLRs' ('Categories of Legitimate Reservations'). Logic models of consistency are in fact structures based on the category of sufficiency (such as a CRT or FRT) that we can improve by challenging assumptions through the CLRs. At this point, according to both the guidelines outlined before, and the correspondences between entities in the S&T tree and entities of TP logical models, we can improve the S&T tree both in the verbalization of STEPs, and in structure. From the concepts expressed above starts a very interesting journey in which I highlight the connections between traditional analysis conducted with the thinking processes and the rigorous formalization of the S&T trees, that just because they are a different way of expressing the same concepts verbalized in the entities of traditional TP, they can be subjected to the critical filter of the Categories of Legitimate Reservation ('CLS'), and then improved in their logical consistency. In the presentation it will also be shown that the conceptual distinction between 'static' or 'situational' logic and 'dynamic' or 'transitional' logic are fundamental to correctly define the structure of a S&T. In order to illustrate the above concepts I will use a rigorous mapping of how all the entities of the traditional TP are located at the different levels in the STEPs (and in different parts of them) of the S&T trees. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 40 |
Conference Proceedings |
|
The link between the S&T trees and the traditional TP analysis: A rigorous approach |
2013 |
Bad Nauheim, Germany |
How to build a logically consistent strategy and tactics (S&T) tree? How to scrutinize, validate or criticize a S&T built by others in order to improve its logical consistency? What are the links between the entities of an S&T tree and the traditional thinking processes (TP)? The rigorous definition of the assumptions contained in the steps or nodes (and of the sub categories to which they belong) allows us to build logical models that may be subjected to the filter of the 'categories of legitimate reservations', and thanks to that to improve the logical consistency of the S&T subject to the scrutinizing process. The presentation explores the connections between the traditional analysis carried out with the TP and the verbalization of the entities of S&T trees. |
The Strategy and Tactic tree (S&T) is a hierarchical structure that connects STEPs or NODEs in which there are entities that verbalize, at every level, objectives or strategies (S), and the actions or tactics (T) that describe how these objectives are to be achieved. The relationship between strategy (S) and tactic (T) is verbalized through a series of assumptions. These sets of assumptions are known as 'parallel assumptions' (we refer to them as 'PA'). In the presentation I define in a rigorous way the subcategories to which the PA belong. This definition will help to validate the logical consistency of STEPs, thanks to the formalization of logical structures that depart from the definition of such subcategories. To ensure the consistency of the STEPs, it is possible to define logical models (based on sufficiency logic) that incorporate both entities 'strategy' and' tactics ', and the different sub-categories of parallel assumptions. The consistency comes from the fact that none of the PA must be able to be questioned or invalidated. To ensure the consistency of the structure of an S&T is necessary to consider both the assumptions of necessity ('NA'), and assumptions of sufficiency ('SA') related to the strategies that must be accomplished. Also in this case it is possible to define logical models (based on sufficiency logic), incorporating the entities 'strategy' at different levels and assumptions of necessity and sufficiency. To define comprehensively the structure of an S&T we still have a problem: the assumptions described so far allow to precisely define the relationship between the STEP in terms of necessity and sufficiency, and to define the consistency both in terms of STEP, and between different levels; what is missing is the definition of the order in which the various tactics must be implemented and as a result in which order the strategies must be achieved. What to do first and what next? Even the assumptions of sequence can be defined in a rigorous way if you have a detailed analysis that employs the traditional TP. As well as a complete analysis carried out with the TP allows to have concrete reference elements for constructing the S&T, starting from a S&T is possible, by applying the logical models of consistency, validate both the individual STEP and parts of the logical structure by applying the 'CLRs' ('Categories of Legitimate Reservations'). Logic models of consistency are in fact structures based on the category of sufficiency (such as a CRT or FRT) that we can improve by challenging assumptions through the CLRs. At this point, according to both the guidelines outlined before, and the correspondences between entities in the S&T tree and entities of TP logical models, we can improve the S&T tree both in the verbalization of STEPs, and in structure. From the concepts expressed above starts a very interesting journey in which I highlight the connections between traditional analysis conducted with the thinking processes and the rigorous formalization of the S&T trees, that just because they are a different way of expressing the same concepts verbalized in the entities of traditional TP, they can be subjected to the critical filter of the Categories of Legitimate Reservation ('CLS'), and then improved in their logical consistency. In the presentation it will also be shown that the conceptual distinction between 'static' or 'situational' logic and 'dynamic' or 'transitional' logic are fundamental to correctly define the structure of a S&T. In order to illustrate the above concepts I will use a rigorous mapping of how all the entities of the traditional TP are located at the different levels in the STEPs (and in different parts of them) of the S&T trees. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 41 |
Conference Proceedings |
Reiter, Shoshi |
SRL (self-regulated learning): The inner GPS for life long learning |
2013 |
Bad Nauheim, Germany |
Rapid changes in modern life e.g. job-market, calls for educators to prepare students to cope with our dynamic changing reality. Our assumption is that a school's vision is to prepare students to best performance at present and for long-life. Actually schools are becoming less relevant to students. What is the constraint that stops the flow of students learning at schools? Never can one teacher serve all students in her class and meet all students' needs!! Teaching attention is a constraint! How can we elevate teaching attention in class? We learn by teaching! By using all human resources available in class; every student might be a teaching resource and a learner at the same time. How? By giving students the tools and skills needed. A holistic excited training program leads teachers, step by step, to become a 'learning coach'. Using the TOC philosophy and thinking processes (TP) enables educators to mentor students' self regulation for life-long. Testimonials of teachers implementing this program include: 'Classes gave me a different perspective on my work. I'm starting to listen to the students and to see the potential good in them. Many of the students' proposals will be used on the job. I believe that every teacher should participate in such training. Really, open eyes'. (Yvonne Chojnacka, Poland) |
Why Change ? Our assumption is that schools vision is to prepare students to their best performance at present and in the future for life-long learning. Do schools meet that goal? A science-technology oriented society, with its overload of information, uncertainty and rapid changes in job-markets, calls for educators to prepare students to cope with that reality. Actually schools become less and less relevant to students. We witness increase in dropout, frustration, decrees in learning outcomes and so on. Educators do more of the same, expecting that things do not get better. We have to face reality at school and outside school. What to change? School leaders are demanded to change learning style in order to use effectively time at school, and prepare students for Life-Long Learning. What is the constraint that stops the flow of students' learning? In traditional mode of learning the teacher is the one that sets the goal, the pace of learning, decides what to do, when and how! Never can one teacher serve all students and meets all needs!! Teaching attention is a constraint!! If we aim at 'no child is left behind', then, we need to find another learning style to elevate teaching resources in the class and promote students' skills for lifelong learning at the same time. What to change to? Lifelong learning calls for individuals' acquisition of skills for independent and adaptive behavior, information smart consuming, problem-solving, and making educated decisions to meet goals. Students should Be independent and autonomist at class. They should Have many opportunities to explore their individual best learning strategies, adjusted themselves to external demands, Have guided practice to overcome failure and close gaps to goals. If students will Be more self-determinate and Have the learning skills needed, then they might Behave responsibly and accountable for learning. Self-Regulated Learning (SRL) provides the skills needed and opportunity to practice them. SRL is a phenomenon where by a set of processes one raises motivation, performance and self-evaluation, in order to achieve goals. SRL can be thought regardless starting academic level. Every student in the class can be a teaching resource and a learner at the same time. We elevate teaching resources in the class by using all human resources available and use lesson time effectively. How to cause the change? We cause the change by shifting the role of Educators to a 'learning coach'. An exciting training program will lead teachers to mentor students for self-regulation. Aim of program is to focus teaching on those processes and skills for' knowing how' to implement SRL step by step. The trainees will acquire knowledge in the TOC philosophy and tools and use them on the process of goal setting, planning, self-evaluation and monitoring performance. The training program contains elements of SRL like resource management (knowledge, time, and environment), raising and sustaining motivation using positive physiology, analyzing successes and learning from failure. Self-evaluation is a main topic for changing behavior to achieve goals in a context, directed to an academic target. We provide the student the necessary conditions for life-long learning Expected outcomes of teachers training program: Teachers are able to create with their students, programs for learning goals implementing the SRL process and using the tools, Peer mediation & Team work while scaffolding the changes in learning style. Teachers Testimonials after training and implementation: 'That training made me realize the importance of a dynamic class. Peer learning, exchanging idea and yet keeping the boundaries made learning very beneficial. I will start implementing SRL in my class step by step' (H. R Israel). 'Studied this course, there are many ways to experience teaching and learning. Not only in frontal lectures most of us still do, but the way of coaching and training. We should appreciate different options of our students - not only through tests and quizzes, but in alternative ways, such as teamwork, creativity, cooperation projects, personal projects and more' (G.B Israel). 'Little success? Evaluative assignment, you believe it or not, was the presented by one of the weakest students.'. (A.R Poland) 'Last week, my students took an assessment in a team; they were surprised at how much that is excited. Valuable for me was their sincerity in this thinking, a full commitment to work and present its results!' (Y.C& A.M, Poland) Presentation Session Objectives: • Present research results of students' SRL using TOC tools. • Present a unique holistic training program for educators, fostering self-regulated students. To put theory into practice, based on research and the 'know how' of TOC. • Discuss the potential and relevancy of that training program to participant countries, to develop human resource academically, emotionally and socially at educational systems. 3 possible questions: 1. Do teachers resist the change? 2. What are the obstacles for implementation of SRL in heterogeneous class? 3. If we have to make a progress with curriculum and be on time for matriculation when will we have time to coach students? 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 42 |
Conference Proceedings |
|
SRL (self-regulated learning): The inner GPS for life long learning |
2013 |
Bad Nauheim, Germany |
Rapid changes in modern life e.g. job-market, calls for educators to prepare students to cope with our dynamic changing reality. Our assumption is that a school's vision is to prepare students to best performance at present and for long-life. Actually schools are becoming less relevant to students. What is the constraint that stops the flow of students learning at schools? Never can one teacher serve all students in her class and meet all students' needs!! Teaching attention is a constraint! How can we elevate teaching attention in class? We learn by teaching! By using all human resources available in class; every student might be a teaching resource and a learner at the same time. How? By giving students the tools and skills needed. A holistic excited training program leads teachers, step by step, to become a 'learning coach'. Using the TOC philosophy and thinking processes (TP) enables educators to mentor students' self regulation for life-long. Testimonials of teachers implementing this program include: 'Classes gave me a different perspective on my work. I'm starting to listen to the students and to see the potential good in them. Many of the students' proposals will be used on the job. I believe that every teacher should participate in such training. Really, open eyes'. (Yvonne Chojnacka, Poland) |
Why Change ? Our assumption is that schools vision is to prepare students to their best performance at present and in the future for life-long learning. Do schools meet that goal? A science-technology oriented society, with its overload of information, uncertainty and rapid changes in job-markets, calls for educators to prepare students to cope with that reality. Actually schools become less and less relevant to students. We witness increase in dropout, frustration, decrees in learning outcomes and so on. Educators do more of the same, expecting that things do not get better. We have to face reality at school and outside school. What to change? School leaders are demanded to change learning style in order to use effectively time at school, and prepare students for Life-Long Learning. What is the constraint that stops the flow of students' learning? In traditional mode of learning the teacher is the one that sets the goal, the pace of learning, decides what to do, when and how! Never can one teacher serve all students and meets all needs!! Teaching attention is a constraint!! If we aim at 'no child is left behind', then, we need to find another learning style to elevate teaching resources in the class and promote students' skills for lifelong learning at the same time. What to change to? Lifelong learning calls for individuals' acquisition of skills for independent and adaptive behavior, information smart consuming, problem-solving, and making educated decisions to meet goals. Students should Be independent and autonomist at class. They should Have many opportunities to explore their individual best learning strategies, adjusted themselves to external demands, Have guided practice to overcome failure and close gaps to goals. If students will Be more self-determinate and Have the learning skills needed, then they might Behave responsibly and accountable for learning. Self-Regulated Learning (SRL) provides the skills needed and opportunity to practice them. SRL is a phenomenon where by a set of processes one raises motivation, performance and self-evaluation, in order to achieve goals. SRL can be thought regardless starting academic level. Every student in the class can be a teaching resource and a learner at the same time. We elevate teaching resources in the class by using all human resources available and use lesson time effectively. How to cause the change? We cause the change by shifting the role of Educators to a 'learning coach'. An exciting training program will lead teachers to mentor students for self-regulation. Aim of program is to focus teaching on those processes and skills for' knowing how' to implement SRL step by step. The trainees will acquire knowledge in the TOC philosophy and tools and use them on the process of goal setting, planning, self-evaluation and monitoring performance. The training program contains elements of SRL like resource management (knowledge, time, and environment), raising and sustaining motivation using positive physiology, analyzing successes and learning from failure. Self-evaluation is a main topic for changing behavior to achieve goals in a context, directed to an academic target. We provide the student the necessary conditions for life-long learning Expected outcomes of teachers training program: Teachers are able to create with their students, programs for learning goals implementing the SRL process and using the tools, Peer mediation & Team work while scaffolding the changes in learning style. Teachers Testimonials after training and implementation: 'That training made me realize the importance of a dynamic class. Peer learning, exchanging idea and yet keeping the boundaries made learning very beneficial. I will start implementing SRL in my class step by step' (H. R Israel). 'Studied this course, there are many ways to experience teaching and learning. Not only in frontal lectures most of us still do, but the way of coaching and training. We should appreciate different options of our students - not only through tests and quizzes, but in alternative ways, such as teamwork, creativity, cooperation projects, personal projects and more' (G.B Israel). 'Little success? Evaluative assignment, you believe it or not, was the presented by one of the weakest students.'. (A.R Poland) 'Last week, my students took an assessment in a team; they were surprised at how much that is excited. Valuable for me was their sincerity in this thinking, a full commitment to work and present its results!' (Y.C& A.M, Poland) Presentation Session Objectives: • Present research results of students' SRL using TOC tools. • Present a unique holistic training program for educators, fostering self-regulated students. To put theory into practice, based on research and the 'know how' of TOC. • Discuss the potential and relevancy of that training program to participant countries, to develop human resource academically, emotionally and socially at educational systems. 3 possible questions: 1. Do teachers resist the change? 2. What are the obstacles for implementation of SRL in heterogeneous class? 3. If we have to make a progress with curriculum and be on time for matriculation when will we have time to coach students? 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 43 |
Conference Proceedings |
Rendon, Alejandro |
Giving back simplicity to business (Releasing management attention capacity by transforming an ERP entirely to the world of TOC) |
2013 |
Bad Nauheim, Germany |
The real restriction is the company's management attention of its executives, the business reality is reflected in symptoms such as: everything is urgent, the response rate should be very high, and if we don't have real and timely information to make decisions, opportunities are slipping. Given this, the technology has sought to provide solutions, but unfortunately the sophistication and habit of making almost everything complex, have not allowed it to be really effective for that purpose. The ERP's have been committed years of technology to give managers the power to improve their businesses, failing mostly trying. This presentation aims to show how Plastigomez SA, a theory of constraints (TOC) company with over 5 years of experience, building, capitalizing and sustaining a decisive competitive edge in their market, recognizes the need for reliable and timely information to release capacity management attention, and turns his attention to developing an ERP project. TOC OpenERP system was selected, which has over 6 years of operation, positioning itself as an ERP simple and robust, thanks to the efforts of a large community of developers with worldwide presence. TOCware Solutions SA is a partner company that has added knowledge of theory of constraints to each of the business processes implemented in OpenERP, culminating in a developed ready to use, complete and holistic ERP system. |
23 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 44 |
Conference Proceedings |
|
Giving back simplicity to business (Releasing management attention capacity by transforming an ERP entirely to the world of TOC) |
2013 |
Bad Nauheim, Germany |
The real restriction is the company's management attention of its executives, the business reality is reflected in symptoms such as: everything is urgent, the response rate should be very high, and if we don't have real and timely information to make decisions, opportunities are slipping. Given this, the technology has sought to provide solutions, but unfortunately the sophistication and habit of making almost everything complex, have not allowed it to be really effective for that purpose. The ERP's have been committed years of technology to give managers the power to improve their businesses, failing mostly trying. This presentation aims to show how Plastigomez SA, a theory of constraints (TOC) company with over 5 years of experience, building, capitalizing and sustaining a decisive competitive edge in their market, recognizes the need for reliable and timely information to release capacity management attention, and turns his attention to developing an ERP project. TOC OpenERP system was selected, which has over 6 years of operation, positioning itself as an ERP simple and robust, thanks to the efforts of a large community of developers with worldwide presence. TOCware Solutions SA is a partner company that has added knowledge of theory of constraints to each of the business processes implemented in OpenERP, culminating in a developed ready to use, complete and holistic ERP system. |
23 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 45 |
Conference Proceedings |
Ronen, Boaz |
Introducing the Superzouf method for service organizations |
2013 |
Bad Nauheim, Germany |
Many service processes suffer from long overall lead times which result in reduced throughput, high work in process (WIP) and low customer satisfaction. We found that in most cases these processes have individual service level agreement (SLA) targets for each step of the process. It looks as if giving each department the responsibility for meeting its own SLA target is a good idea. But in reality the duration of steps in each department were never shorter than the required SLA and in most cases even longer though the actual touch labor duration is usually very short. We introduced the notion of 'Superzouf' in several service processes by setting only one global SLA for the whole process and aggressively reducing the amount of WIP in each department. Within several months the overall lead times of these processes were trimmed by more than 80% with subsequent improvement in customer satisfaction. A structured method for reaching this goal is described. |
This paper presents the 'Superzouf' method for service organizations and demonstrates how to reduce lead time by at least 80% within a short period of time. In service organizations we often face processes that take weeks or many days, while the total net time of all the activities of the processes may be no more than an hour. This is often the result of defining local SLA (Service Level Agreement) targets for each part of the process. For example, 4 departments are involved in a purchasing process. Each department has an SLA of 8 days. In reality, the Lead Time of the process will not be less than 32 days. This common phenomenon results in long respond times, low throughput, low service quality, customers' dissatisfaction and higher operating expenses. Long lead times occur because of the following reasons: 1. Parkinson's Law: 'Work will fill the time available for its completion'. If SLA is perceived as the standard that all cases should fit into, than the work at each department will take no less than 8 days. 2. The Student's Syndrome: 'Many people will start to fully apply themselves to a task just at the last possible moment before a deadline'. 3. Local view and local measurement: If the department managers are measured mainly by conformance to their local SLA, then they will have no motivation to improve their lead times. 4. The amount of Work in Process (WIP): The actual amount of WIP is proportional to the SLA and vice versa. Any attempt to improve the lead time requires first to reduce this WIP. Unfortunately, department managers have usually no motivation to do it this. Moreover, everybody in the company takes the 32 days lead time as a fact. The 'Superzouf' method for service organizations consists of 7 components: 1. Making sure that the throughput rate is higher than the input rate. If not, certain measures should be taken: Tactical Gating, Strategic Gating, the Complete Kit concept, etc.2. Determining the one global SLA for the whole process. The global SLA is set in several iterations: first, all existing local SLA's are cut either to zero, or by 50%. Later on, after a short stabilization period, they are cut again till we reach the 80-90% of the original time. 3. Global SLA measurement: all the departments that participate in the process are measured jointly on the new global SLA of the process. 4. Increasing throughput by implementing the Strategic Gating mechanism and avoiding unnecessary incoming missions. In Parallel, introducing the complete kit concept and Tactical Gating, where needed. 5. 'Work-table cleanup': a one-time effort to reduce the WIP in each department is done during overtime hours. This enables a proportional reduction of lead times. 6. The global SLA is set on a target which will be met in about 90% of the cases, not 100%! 7. Nominating the process owner: The major player in the process is defined as the owner of the process, even though he or she has sometimes only partial control over it. The 'Superzouf' method for service organizations was successfully implemented several service processes in a telecom company. Within 6 weeks lead times were reduced by about 50-80%. After an additional 4 months most processes exceeded 80% lead time reduction. For the sake of sustainability daily follow-up and control routines were introduced. Implementation success factors include: management involvement, training, goal setting and a global view. Again, the global optimum is superior to the sum of the local optima, and simple tools prove to be effective. Three learning objectives: 1. In service processes local SLA's should be eliminated. 2. Worktable cleanup is mandatory for lead time reduction. 3. Dramatic improvements can be eventually achieved via a step-by-step implementation process. Three Questions: 1. Is the 'Superzouf' method appropriate also for other environments rather than service organizations? 2. Can the method be applied to projects as well? 3. Isn't it simply a DBR implementation for service processes? 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 46 |
Conference Proceedings |
Asaria, Shany |
Introducing the Superzouf method for service organizations |
2013 |
Bad Nauheim, Germany |
Many service processes suffer from long overall lead times which result in reduced throughput, high work in process (WIP) and low customer satisfaction. We found that in most cases these processes have individual service level agreement (SLA) targets for each step of the process. It looks as if giving each department the responsibility for meeting its own SLA target is a good idea. But in reality the duration of steps in each department were never shorter than the required SLA and in most cases even longer though the actual touch labor duration is usually very short. We introduced the notion of 'Superzouf' in several service processes by setting only one global SLA for the whole process and aggressively reducing the amount of WIP in each department. Within several months the overall lead times of these processes were trimmed by more than 80% with subsequent improvement in customer satisfaction. A structured method for reaching this goal is described. |
This paper presents the 'Superzouf' method for service organizations and demonstrates how to reduce lead time by at least 80% within a short period of time. In service organizations we often face processes that take weeks or many days, while the total net time of all the activities of the processes may be no more than an hour. This is often the result of defining local SLA (Service Level Agreement) targets for each part of the process. For example, 4 departments are involved in a purchasing process. Each department has an SLA of 8 days. In reality, the Lead Time of the process will not be less than 32 days. This common phenomenon results in long respond times, low throughput, low service quality, customers' dissatisfaction and higher operating expenses. Long lead times occur because of the following reasons: 1. Parkinson's Law: 'Work will fill the time available for its completion'. If SLA is perceived as the standard that all cases should fit into, than the work at each department will take no less than 8 days. 2. The Student's Syndrome: 'Many people will start to fully apply themselves to a task just at the last possible moment before a deadline'. 3. Local view and local measurement: If the department managers are measured mainly by conformance to their local SLA, then they will have no motivation to improve their lead times. 4. The amount of Work in Process (WIP): The actual amount of WIP is proportional to the SLA and vice versa. Any attempt to improve the lead time requires first to reduce this WIP. Unfortunately, department managers have usually no motivation to do it this. Moreover, everybody in the company takes the 32 days lead time as a fact. The 'Superzouf' method for service organizations consists of 7 components: 1. Making sure that the throughput rate is higher than the input rate. If not, certain measures should be taken: Tactical Gating, Strategic Gating, the Complete Kit concept, etc.2. Determining the one global SLA for the whole process. The global SLA is set in several iterations: first, all existing local SLA's are cut either to zero, or by 50%. Later on, after a short stabilization period, they are cut again till we reach the 80-90% of the original time. 3. Global SLA measurement: all the departments that participate in the process are measured jointly on the new global SLA of the process. 4. Increasing throughput by implementing the Strategic Gating mechanism and avoiding unnecessary incoming missions. In Parallel, introducing the complete kit concept and Tactical Gating, where needed. 5. 'Work-table cleanup': a one-time effort to reduce the WIP in each department is done during overtime hours. This enables a proportional reduction of lead times. 6. The global SLA is set on a target which will be met in about 90% of the cases, not 100%! 7. Nominating the process owner: The major player in the process is defined as the owner of the process, even though he or she has sometimes only partial control over it. The 'Superzouf' method for service organizations was successfully implemented several service processes in a telecom company. Within 6 weeks lead times were reduced by about 50-80%. After an additional 4 months most processes exceeded 80% lead time reduction. For the sake of sustainability daily follow-up and control routines were introduced. Implementation success factors include: management involvement, training, goal setting and a global view. Again, the global optimum is superior to the sum of the local optima, and simple tools prove to be effective. Three learning objectives: 1. In service processes local SLA's should be eliminated. 2. Worktable cleanup is mandatory for lead time reduction. 3. Dramatic improvements can be eventually achieved via a step-by-step implementation process. Three Questions: 1. Is the 'Superzouf' method appropriate also for other environments rather than service organizations? 2. Can the method be applied to projects as well? 3. Isn't it simply a DBR implementation for service processes? 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 47 |
Conference Proceedings |
Pass, Shimeon |
Introducing the Superzouf method for service organizations |
2013 |
Bad Nauheim, Germany |
Many service processes suffer from long overall lead times which result in reduced throughput, high work in process (WIP) and low customer satisfaction. We found that in most cases these processes have individual service level agreement (SLA) targets for each step of the process. It looks as if giving each department the responsibility for meeting its own SLA target is a good idea. But in reality the duration of steps in each department were never shorter than the required SLA and in most cases even longer though the actual touch labor duration is usually very short. We introduced the notion of 'Superzouf' in several service processes by setting only one global SLA for the whole process and aggressively reducing the amount of WIP in each department. Within several months the overall lead times of these processes were trimmed by more than 80% with subsequent improvement in customer satisfaction. A structured method for reaching this goal is described. |
This paper presents the 'Superzouf' method for service organizations and demonstrates how to reduce lead time by at least 80% within a short period of time. In service organizations we often face processes that take weeks or many days, while the total net time of all the activities of the processes may be no more than an hour. This is often the result of defining local SLA (Service Level Agreement) targets for each part of the process. For example, 4 departments are involved in a purchasing process. Each department has an SLA of 8 days. In reality, the Lead Time of the process will not be less than 32 days. This common phenomenon results in long respond times, low throughput, low service quality, customers' dissatisfaction and higher operating expenses. Long lead times occur because of the following reasons: 1. Parkinson's Law: 'Work will fill the time available for its completion'. If SLA is perceived as the standard that all cases should fit into, than the work at each department will take no less than 8 days. 2. The Student's Syndrome: 'Many people will start to fully apply themselves to a task just at the last possible moment before a deadline'. 3. Local view and local measurement: If the department managers are measured mainly by conformance to their local SLA, then they will have no motivation to improve their lead times. 4. The amount of Work in Process (WIP): The actual amount of WIP is proportional to the SLA and vice versa. Any attempt to improve the lead time requires first to reduce this WIP. Unfortunately, department managers have usually no motivation to do it this. Moreover, everybody in the company takes the 32 days lead time as a fact. The 'Superzouf' method for service organizations consists of 7 components: 1. Making sure that the throughput rate is higher than the input rate. If not, certain measures should be taken: Tactical Gating, Strategic Gating, the Complete Kit concept, etc.2. Determining the one global SLA for the whole process. The global SLA is set in several iterations: first, all existing local SLA's are cut either to zero, or by 50%. Later on, after a short stabilization period, they are cut again till we reach the 80-90% of the original time. 3. Global SLA measurement: all the departments that participate in the process are measured jointly on the new global SLA of the process. 4. Increasing throughput by implementing the Strategic Gating mechanism and avoiding unnecessary incoming missions. In Parallel, introducing the complete kit concept and Tactical Gating, where needed. 5. 'Work-table cleanup': a one-time effort to reduce the WIP in each department is done during overtime hours. This enables a proportional reduction of lead times. 6. The global SLA is set on a target which will be met in about 90% of the cases, not 100%! 7. Nominating the process owner: The major player in the process is defined as the owner of the process, even though he or she has sometimes only partial control over it. The 'Superzouf' method for service organizations was successfully implemented several service processes in a telecom company. Within 6 weeks lead times were reduced by about 50-80%. After an additional 4 months most processes exceeded 80% lead time reduction. For the sake of sustainability daily follow-up and control routines were introduced. Implementation success factors include: management involvement, training, goal setting and a global view. Again, the global optimum is superior to the sum of the local optima, and simple tools prove to be effective. Three learning objectives: 1. In service processes local SLA's should be eliminated. 2. Worktable cleanup is mandatory for lead time reduction. 3. Dramatic improvements can be eventually achieved via a step-by-step implementation process. Three Questions: 1. Is the 'Superzouf' method appropriate also for other environments rather than service organizations? 2. Can the method be applied to projects as well? 3. Isn't it simply a DBR implementation for service processes? 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 48 |
Conference Proceedings |
|
Introducing the Superzouf method for service organizations |
2013 |
Bad Nauheim, Germany |
Many service processes suffer from long overall lead times which result in reduced throughput, high work in process (WIP) and low customer satisfaction. We found that in most cases these processes have individual service level agreement (SLA) targets for each step of the process. It looks as if giving each department the responsibility for meeting its own SLA target is a good idea. But in reality the duration of steps in each department were never shorter than the required SLA and in most cases even longer though the actual touch labor duration is usually very short. We introduced the notion of 'Superzouf' in several service processes by setting only one global SLA for the whole process and aggressively reducing the amount of WIP in each department. Within several months the overall lead times of these processes were trimmed by more than 80% with subsequent improvement in customer satisfaction. A structured method for reaching this goal is described. |
This paper presents the 'Superzouf' method for service organizations and demonstrates how to reduce lead time by at least 80% within a short period of time. In service organizations we often face processes that take weeks or many days, while the total net time of all the activities of the processes may be no more than an hour. This is often the result of defining local SLA (Service Level Agreement) targets for each part of the process. For example, 4 departments are involved in a purchasing process. Each department has an SLA of 8 days. In reality, the Lead Time of the process will not be less than 32 days. This common phenomenon results in long respond times, low throughput, low service quality, customers' dissatisfaction and higher operating expenses. Long lead times occur because of the following reasons: 1. Parkinson's Law: 'Work will fill the time available for its completion'. If SLA is perceived as the standard that all cases should fit into, than the work at each department will take no less than 8 days. 2. The Student's Syndrome: 'Many people will start to fully apply themselves to a task just at the last possible moment before a deadline'. 3. Local view and local measurement: If the department managers are measured mainly by conformance to their local SLA, then they will have no motivation to improve their lead times. 4. The amount of Work in Process (WIP): The actual amount of WIP is proportional to the SLA and vice versa. Any attempt to improve the lead time requires first to reduce this WIP. Unfortunately, department managers have usually no motivation to do it this. Moreover, everybody in the company takes the 32 days lead time as a fact. The 'Superzouf' method for service organizations consists of 7 components: 1. Making sure that the throughput rate is higher than the input rate. If not, certain measures should be taken: Tactical Gating, Strategic Gating, the Complete Kit concept, etc.2. Determining the one global SLA for the whole process. The global SLA is set in several iterations: first, all existing local SLA's are cut either to zero, or by 50%. Later on, after a short stabilization period, they are cut again till we reach the 80-90% of the original time. 3. Global SLA measurement: all the departments that participate in the process are measured jointly on the new global SLA of the process. 4. Increasing throughput by implementing the Strategic Gating mechanism and avoiding unnecessary incoming missions. In Parallel, introducing the complete kit concept and Tactical Gating, where needed. 5. 'Work-table cleanup': a one-time effort to reduce the WIP in each department is done during overtime hours. This enables a proportional reduction of lead times. 6. The global SLA is set on a target which will be met in about 90% of the cases, not 100%! 7. Nominating the process owner: The major player in the process is defined as the owner of the process, even though he or she has sometimes only partial control over it. The 'Superzouf' method for service organizations was successfully implemented several service processes in a telecom company. Within 6 weeks lead times were reduced by about 50-80%. After an additional 4 months most processes exceeded 80% lead time reduction. For the sake of sustainability daily follow-up and control routines were introduced. Implementation success factors include: management involvement, training, goal setting and a global view. Again, the global optimum is superior to the sum of the local optima, and simple tools prove to be effective. Three learning objectives: 1. In service processes local SLA's should be eliminated. 2. Worktable cleanup is mandatory for lead time reduction. 3. Dramatic improvements can be eventually achieved via a step-by-step implementation process. Three Questions: 1. Is the 'Superzouf' method appropriate also for other environments rather than service organizations? 2. Can the method be applied to projects as well? 3. Isn't it simply a DBR implementation for service processes? 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 49 |
Conference Proceedings |
Roff-Marsh, Justin |
Solving the pofessional services dilemma |
2013 |
Bad Nauheim, Germany |
Why it's NOT TRUE that this model is out-of-reach for sole practitioners. Our experiences in the USA: 1. Launched in the USA in midst of financial crisis (with no house list) 2. Failed to win clients with traditional approaches (and hundreds of thousands of Aussie dollars in promotional expenditure) 3. Justin initially built promotional machine single handedly – used initial wins to add virtual assistant 4. Three years later, the US operations surpassed Australia in sales. 12 steps to replicate what Ballistix has done. Here's a step-by-step plan to survive the transition unscathed: 1. Identify the ongoing services you could deliver to clients – and would be happy to deliver if you weren't (personally) providing those services. 2. Design a value proposition that ensures that clients have no net monthly outlay (ideally from month one). 3. Convert existing clients to new service offering. 4. Employ a smart, young graduate and teach him how to deliver. 5. Centralize the delivery of services wherever possible until your consultant become a facilitator. 6. Use the existing TOC applications as your religion. (Don't reinvent the wheel unless it's absolutely necessary.) 7. Get an executive assistant. 8. Use pay-per-click advertising to give away sample content and build a list. 9. Use auto-responder sequences and webinars to generate sales opportunities. 10. Sell solution-design workshops – make clients design their own engagements. 11. Use change-management initiatives as a hook to secure ongoing relationships. 12. Re-calibrate. |
There's a chasm that divides a consulting practice and a traditional business. Few can cross that chasm without falling into a wasteland of operational problems and marginal profitability. Most of those that do make the transition do it by pivoting out of the consulting business altogether and reemerging as software companies. This is the story of a 10-year odyssey – and of how one consultancy managed (eventually) to cross the chasm and emerge, the other side, with a profitable (and scalable) services business. You'll learn how Ballistix grew from a one-man consultancy to a profitable provider of outsourced services, with operations on three continents and millions of dollars in sales. And you'll uncover the critical injections that can help you to do the same. [Presentation overview: 90 minutes] Consulting isn't all bad. Consulting has its benefits: 1. You can earn great money 2. You are independent: self-employed. But there are problems. But there are downsides: 1. If you take a break, the money stops. 2. Work is inconsistent: it's either feast of famine. The direction of the solution. If you want the benefits, without the downsides, the direction of the solution is obvious: 1. Transition from the sole practitioner model to a true business 2. Employ more consultants The UDE's Sadly, though, this transition is not easy. As you grow: 1. Operational problems increase 2. Finding new clients becomes increasingly difficult 3. Profits vanish. The root cause. The root cause is simple – but difficult for consultants to accept: ? As a general rule, clients don't want consultants (although, they accept that, from time to time, they're a necessary evil) ? A small number of talented individuals are the exception that proves the rule – but when these individuals attempt to build businesses, their advantage tends to dissipate rapidly The proof is in the tasting: ? The poor long-term performance of most change initiatives is evidence of the poor fit between consultants and their clients ? Those consultants who do maintain long-term client relationships tend to do it by devolving into contractors (or, in other words, more expensive employees!) The Ballistix story: 1. The big idea: apply division of labor and industrialize the sales function. 2. Three pivots in 9 years: a. From a brain-on-a-plate to packaged consulting engagements b. From packaged consulting to change-management projects c. From projects to an outsourced service 3. Evidence of scalability: a. Operations on three continents b. All consultants are young and custom-trained (none have consulting prior experience) c. Happy, long-term clients d. Sales machine with protective capacity – and no evidence of diminishing returns e. The founder is no longer the CEO (instead, focusses on product-development and sales – and lives remote from the rest of the team) f. All team members are salaried, full-time employees (and, if they survive the first three months, they stay for many years)The critical injections The successful transition from sole-practitioner to true business has been enabled by four realizations: 1. The sale of change-management projects doesn't make sense – unless you're implementing software (or other technology) – and then you're not really selling consulting! 2. There's an inverse relationship between high fees and sustainability – always be looking to develop a less-expensive offering! 3. To scale, you must sell religion (an ideology, not a methodology) 4. To earn sustainable profits, you must provide an enduring service (sorry, there's no long-term value in training and coaching!) Our model. Our operational model provides high contribution margins, without any incentive for consultants to go-it-alone: 1. We recruit consultants and train them in a paint-by-numbers approach to the restructuring and ongoing management of critical sales infrastructure (customer service, inside sales, field sales, promotions, etc.) 2. We support each consultant with resources that multiply their capability (a communications team, a technology team, and recruiting, research and strategic-planning resources) 3. We sell 25% of each consultant's capacity to a client in the form of an ongoing engagement (clients pay what they'd pay a mid-level manager – but get an order-of-magnitude more benefit) Our sales model is lean and scalable: 1. We build a house list by giving-away copies of the first three chapters of The Machine (50-100 a week) using pay-per-click advertising 2. We generate sales opportunities by inviting our house list to regular webinars 3. We sell Solution-design Workshops (SDW's) on the phone (no face-to-face sales meetings – ever!) 4. 70% of organizations that purchase SDW's go on to purchase engagements 5. Although advertising suffers diminishing returns – this is offset by the increasing size of the house list (in Australia we have proved that, with a large-enough house list, minimal additional advertising is required to sustain steady growth). 1 hour 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 50 |
Conference Proceedings |
|
Solving the pofessional services dilemma |
2013 |
Bad Nauheim, Germany |
Why it's NOT TRUE that this model is out-of-reach for sole practitioners. Our experiences in the USA: 1. Launched in the USA in midst of financial crisis (with no house list) 2. Failed to win clients with traditional approaches (and hundreds of thousands of Aussie dollars in promotional expenditure) 3. Justin initially built promotional machine single handedly – used initial wins to add virtual assistant 4. Three years later, the US operations surpassed Australia in sales. 12 steps to replicate what Ballistix has done. Here's a step-by-step plan to survive the transition unscathed: 1. Identify the ongoing services you could deliver to clients – and would be happy to deliver if you weren't (personally) providing those services. 2. Design a value proposition that ensures that clients have no net monthly outlay (ideally from month one). 3. Convert existing clients to new service offering. 4. Employ a smart, young graduate and teach him how to deliver. 5. Centralize the delivery of services wherever possible until your consultant become a facilitator. 6. Use the existing TOC applications as your religion. (Don't reinvent the wheel unless it's absolutely necessary.) 7. Get an executive assistant. 8. Use pay-per-click advertising to give away sample content and build a list. 9. Use auto-responder sequences and webinars to generate sales opportunities. 10. Sell solution-design workshops – make clients design their own engagements. 11. Use change-management initiatives as a hook to secure ongoing relationships. 12. Re-calibrate. |
There's a chasm that divides a consulting practice and a traditional business. Few can cross that chasm without falling into a wasteland of operational problems and marginal profitability. Most of those that do make the transition do it by pivoting out of the consulting business altogether and reemerging as software companies. This is the story of a 10-year odyssey – and of how one consultancy managed (eventually) to cross the chasm and emerge, the other side, with a profitable (and scalable) services business. You'll learn how Ballistix grew from a one-man consultancy to a profitable provider of outsourced services, with operations on three continents and millions of dollars in sales. And you'll uncover the critical injections that can help you to do the same. [Presentation overview: 90 minutes] Consulting isn't all bad. Consulting has its benefits: 1. You can earn great money 2. You are independent: self-employed. But there are problems. But there are downsides: 1. If you take a break, the money stops. 2. Work is inconsistent: it's either feast of famine. The direction of the solution. If you want the benefits, without the downsides, the direction of the solution is obvious: 1. Transition from the sole practitioner model to a true business 2. Employ more consultants The UDE's Sadly, though, this transition is not easy. As you grow: 1. Operational problems increase 2. Finding new clients becomes increasingly difficult 3. Profits vanish. The root cause. The root cause is simple – but difficult for consultants to accept: ? As a general rule, clients don't want consultants (although, they accept that, from time to time, they're a necessary evil) ? A small number of talented individuals are the exception that proves the rule – but when these individuals attempt to build businesses, their advantage tends to dissipate rapidly The proof is in the tasting: ? The poor long-term performance of most change initiatives is evidence of the poor fit between consultants and their clients ? Those consultants who do maintain long-term client relationships tend to do it by devolving into contractors (or, in other words, more expensive employees!) The Ballistix story: 1. The big idea: apply division of labor and industrialize the sales function. 2. Three pivots in 9 years: a. From a brain-on-a-plate to packaged consulting engagements b. From packaged consulting to change-management projects c. From projects to an outsourced service 3. Evidence of scalability: a. Operations on three continents b. All consultants are young and custom-trained (none have consulting prior experience) c. Happy, long-term clients d. Sales machine with protective capacity – and no evidence of diminishing returns e. The founder is no longer the CEO (instead, focusses on product-development and sales – and lives remote from the rest of the team) f. All team members are salaried, full-time employees (and, if they survive the first three months, they stay for many years)The critical injections The successful transition from sole-practitioner to true business has been enabled by four realizations: 1. The sale of change-management projects doesn't make sense – unless you're implementing software (or other technology) – and then you're not really selling consulting! 2. There's an inverse relationship between high fees and sustainability – always be looking to develop a less-expensive offering! 3. To scale, you must sell religion (an ideology, not a methodology) 4. To earn sustainable profits, you must provide an enduring service (sorry, there's no long-term value in training and coaching!) Our model. Our operational model provides high contribution margins, without any incentive for consultants to go-it-alone: 1. We recruit consultants and train them in a paint-by-numbers approach to the restructuring and ongoing management of critical sales infrastructure (customer service, inside sales, field sales, promotions, etc.) 2. We support each consultant with resources that multiply their capability (a communications team, a technology team, and recruiting, research and strategic-planning resources) 3. We sell 25% of each consultant's capacity to a client in the form of an ongoing engagement (clients pay what they'd pay a mid-level manager – but get an order-of-magnitude more benefit) Our sales model is lean and scalable: 1. We build a house list by giving-away copies of the first three chapters of The Machine (50-100 a week) using pay-per-click advertising 2. We generate sales opportunities by inviting our house list to regular webinars 3. We sell Solution-design Workshops (SDW's) on the phone (no face-to-face sales meetings – ever!) 4. 70% of organizations that purchase SDW's go on to purchase engagements 5. Although advertising suffers diminishing returns – this is offset by the increasing size of the house list (in Australia we have proved that, with a large-enough house list, minimal additional advertising is required to sustain steady growth). 1 hour 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 51 |
Conference Proceedings |
Schragenheim, Eli |
Learning from ONE event |
2013 |
Bad Nauheim, Germany |
Learning from one event is an organizational methodology to inquire into single events that might point to a threat to the organization. The methodology is based on the thinking processes (TP), but uses them in a somewhat different way. This application was developed by Eli Schragenheim and Dr. Avner Passal. The idea is to identify a mismatch between the organizational accepted paradigms and reality, and to help in identifying the flawed paradigm, update it and implement changes according to the new learned lessons. This methodology is especially required for TOC implementations, because when some basic paradigms change then there is a real threat that some 'forgotten' paradigms are not in line with the new understanding. This methodology has been applied in government. |
The material and its relevancy to TOC implementations and to the TP methodology would be presented through two fictional cases presenting an unpleasant surprise (why change). The cases will be further developed by revealing through the suggested process some key facts and their related cause and effect, eventually leading to the identification of a flawed paradigm / assumption (what to change), through the update of that paradigm and its ramifications on the policies of the organization (what to change to). The unique character of the topic is the need to quickly learn from ONE event that signals that somewhere in the organization people are acting based on a flawed assumption. The TP tools are clearly learning tools, but they assume that the UDEs are known and recognized and the reason why they are not solved is an unresolved conflict. However, a new UDE is something we in TOC do not have, so far, a clear answer on how to handle it. Such an UDE could signal a developing threat to the organization. The master class would start with the following two fictional cases: Case 1: Your VP of Operations has submitted to you his immediate resignation. It took you by surprise. You think very highly on him and you do not have a natural replacement to the job. Some initial facts: • He says he has an offer to be the CEO of a very challenging company • He did not show any objections to the S&T that had started just 3 months ago, but did raise one or two negative branches that some people believed he did not received satisfactory answers • It was known that his wife had pressed him more and more to dedicate time to his family. It is worthwhile to inquire that event? What value could be gained? A discussion on what should the CEO and the organization do. Case 2: The company went through a successful implementation of CCPM. One important project was delivered to the client two months early. However, three weeks after the delivery the client came back complaining that one important feature, that was part of the agreement, was not developed. Some initial facts: • The necessity of the feature was the subject of various discussions between the project team, notably the chief engineer, and the client. • The chief engineer says the client's contacts were convinced the feature did not add value. • The client's engineering department were exposed to full demonstration of the output of the project and carried also their own acceptance tests and no formal complaint was raised ? until the CTO of the client checked the project and found out that the specific feature was not active. • The specific client is a very important to the company, thus the CEO has decided that the project team would develop the missing feature without any additional payment from the client and on the expense of several new projects that have been started. Is it worthwhile to inquire the event? What value do you hope to get? A discussion on what should the organization do beyond the immediate action to develop the feature. The main points of learning from one event: • Learning means updating our own cause and effect of our reality. • In times of change there is high chance of finding mismatch between one's understanding of the cause and effect and the new reality • A 'new UDE' is a signal of such a mismatch o A 'surprise' or a 'mystery' (a term used by Eli Goldratt) as a signal of flawed cause-and-effect o Can we rely on our existing intuition when we inquire such new UDEs? o Do we have a cloud/conflict when we tackle a new UDE??? • The GAP between prior expectations and actual outcome in reality as a trigger to learning • How do we tackle the explanation of 'it happened due to statistical flux'? • Gathering as many explanations as possible at an early stage to focus the search for facts! • The importance of checking the key cause-effect relationships by another effect that exists in reality (effect-cause-effect). • The logic cause-effect to check happenings in the past. • Cause and effect tree until the root operational cause explains all the facts. • The difference between the operational cause and the flawed paradigm. • Updating the paradigm/assumption. • Generalizing the ramifications using an FRT o Eliminating also the negative branches • The organizational problem of preserving the learning. The above cases, including more facts as revealed by an inquiry, will be used to explain the concepts. Alan Barnard has used some of the above concepts to develop an auditing methodology for checking the gaps between the planning and the actual execution. This is a valuable complementary part of the above methodology. It does not address the issue and a surprising event. The focus of the proposed methodology is to structure a process to deal with surprising single events – preventing the possibility of rolling negative ramifications of mismatch between the underlining paradigms and reality. Three learning objectives: 1. Understand the organizational need to identify signals that might point to a threat to the organization. 2. The criticality of verbalizing the gap between prior reasonable expectations and actual outcomes. 3. The difference between an operational cause and a flawed paradigm as a cause. Three good questions: 1. How to overcome the organizational fear to learn the right lesson? 2. What to do when the learning process is stuck? 3. Once the new policies are in place, how do we spread the knowledge that led to the new policies? 1 hour 27 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 52 |
Conference Proceedings |
|
Learning from ONE event |
2013 |
Bad Nauheim, Germany |
Learning from one event is an organizational methodology to inquire into single events that might point to a threat to the organization. The methodology is based on the thinking processes (TP), but uses them in a somewhat different way. This application was developed by Eli Schragenheim and Dr. Avner Passal. The idea is to identify a mismatch between the organizational accepted paradigms and reality, and to help in identifying the flawed paradigm, update it and implement changes according to the new learned lessons. This methodology is especially required for TOC implementations, because when some basic paradigms change then there is a real threat that some 'forgotten' paradigms are not in line with the new understanding. This methodology has been applied in government. |
The material and its relevancy to TOC implementations and to the TP methodology would be presented through two fictional cases presenting an unpleasant surprise (why change). The cases will be further developed by revealing through the suggested process some key facts and their related cause and effect, eventually leading to the identification of a flawed paradigm / assumption (what to change), through the update of that paradigm and its ramifications on the policies of the organization (what to change to). The unique character of the topic is the need to quickly learn from ONE event that signals that somewhere in the organization people are acting based on a flawed assumption. The TP tools are clearly learning tools, but they assume that the UDEs are known and recognized and the reason why they are not solved is an unresolved conflict. However, a new UDE is something we in TOC do not have, so far, a clear answer on how to handle it. Such an UDE could signal a developing threat to the organization. The master class would start with the following two fictional cases: Case 1: Your VP of Operations has submitted to you his immediate resignation. It took you by surprise. You think very highly on him and you do not have a natural replacement to the job. Some initial facts: • He says he has an offer to be the CEO of a very challenging company • He did not show any objections to the S&T that had started just 3 months ago, but did raise one or two negative branches that some people believed he did not received satisfactory answers • It was known that his wife had pressed him more and more to dedicate time to his family. It is worthwhile to inquire that event? What value could be gained? A discussion on what should the CEO and the organization do. Case 2: The company went through a successful implementation of CCPM. One important project was delivered to the client two months early. However, three weeks after the delivery the client came back complaining that one important feature, that was part of the agreement, was not developed. Some initial facts: • The necessity of the feature was the subject of various discussions between the project team, notably the chief engineer, and the client. • The chief engineer says the client's contacts were convinced the feature did not add value. • The client's engineering department were exposed to full demonstration of the output of the project and carried also their own acceptance tests and no formal complaint was raised ? until the CTO of the client checked the project and found out that the specific feature was not active. • The specific client is a very important to the company, thus the CEO has decided that the project team would develop the missing feature without any additional payment from the client and on the expense of several new projects that have been started. Is it worthwhile to inquire the event? What value do you hope to get? A discussion on what should the organization do beyond the immediate action to develop the feature. The main points of learning from one event: • Learning means updating our own cause and effect of our reality. • In times of change there is high chance of finding mismatch between one's understanding of the cause and effect and the new reality • A 'new UDE' is a signal of such a mismatch o A 'surprise' or a 'mystery' (a term used by Eli Goldratt) as a signal of flawed cause-and-effect o Can we rely on our existing intuition when we inquire such new UDEs? o Do we have a cloud/conflict when we tackle a new UDE??? • The GAP between prior expectations and actual outcome in reality as a trigger to learning • How do we tackle the explanation of 'it happened due to statistical flux'? • Gathering as many explanations as possible at an early stage to focus the search for facts! • The importance of checking the key cause-effect relationships by another effect that exists in reality (effect-cause-effect). • The logic cause-effect to check happenings in the past. • Cause and effect tree until the root operational cause explains all the facts. • The difference between the operational cause and the flawed paradigm. • Updating the paradigm/assumption. • Generalizing the ramifications using an FRT o Eliminating also the negative branches • The organizational problem of preserving the learning. The above cases, including more facts as revealed by an inquiry, will be used to explain the concepts. Alan Barnard has used some of the above concepts to develop an auditing methodology for checking the gaps between the planning and the actual execution. This is a valuable complementary part of the above methodology. It does not address the issue and a surprising event. The focus of the proposed methodology is to structure a process to deal with surprising single events – preventing the possibility of rolling negative ramifications of mismatch between the underlining paradigms and reality. Three learning objectives: 1. Understand the organizational need to identify signals that might point to a threat to the organization. 2. The criticality of verbalizing the gap between prior reasonable expectations and actual outcomes. 3. The difference between an operational cause and a flawed paradigm as a cause. Three good questions: 1. How to overcome the organizational fear to learn the right lesson? 2. What to do when the learning process is stuck? 3. Once the new policies are in place, how do we spread the knowledge that led to the new policies? 1 hour 27 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 53 |
Conference Proceedings |
Schragenheim, Eli |
Implementing the process of high level decision making - A case study |
2013 |
Bad Nauheim, Germany |
One year after Eli Schragenheim has presented his vision within the Goldratt Foundation day, comes the demonstration of the proposed process for a manufacturing company producing files and drills, JK Files (India) Limited. The previous presentation was fully theoretical, pointing to a way in the future, without demonstrating real management dilemmas and how the process supports the decisions by surfacing the basic assumptions and how they are translated into bottom line results. Eli Schragenheim and Vector Consulting Group collaborate to materialize the vision and provide the TOC community with a demonstrated process of a case study. In this 30 minutes presentation Eli and Kiran show several critical high level specific business dilemmas and how they have been analyzed, using the expanded form of throughput accounting of last year. |
JK Files (India) Ltd, a subsidiary of Raymond Ltd, and a client of Vector Consulting Group, India, is today the largest producer of files in the world, with a market share of 32%. With Vector, the company has embarked on a journey to increase profit and profitability significantly through a company-wide implementation of TOC. The presentation will focus on three problematic top level decision areas, using the process developed by Eli Schragenheim and relies of T and OE, taken into account the possible limited capacity of several of the production lines. The company has four plants in India. The company exports 50% of its production to counties all over the world. The presentation would focus on the following top level decision areas: 1. What should be the product mix yielding the highest profits of the company? This is, of course, a key strategic question for the medium to long time frame. 2. In the short term the company lacks capacity, in other words one or more CCRs are active. The front of the planned load of several lines is 3-6 months, while the company makes monthly plans based on customer inputs for the next month. This raises the question what products, or t-generators , should be dropped from the regular offerings to the market, to not only improve reliability but also increase the total throughput to be generated in the short term. The products produced by JK have various throughput-rates to various customers ranging from mere 10% to 90%. The products also take different times on the critical resources. Different customers require to buy a basket of products, and JK has to supply all the products and quantities within that basket. The basket ordering results in differing discounts to various customers for the same products. A key high-level question is what should the pricing policy be? New lucrative customers are being added. Most of them ask for products from overloaded lines. Some existing load on the overloaded lines has to be reduced. Dropping some SKUs of the basket of existing customers, will not be acceptable to them. The company might lose the full customer basket and thereby some high throughput items as well. The key decision under consideration is which customer to drop. 3. What additional capacities are needed in order to support overall growth of 25%? Here again we need to consider the various throughputs of the current items and customer baskets. Of course, the decision process must ensure that the ROI is the maximum possible. The presentation will outline the analysis that merges the capacity profiles of several critical resources with the various T generated. Then considerations of the uncertainty, using pessimistic and optimistic predictions will be used. The presentation will be used to demonstrate the logic presented in the Chicago conference. It would present the choice of the critical resources, the resources that might become constraints depending on the product mix, the type of 'baskets' required by customers, some explanation of the various rates of throughput and the different choices that are checked through the 'simulation' of T and capacity. We'll discuss the options of adding capacity in the short term: mainly by adding manpower to allow for extra shifts during the weekend, but also by outsourcing (actually buying some parts that are usually produced internally). We'll dedicate most of the time to explain the decision at hand and how it has been checked and approved by both Marketing and Sales and Operations. Three Learning Objectives: 1. Understand how to evaluate delta-P = delta-T minus delta-OE of a decision being considered. 2. How to overcome the seemingly complexity of considering the limited capacity of more than one resource. 3. The power of being able to come up with a FAST calculations of the bottom line and how it enhanced the managers to test more options in order to achieve the desired high profits. Three good questions: 1. How much efforts have to be invested a-priori in preparing the information to be used in the process? 2. How to get a realistic modeling that is not too complex? 3. What is the correlation between the initial intuitive idea of what should be the decisions and the actual decisions made through the detailed process? 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 54 |
Conference Proceedings |
Kothekar, Kiran |
Implementing the process of high level decision making - A case study |
2013 |
Bad Nauheim, Germany |
One year after Eli Schragenheim has presented his vision within the Goldratt Foundation day, comes the demonstration of the proposed process for a manufacturing company producing files and drills, JK Files (India) Limited. The previous presentation was fully theoretical, pointing to a way in the future, without demonstrating real management dilemmas and how the process supports the decisions by surfacing the basic assumptions and how they are translated into bottom line results. Eli Schragenheim and Vector Consulting Group collaborate to materialize the vision and provide the TOC community with a demonstrated process of a case study. In this 30 minutes presentation Eli and Kiran show several critical high level specific business dilemmas and how they have been analyzed, using the expanded form of throughput accounting of last year. |
JK Files (India) Ltd, a subsidiary of Raymond Ltd, and a client of Vector Consulting Group, India, is today the largest producer of files in the world, with a market share of 32%. With Vector, the company has embarked on a journey to increase profit and profitability significantly through a company-wide implementation of TOC. The presentation will focus on three problematic top level decision areas, using the process developed by Eli Schragenheim and relies of T and OE, taken into account the possible limited capacity of several of the production lines. The company has four plants in India. The company exports 50% of its production to counties all over the world. The presentation would focus on the following top level decision areas: 1. What should be the product mix yielding the highest profits of the company? This is, of course, a key strategic question for the medium to long time frame. 2. In the short term the company lacks capacity, in other words one or more CCRs are active. The front of the planned load of several lines is 3-6 months, while the company makes monthly plans based on customer inputs for the next month. This raises the question what products, or t-generators , should be dropped from the regular offerings to the market, to not only improve reliability but also increase the total throughput to be generated in the short term. The products produced by JK have various throughput-rates to various customers ranging from mere 10% to 90%. The products also take different times on the critical resources. Different customers require to buy a basket of products, and JK has to supply all the products and quantities within that basket. The basket ordering results in differing discounts to various customers for the same products. A key high-level question is what should the pricing policy be? New lucrative customers are being added. Most of them ask for products from overloaded lines. Some existing load on the overloaded lines has to be reduced. Dropping some SKUs of the basket of existing customers, will not be acceptable to them. The company might lose the full customer basket and thereby some high throughput items as well. The key decision under consideration is which customer to drop. 3. What additional capacities are needed in order to support overall growth of 25%? Here again we need to consider the various throughputs of the current items and customer baskets. Of course, the decision process must ensure that the ROI is the maximum possible. The presentation will outline the analysis that merges the capacity profiles of several critical resources with the various T generated. Then considerations of the uncertainty, using pessimistic and optimistic predictions will be used. The presentation will be used to demonstrate the logic presented in the Chicago conference. It would present the choice of the critical resources, the resources that might become constraints depending on the product mix, the type of 'baskets' required by customers, some explanation of the various rates of throughput and the different choices that are checked through the 'simulation' of T and capacity. We'll discuss the options of adding capacity in the short term: mainly by adding manpower to allow for extra shifts during the weekend, but also by outsourcing (actually buying some parts that are usually produced internally). We'll dedicate most of the time to explain the decision at hand and how it has been checked and approved by both Marketing and Sales and Operations. Three Learning Objectives: 1. Understand how to evaluate delta-P = delta-T minus delta-OE of a decision being considered. 2. How to overcome the seemingly complexity of considering the limited capacity of more than one resource. 3. The power of being able to come up with a FAST calculations of the bottom line and how it enhanced the managers to test more options in order to achieve the desired high profits. Three good questions: 1. How much efforts have to be invested a-priori in preparing the information to be used in the process? 2. How to get a realistic modeling that is not too complex? 3. What is the correlation between the initial intuitive idea of what should be the decisions and the actual decisions made through the detailed process? 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 55 |
Conference Proceedings |
|
Implementing the process of high level decision making - A case study |
2013 |
Bad Nauheim, Germany |
One year after Eli Schragenheim has presented his vision within the Goldratt Foundation day, comes the demonstration of the proposed process for a manufacturing company producing files and drills, JK Files (India) Limited. The previous presentation was fully theoretical, pointing to a way in the future, without demonstrating real management dilemmas and how the process supports the decisions by surfacing the basic assumptions and how they are translated into bottom line results. Eli Schragenheim and Vector Consulting Group collaborate to materialize the vision and provide the TOC community with a demonstrated process of a case study. In this 30 minutes presentation Eli and Kiran show several critical high level specific business dilemmas and how they have been analyzed, using the expanded form of throughput accounting of last year. |
JK Files (India) Ltd, a subsidiary of Raymond Ltd, and a client of Vector Consulting Group, India, is today the largest producer of files in the world, with a market share of 32%. With Vector, the company has embarked on a journey to increase profit and profitability significantly through a company-wide implementation of TOC. The presentation will focus on three problematic top level decision areas, using the process developed by Eli Schragenheim and relies of T and OE, taken into account the possible limited capacity of several of the production lines. The company has four plants in India. The company exports 50% of its production to counties all over the world. The presentation would focus on the following top level decision areas: 1. What should be the product mix yielding the highest profits of the company? This is, of course, a key strategic question for the medium to long time frame. 2. In the short term the company lacks capacity, in other words one or more CCRs are active. The front of the planned load of several lines is 3-6 months, while the company makes monthly plans based on customer inputs for the next month. This raises the question what products, or t-generators , should be dropped from the regular offerings to the market, to not only improve reliability but also increase the total throughput to be generated in the short term. The products produced by JK have various throughput-rates to various customers ranging from mere 10% to 90%. The products also take different times on the critical resources. Different customers require to buy a basket of products, and JK has to supply all the products and quantities within that basket. The basket ordering results in differing discounts to various customers for the same products. A key high-level question is what should the pricing policy be? New lucrative customers are being added. Most of them ask for products from overloaded lines. Some existing load on the overloaded lines has to be reduced. Dropping some SKUs of the basket of existing customers, will not be acceptable to them. The company might lose the full customer basket and thereby some high throughput items as well. The key decision under consideration is which customer to drop. 3. What additional capacities are needed in order to support overall growth of 25%? Here again we need to consider the various throughputs of the current items and customer baskets. Of course, the decision process must ensure that the ROI is the maximum possible. The presentation will outline the analysis that merges the capacity profiles of several critical resources with the various T generated. Then considerations of the uncertainty, using pessimistic and optimistic predictions will be used. The presentation will be used to demonstrate the logic presented in the Chicago conference. It would present the choice of the critical resources, the resources that might become constraints depending on the product mix, the type of 'baskets' required by customers, some explanation of the various rates of throughput and the different choices that are checked through the 'simulation' of T and capacity. We'll discuss the options of adding capacity in the short term: mainly by adding manpower to allow for extra shifts during the weekend, but also by outsourcing (actually buying some parts that are usually produced internally). We'll dedicate most of the time to explain the decision at hand and how it has been checked and approved by both Marketing and Sales and Operations. Three Learning Objectives: 1. Understand how to evaluate delta-P = delta-T minus delta-OE of a decision being considered. 2. How to overcome the seemingly complexity of considering the limited capacity of more than one resource. 3. The power of being able to come up with a FAST calculations of the bottom line and how it enhanced the managers to test more options in order to achieve the desired high profits. Three good questions: 1. How much efforts have to be invested a-priori in preparing the information to be used in the process? 2. How to get a realistic modeling that is not too complex? 3. What is the correlation between the initial intuitive idea of what should be the decisions and the actual decisions made through the detailed process? 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 56 |
Conference Proceedings |
Sims, Chris |
SAP and TOC - A match made in Heaven? |
2013 |
Bad Nauheim, Germany |
It's been well over 10 years since the book, Necessary but not Sufficient (NBNS) was published and yet the rate of success in IT projects – including, unfortunately SAP implementations, has not dramatically improved. SAP's own benchmarking and research from other leading ICT research organizations shows that still around 70% of all ICT projects are not deemed a 'great' success. This is despite the fact that the power and coverage of the technology and implementation know-how has grown dramatically. Could theory of constraints help to unlock the inherent value potential of SAP? This paper aims to answer this question, starting with the complexities, trade-offs and uncertainties that make implementing an ERP system such as SAP so challenging. It then provides an overview of how a new NBNS/TOC-based 'ValueERP' process, originally developed by Dr. Alan Barnard at Goldratt Research Labs, was proven effective to unlock more value faster from SAP implementations at for example African Explosives, ABB, Ditch Witch, Daiwa House and BHP Billiton. In 2012, on the initiative of Chris Sims who heads up the SAP Business Transformation Services (BTS) unit for MENA region, SAP MENA (Middle East and North African) formed a research partnership with Goldratt Research Labs to further research and improve this ValueERP process to go beyond just using TOC to implement SAP and / or SAP to implement TOC with SAP MENA clients – one of the fastest growing SAP markets in the world. Chris and Alan will share their experiences and new insights from this research partnership, specifically how they are using NBNS and strategy & tactic (S&T) trees to identify and address the 5 main causes of value being lost within any IT implementation – not just SAP. They also share lessons learned in trying to implement TOC in the SAP services business in the MENA market unit and provide a peak at their future joint research focus on understanding and unlocking the 'real power of a technology such as SAP'. |
SAP Technology Today. The size and complexity surrounding SAP implementations these days is far greater than 10 years ago and yet methods for defining SAP requirements that could unlock real business value, planning and implementing such a solution have not moved on. There has to be a new approach and this paper will discuss how, using a new TOC based approach that capitalize and build on the insights from Dr. Eli Goldratt, Carol Ptak and Eli Schragenheim's book, Necessary But Not Sufficient, this can be done. TOC and SAP – The Story Today. This section recaps some of the successes that have happened when using TOC and SAP together, using a 'ValueERP' process originally developed by Dr. Alan Barnard to build on the insights of NBNS and will look at specific Goldratt Research Labs case studies including African Explosives, ABB, Ditch Witch, Daiwa House and BHP. This approach used a combination of using Critical Chain Project Management as well as using the NBNS and Strategy and Tactics Tree to define, achieve and sustain focus on the key value drivers during the SAP implementation. The Experiment in SAP MENA. In 2012, on the initiative of Chris Sims who leads SAP BTS (Business Transformation Services) MENA, SAP MENA formed a research partnership with Goldratt Research Labs to further research and improve this new process of using TOC to implement SAP and SAP to implement TOC at SAP MENA – one of the fastest growing SAP markets in the world. After a very short introduction to BTS in the MENA region the next section explains how SAP in MENA is using Theory of Constraints in its Service Business. The starting point is getting better at delivering projects faster with more value – taking a look at the standard key measurements and what is wrong with them and focusing on cycle time reduction – both to sell and deliver projects with more value. To transfer the knowledge to achieve this, the team used a combination of TOC and Agile based business games, simulations and real case studies that shows how it is possible to improve both the quality/value and speed of an implementation as well as to improve the retention rate of the consultants to generate higher profitability and much higher customer satisfaction. One of the key insights shared is that a good business case is not just a sales tool – using the insights from NBNS and Viable Vision to construct a Strategy and Tactics (S&T) tree and using Throughput Accounting to quantify the value expectations, it can be used both to provide a focused scope and implementation roadmap and to provide a simple framework to determine the impact and value of unplanned scope changes in both financial and non-financial terms. The section will also look at how TOC is used to manage the SAP MENA services business as well as how to transfer the necessary TOC and 'ValueERP' know-how to the SAP clients and their implementation partners using simulation games, case studies and the S&T. A Look to the Future and an Addition to NBNS. Assuming that a company does everything perfectly – what is the real value of technology like SAP. One of the fundamental areas of interest is to answer the question: 'What do companies need Real Time Data for?' – or better phrased; 'What does Senior Management Need Real Time Data for?'. It cannot be backward looking – it must be forward and yet predictive analytics are not the answer – they are simply a more sophisticated way of forecasting. The answer must be in scenario planning and – very importantly – in being able to 'experiment' quickly, cheaply and effectively. All the tools of SAP and TOC have a part to play in this – and the possibilities are almost infinite. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 57 |
Conference Proceedings |
Barnard, Alan |
SAP and TOC - A match made in Heaven? |
2013 |
Bad Nauheim, Germany |
It's been well over 10 years since the book, Necessary but not Sufficient (NBNS) was published and yet the rate of success in IT projects – including, unfortunately SAP implementations, has not dramatically improved. SAP's own benchmarking and research from other leading ICT research organizations shows that still around 70% of all ICT projects are not deemed a 'great' success. This is despite the fact that the power and coverage of the technology and implementation know-how has grown dramatically. Could theory of constraints help to unlock the inherent value potential of SAP? This paper aims to answer this question, starting with the complexities, trade-offs and uncertainties that make implementing an ERP system such as SAP so challenging. It then provides an overview of how a new NBNS/TOC-based 'ValueERP' process, originally developed by Dr. Alan Barnard at Goldratt Research Labs, was proven effective to unlock more value faster from SAP implementations at for example African Explosives, ABB, Ditch Witch, Daiwa House and BHP Billiton. In 2012, on the initiative of Chris Sims who heads up the SAP Business Transformation Services (BTS) unit for MENA region, SAP MENA (Middle East and North African) formed a research partnership with Goldratt Research Labs to further research and improve this ValueERP process to go beyond just using TOC to implement SAP and / or SAP to implement TOC with SAP MENA clients – one of the fastest growing SAP markets in the world. Chris and Alan will share their experiences and new insights from this research partnership, specifically how they are using NBNS and strategy & tactic (S&T) trees to identify and address the 5 main causes of value being lost within any IT implementation – not just SAP. They also share lessons learned in trying to implement TOC in the SAP services business in the MENA market unit and provide a peak at their future joint research focus on understanding and unlocking the 'real power of a technology such as SAP'. |
SAP Technology Today. The size and complexity surrounding SAP implementations these days is far greater than 10 years ago and yet methods for defining SAP requirements that could unlock real business value, planning and implementing such a solution have not moved on. There has to be a new approach and this paper will discuss how, using a new TOC based approach that capitalize and build on the insights from Dr. Eli Goldratt, Carol Ptak and Eli Schragenheim's book, Necessary But Not Sufficient, this can be done. TOC and SAP – The Story Today. This section recaps some of the successes that have happened when using TOC and SAP together, using a 'ValueERP' process originally developed by Dr. Alan Barnard to build on the insights of NBNS and will look at specific Goldratt Research Labs case studies including African Explosives, ABB, Ditch Witch, Daiwa House and BHP. This approach used a combination of using Critical Chain Project Management as well as using the NBNS and Strategy and Tactics Tree to define, achieve and sustain focus on the key value drivers during the SAP implementation. The Experiment in SAP MENA. In 2012, on the initiative of Chris Sims who leads SAP BTS (Business Transformation Services) MENA, SAP MENA formed a research partnership with Goldratt Research Labs to further research and improve this new process of using TOC to implement SAP and SAP to implement TOC at SAP MENA – one of the fastest growing SAP markets in the world. After a very short introduction to BTS in the MENA region the next section explains how SAP in MENA is using Theory of Constraints in its Service Business. The starting point is getting better at delivering projects faster with more value – taking a look at the standard key measurements and what is wrong with them and focusing on cycle time reduction – both to sell and deliver projects with more value. To transfer the knowledge to achieve this, the team used a combination of TOC and Agile based business games, simulations and real case studies that shows how it is possible to improve both the quality/value and speed of an implementation as well as to improve the retention rate of the consultants to generate higher profitability and much higher customer satisfaction. One of the key insights shared is that a good business case is not just a sales tool – using the insights from NBNS and Viable Vision to construct a Strategy and Tactics (S&T) tree and using Throughput Accounting to quantify the value expectations, it can be used both to provide a focused scope and implementation roadmap and to provide a simple framework to determine the impact and value of unplanned scope changes in both financial and non-financial terms. The section will also look at how TOC is used to manage the SAP MENA services business as well as how to transfer the necessary TOC and 'ValueERP' know-how to the SAP clients and their implementation partners using simulation games, case studies and the S&T. A Look to the Future and an Addition to NBNS. Assuming that a company does everything perfectly – what is the real value of technology like SAP. One of the fundamental areas of interest is to answer the question: 'What do companies need Real Time Data for?' – or better phrased; 'What does Senior Management Need Real Time Data for?'. It cannot be backward looking – it must be forward and yet predictive analytics are not the answer – they are simply a more sophisticated way of forecasting. The answer must be in scenario planning and – very importantly – in being able to 'experiment' quickly, cheaply and effectively. All the tools of SAP and TOC have a part to play in this – and the possibilities are almost infinite. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 58 |
Conference Proceedings |
|
SAP and TOC - A match made in Heaven? |
2013 |
Bad Nauheim, Germany |
It's been well over 10 years since the book, Necessary but not Sufficient (NBNS) was published and yet the rate of success in IT projects – including, unfortunately SAP implementations, has not dramatically improved. SAP's own benchmarking and research from other leading ICT research organizations shows that still around 70% of all ICT projects are not deemed a 'great' success. This is despite the fact that the power and coverage of the technology and implementation know-how has grown dramatically. Could theory of constraints help to unlock the inherent value potential of SAP? This paper aims to answer this question, starting with the complexities, trade-offs and uncertainties that make implementing an ERP system such as SAP so challenging. It then provides an overview of how a new NBNS/TOC-based 'ValueERP' process, originally developed by Dr. Alan Barnard at Goldratt Research Labs, was proven effective to unlock more value faster from SAP implementations at for example African Explosives, ABB, Ditch Witch, Daiwa House and BHP Billiton. In 2012, on the initiative of Chris Sims who heads up the SAP Business Transformation Services (BTS) unit for MENA region, SAP MENA (Middle East and North African) formed a research partnership with Goldratt Research Labs to further research and improve this ValueERP process to go beyond just using TOC to implement SAP and / or SAP to implement TOC with SAP MENA clients – one of the fastest growing SAP markets in the world. Chris and Alan will share their experiences and new insights from this research partnership, specifically how they are using NBNS and strategy & tactic (S&T) trees to identify and address the 5 main causes of value being lost within any IT implementation – not just SAP. They also share lessons learned in trying to implement TOC in the SAP services business in the MENA market unit and provide a peak at their future joint research focus on understanding and unlocking the 'real power of a technology such as SAP'. |
SAP Technology Today. The size and complexity surrounding SAP implementations these days is far greater than 10 years ago and yet methods for defining SAP requirements that could unlock real business value, planning and implementing such a solution have not moved on. There has to be a new approach and this paper will discuss how, using a new TOC based approach that capitalize and build on the insights from Dr. Eli Goldratt, Carol Ptak and Eli Schragenheim's book, Necessary But Not Sufficient, this can be done. TOC and SAP – The Story Today. This section recaps some of the successes that have happened when using TOC and SAP together, using a 'ValueERP' process originally developed by Dr. Alan Barnard to build on the insights of NBNS and will look at specific Goldratt Research Labs case studies including African Explosives, ABB, Ditch Witch, Daiwa House and BHP. This approach used a combination of using Critical Chain Project Management as well as using the NBNS and Strategy and Tactics Tree to define, achieve and sustain focus on the key value drivers during the SAP implementation. The Experiment in SAP MENA. In 2012, on the initiative of Chris Sims who leads SAP BTS (Business Transformation Services) MENA, SAP MENA formed a research partnership with Goldratt Research Labs to further research and improve this new process of using TOC to implement SAP and SAP to implement TOC at SAP MENA – one of the fastest growing SAP markets in the world. After a very short introduction to BTS in the MENA region the next section explains how SAP in MENA is using Theory of Constraints in its Service Business. The starting point is getting better at delivering projects faster with more value – taking a look at the standard key measurements and what is wrong with them and focusing on cycle time reduction – both to sell and deliver projects with more value. To transfer the knowledge to achieve this, the team used a combination of TOC and Agile based business games, simulations and real case studies that shows how it is possible to improve both the quality/value and speed of an implementation as well as to improve the retention rate of the consultants to generate higher profitability and much higher customer satisfaction. One of the key insights shared is that a good business case is not just a sales tool – using the insights from NBNS and Viable Vision to construct a Strategy and Tactics (S&T) tree and using Throughput Accounting to quantify the value expectations, it can be used both to provide a focused scope and implementation roadmap and to provide a simple framework to determine the impact and value of unplanned scope changes in both financial and non-financial terms. The section will also look at how TOC is used to manage the SAP MENA services business as well as how to transfer the necessary TOC and 'ValueERP' know-how to the SAP clients and their implementation partners using simulation games, case studies and the S&T. A Look to the Future and an Addition to NBNS. Assuming that a company does everything perfectly – what is the real value of technology like SAP. One of the fundamental areas of interest is to answer the question: 'What do companies need Real Time Data for?' – or better phrased; 'What does Senior Management Need Real Time Data for?'. It cannot be backward looking – it must be forward and yet predictive analytics are not the answer – they are simply a more sophisticated way of forecasting. The answer must be in scenario planning and – very importantly – in being able to 'experiment' quickly, cheaply and effectively. All the tools of SAP and TOC have a part to play in this – and the possibilities are almost infinite. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 59 |
Conference Proceedings |
Sirias, Danilo |
A process to build strategy and tactic trees using a SWOT analysis |
2013 |
Bad Nauheim, Germany |
The purpose of this presentation is to propose a process to build a strategy and tactics (S&T) tree using a SWOT (strengths, weaknesses, opportunities and threats) analysis as a starting point. The output of the SWOT analysis is used to determine the different assumptions that are part of the generic structure of the S&T tree at its different levels. In addition, each level of the S&T tree is designated a different title to create a language that facilitates communication. Finally, the output of the S&T analysis is summarized in a strategy map which is a tool to communicate graphically the relevant part of the organizational strategy. A case study of the process being applied in a development bank in Nicaragua is presented to illustrate the process. |
The purpose of this presentation is to propose a process to build an S&T using a SWOT (Strengths, weaknesses, opportunities and threats) analysis as a starting point. The output of the SWOT analysis is used to determine the different assumptions that are part of the generic structure of the S&T tree at its different levels. In addition, each level of the S&T tree is designated a different title to create a language that facilitates communication. Finally, the output of the S&T analysis is summarized in a strategy map which is a tool to communicate graphically the relevant part of the organizational strategy. A case study of the process being applied in a development bank in a Nicaragua will be presented to illustrate the process. The level of the S&T and the SWOT ANALYSIS Level 1: Mission, Vision and Values of the organization. In level 1, just write the Mission, Vision and Values as they already exist. Level 2: Strategic and tactical directions. The necessary assumption is written as one of the major opportunities—found in the SWOT analysis—which the company decides to capitalize on. The Strategy, referred at this level as Strategic direction, is expressed as an objective which measures progress as the company capitalizes on the chosen opportunities. The parallel assumptions come from different sources: Which relevant strengths and weaknesses does the company have? What UDEs our clients have? What relevant threats exist in the environment? The Tactic, referred to as Tactical Direction, represents how the company is going to compete in the market place to move towards the strategic direction. Level 3: Strategic Objectives and Strategic projects. The necessary assumptions explain how specific weaknesses prevent the company from taking advantage of the chosen opportunity or make it vulnerable. The Strategy, referred at this level as Strategic objectives, is a set of objectives which measure the conditions needed to overcome the weaknesses on the path towards the strategic direction. These strategic objectives later determine the indicators that will define part of the strategy map (balance scorecard) of the company. As in the previous level, the parallel assumptions come from different sources: What strength does the company have? What weaknesses? What relevant threats exist in the environment? The Tactic show the Strategic projects needed for the company to reach the conditions reflected in the strategic objectives. Level 4: Specific objectives and guiding tactics. Specific objectives are milestones for each strategic project. To achieve these objectives, a tactic should guide its implementation. The guiding tactics at this level are tied to a specific methodology adapted by the organization to achieve objectives. For example, a company having as specific objectives to develop products for a given market segment, may decide to use QFD or some other tool as a guiding tactic. These strategic objectives also become part of the strategy map of the organization. 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 60 |
Conference Proceedings |
|
A process to build strategy and tactic trees using a SWOT analysis |
2013 |
Bad Nauheim, Germany |
The purpose of this presentation is to propose a process to build a strategy and tactics (S&T) tree using a SWOT (strengths, weaknesses, opportunities and threats) analysis as a starting point. The output of the SWOT analysis is used to determine the different assumptions that are part of the generic structure of the S&T tree at its different levels. In addition, each level of the S&T tree is designated a different title to create a language that facilitates communication. Finally, the output of the S&T analysis is summarized in a strategy map which is a tool to communicate graphically the relevant part of the organizational strategy. A case study of the process being applied in a development bank in Nicaragua is presented to illustrate the process. |
The purpose of this presentation is to propose a process to build an S&T using a SWOT (Strengths, weaknesses, opportunities and threats) analysis as a starting point. The output of the SWOT analysis is used to determine the different assumptions that are part of the generic structure of the S&T tree at its different levels. In addition, each level of the S&T tree is designated a different title to create a language that facilitates communication. Finally, the output of the S&T analysis is summarized in a strategy map which is a tool to communicate graphically the relevant part of the organizational strategy. A case study of the process being applied in a development bank in a Nicaragua will be presented to illustrate the process. The level of the S&T and the SWOT ANALYSIS Level 1: Mission, Vision and Values of the organization. In level 1, just write the Mission, Vision and Values as they already exist. Level 2: Strategic and tactical directions. The necessary assumption is written as one of the major opportunities—found in the SWOT analysis—which the company decides to capitalize on. The Strategy, referred at this level as Strategic direction, is expressed as an objective which measures progress as the company capitalizes on the chosen opportunities. The parallel assumptions come from different sources: Which relevant strengths and weaknesses does the company have? What UDEs our clients have? What relevant threats exist in the environment? The Tactic, referred to as Tactical Direction, represents how the company is going to compete in the market place to move towards the strategic direction. Level 3: Strategic Objectives and Strategic projects. The necessary assumptions explain how specific weaknesses prevent the company from taking advantage of the chosen opportunity or make it vulnerable. The Strategy, referred at this level as Strategic objectives, is a set of objectives which measure the conditions needed to overcome the weaknesses on the path towards the strategic direction. These strategic objectives later determine the indicators that will define part of the strategy map (balance scorecard) of the company. As in the previous level, the parallel assumptions come from different sources: What strength does the company have? What weaknesses? What relevant threats exist in the environment? The Tactic show the Strategic projects needed for the company to reach the conditions reflected in the strategic objectives. Level 4: Specific objectives and guiding tactics. Specific objectives are milestones for each strategic project. To achieve these objectives, a tactic should guide its implementation. The guiding tactics at this level are tied to a specific methodology adapted by the organization to achieve objectives. For example, a company having as specific objectives to develop products for a given market segment, may decide to use QFD or some other tool as a guiding tactic. These strategic objectives also become part of the strategy map of the organization. 33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 61 |
Conference Proceedings |
Boeffgen, Manfred |
IEE CCPM implementation (case study) |
2013 |
Bad Nauheim, Germany |
Since the 2008 crisis the automotive industry increased its pressure on costs in development and production. IEE could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. From statistical evaluations IEE learned that the main problem in project management was not being on time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. For example not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. CCPM as well as TOC in production addressed this problem part of a full Viable Vision implementation at IEE. |
Context: The IEE Group is a supplier in automotive safety sensing systems for occupant detection and classification, enhancing safety in vehicles produced by major car manufacturers worldwide. Founded in 1989 and headquartered in Luxembourg, IEE operates worldwide. IEE employs 1,600 people worldwide and operates technical centers in Luxembourg, Slovakia, the United States, China and South Korea, as well as a representative office in Japan and Singapore. Since the 2008 crisis the automotive industry increases their pressure on costs in development and production. The IEE group could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. CCPM and TOC in manufacturing are treated as parts of a full Viable Vision implementation which was supported by Goldratt Consulting Israel. What to change? With the current development project approach IEE would not be able to manage the additionally won projects with the current engineering staff. As additional staff is expensive and difficult to find IEE searched for an innovative solution to release capacity in development. The CCPM logic was disclosed to a group of IEE managers in July 2011, through a training of 2 days given by Goldratt CZ. This initiative was taken by the production director implementing at this time TOC in production. From statistical evaluations IEE learned that the main problem in project management was not being in time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. Not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. What to change to? In September 2011, the Advanced Engineering, a group of 30 persons, facing conflicting requests for development of new projects decided to implement the CCPM methodology. This initiative was transformed into a pilot implementation which involved Goldratt CZ and the usage of Concerto on this limited scale. The pilot implementation ended in January 2012, when the first project following the CCPM method has finished its development in time. A survey was done to assess the perceived methodology. The results were disclosed to General Management which took the decision to deploy the methodology worldwide. The overall implementation started in March 2012, starting with Luxembourg facilities and supported by Goldratt CZ and using Concerto software. How to cause the change? The following steps were implemented: Reduce Bad Multitasking: for IEE, it was to start its projects when required and not immediately as it was done usually. The projects are scheduled as late as possible protected by a project buffer. Full-Kitting: we tentatively implemented the full-kit concept, but we had to backtrack. It is used today to synchronize 2 project timings (e.g. system development with software development). Critical Chain Planning Buffering: It was the task on which we spent the most of our time, with a core team of Project Managers to define a proper project template. The pipelining and especially the DRUM identification were painful, as IEE had to change its DRUM during implementation, using Virtual DRUM instead… Managing execution: Trainings were given on a large scale to task managers, resources managers, project managers and executives. A total of 324 people were trained. Nevertheless, the reporting is still a difficult topic and is very sensitive to management attention. This leads to a project execution which is very unequal within the different divisions and sub-divisions of the company. Lessons learned: Today, CCPM is technically in place. All customer projects are treated according CCPM rules. As gains cannot be identified immediately simulations of the now possible throughput were calculated. The improvement in the simulated pipeline throughput lies in the range of 70 to 100% compared with the actual throughput. The paradigm shift from a 'normal' project management to Critical Chain Project Management is not yet fully in people's mind, accepted and lived. There are still doubts about the benefits and resistances against the method. The main implementation step which is today pending is the answer to the question: 'how to cause the change?'. Reviewing this point with Goldratt CZ, their recommendation is to follow this advice: 'An organization gets serious about the new rules only if it sees changes in policies and measurements. Currently, the CCPM core team is working on the subject with General Management. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 62 |
Conference Proceedings |
Stenger, Frederic |
IEE CCPM implementation (case study) |
2013 |
Bad Nauheim, Germany |
Since the 2008 crisis the automotive industry increased its pressure on costs in development and production. IEE could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. From statistical evaluations IEE learned that the main problem in project management was not being on time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. For example not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. CCPM as well as TOC in production addressed this problem part of a full Viable Vision implementation at IEE. |
Context: The IEE Group is a supplier in automotive safety sensing systems for occupant detection and classification, enhancing safety in vehicles produced by major car manufacturers worldwide. Founded in 1989 and headquartered in Luxembourg, IEE operates worldwide. IEE employs 1,600 people worldwide and operates technical centers in Luxembourg, Slovakia, the United States, China and South Korea, as well as a representative office in Japan and Singapore. Since the 2008 crisis the automotive industry increases their pressure on costs in development and production. The IEE group could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. CCPM and TOC in manufacturing are treated as parts of a full Viable Vision implementation which was supported by Goldratt Consulting Israel. What to change? With the current development project approach IEE would not be able to manage the additionally won projects with the current engineering staff. As additional staff is expensive and difficult to find IEE searched for an innovative solution to release capacity in development. The CCPM logic was disclosed to a group of IEE managers in July 2011, through a training of 2 days given by Goldratt CZ. This initiative was taken by the production director implementing at this time TOC in production. From statistical evaluations IEE learned that the main problem in project management was not being in time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. Not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. What to change to? In September 2011, the Advanced Engineering, a group of 30 persons, facing conflicting requests for development of new projects decided to implement the CCPM methodology. This initiative was transformed into a pilot implementation which involved Goldratt CZ and the usage of Concerto on this limited scale. The pilot implementation ended in January 2012, when the first project following the CCPM method has finished its development in time. A survey was done to assess the perceived methodology. The results were disclosed to General Management which took the decision to deploy the methodology worldwide. The overall implementation started in March 2012, starting with Luxembourg facilities and supported by Goldratt CZ and using Concerto software. How to cause the change? The following steps were implemented: Reduce Bad Multitasking: for IEE, it was to start its projects when required and not immediately as it was done usually. The projects are scheduled as late as possible protected by a project buffer. Full-Kitting: we tentatively implemented the full-kit concept, but we had to backtrack. It is used today to synchronize 2 project timings (e.g. system development with software development). Critical Chain Planning Buffering: It was the task on which we spent the most of our time, with a core team of Project Managers to define a proper project template. The pipelining and especially the DRUM identification were painful, as IEE had to change its DRUM during implementation, using Virtual DRUM instead… Managing execution: Trainings were given on a large scale to task managers, resources managers, project managers and executives. A total of 324 people were trained. Nevertheless, the reporting is still a difficult topic and is very sensitive to management attention. This leads to a project execution which is very unequal within the different divisions and sub-divisions of the company. Lessons learned: Today, CCPM is technically in place. All customer projects are treated according CCPM rules. As gains cannot be identified immediately simulations of the now possible throughput were calculated. The improvement in the simulated pipeline throughput lies in the range of 70 to 100% compared with the actual throughput. The paradigm shift from a 'normal' project management to Critical Chain Project Management is not yet fully in people's mind, accepted and lived. There are still doubts about the benefits and resistances against the method. The main implementation step which is today pending is the answer to the question: 'how to cause the change?'. Reviewing this point with Goldratt CZ, their recommendation is to follow this advice: 'An organization gets serious about the new rules only if it sees changes in policies and measurements. Currently, the CCPM core team is working on the subject with General Management. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 63 |
Conference Proceedings |
Leponce, Fabian |
IEE CCPM implementation (case study) |
2013 |
Bad Nauheim, Germany |
Since the 2008 crisis the automotive industry increased its pressure on costs in development and production. IEE could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. From statistical evaluations IEE learned that the main problem in project management was not being on time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. For example not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. CCPM as well as TOC in production addressed this problem part of a full Viable Vision implementation at IEE. |
Context: The IEE Group is a supplier in automotive safety sensing systems for occupant detection and classification, enhancing safety in vehicles produced by major car manufacturers worldwide. Founded in 1989 and headquartered in Luxembourg, IEE operates worldwide. IEE employs 1,600 people worldwide and operates technical centers in Luxembourg, Slovakia, the United States, China and South Korea, as well as a representative office in Japan and Singapore. Since the 2008 crisis the automotive industry increases their pressure on costs in development and production. The IEE group could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. CCPM and TOC in manufacturing are treated as parts of a full Viable Vision implementation which was supported by Goldratt Consulting Israel. What to change? With the current development project approach IEE would not be able to manage the additionally won projects with the current engineering staff. As additional staff is expensive and difficult to find IEE searched for an innovative solution to release capacity in development. The CCPM logic was disclosed to a group of IEE managers in July 2011, through a training of 2 days given by Goldratt CZ. This initiative was taken by the production director implementing at this time TOC in production. From statistical evaluations IEE learned that the main problem in project management was not being in time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. Not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. What to change to? In September 2011, the Advanced Engineering, a group of 30 persons, facing conflicting requests for development of new projects decided to implement the CCPM methodology. This initiative was transformed into a pilot implementation which involved Goldratt CZ and the usage of Concerto on this limited scale. The pilot implementation ended in January 2012, when the first project following the CCPM method has finished its development in time. A survey was done to assess the perceived methodology. The results were disclosed to General Management which took the decision to deploy the methodology worldwide. The overall implementation started in March 2012, starting with Luxembourg facilities and supported by Goldratt CZ and using Concerto software. How to cause the change? The following steps were implemented: Reduce Bad Multitasking: for IEE, it was to start its projects when required and not immediately as it was done usually. The projects are scheduled as late as possible protected by a project buffer. Full-Kitting: we tentatively implemented the full-kit concept, but we had to backtrack. It is used today to synchronize 2 project timings (e.g. system development with software development). Critical Chain Planning Buffering: It was the task on which we spent the most of our time, with a core team of Project Managers to define a proper project template. The pipelining and especially the DRUM identification were painful, as IEE had to change its DRUM during implementation, using Virtual DRUM instead… Managing execution: Trainings were given on a large scale to task managers, resources managers, project managers and executives. A total of 324 people were trained. Nevertheless, the reporting is still a difficult topic and is very sensitive to management attention. This leads to a project execution which is very unequal within the different divisions and sub-divisions of the company. Lessons learned: Today, CCPM is technically in place. All customer projects are treated according CCPM rules. As gains cannot be identified immediately simulations of the now possible throughput were calculated. The improvement in the simulated pipeline throughput lies in the range of 70 to 100% compared with the actual throughput. The paradigm shift from a 'normal' project management to Critical Chain Project Management is not yet fully in people's mind, accepted and lived. There are still doubts about the benefits and resistances against the method. The main implementation step which is today pending is the answer to the question: 'how to cause the change?'. Reviewing this point with Goldratt CZ, their recommendation is to follow this advice: 'An organization gets serious about the new rules only if it sees changes in policies and measurements. Currently, the CCPM core team is working on the subject with General Management. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 64 |
Conference Proceedings |
|
IEE CCPM implementation (case study) |
2013 |
Bad Nauheim, Germany |
Since the 2008 crisis the automotive industry increased its pressure on costs in development and production. IEE could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. From statistical evaluations IEE learned that the main problem in project management was not being on time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. For example not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. CCPM as well as TOC in production addressed this problem part of a full Viable Vision implementation at IEE. |
Context: The IEE Group is a supplier in automotive safety sensing systems for occupant detection and classification, enhancing safety in vehicles produced by major car manufacturers worldwide. Founded in 1989 and headquartered in Luxembourg, IEE operates worldwide. IEE employs 1,600 people worldwide and operates technical centers in Luxembourg, Slovakia, the United States, China and South Korea, as well as a representative office in Japan and Singapore. Since the 2008 crisis the automotive industry increases their pressure on costs in development and production. The IEE group could win additional projects as some competitors left the market during the crisis. To contain the cost IEE decided to use CCPM to manage the increased quantity of customer projects with the current development staff. CCPM and TOC in manufacturing are treated as parts of a full Viable Vision implementation which was supported by Goldratt Consulting Israel. What to change? With the current development project approach IEE would not be able to manage the additionally won projects with the current engineering staff. As additional staff is expensive and difficult to find IEE searched for an innovative solution to release capacity in development. The CCPM logic was disclosed to a group of IEE managers in July 2011, through a training of 2 days given by Goldratt CZ. This initiative was taken by the production director implementing at this time TOC in production. From statistical evaluations IEE learned that the main problem in project management was not being in time. The strict regulations for program management in the automotive industry ensured that in all cases a product was available for Start of Production (SOP). To ensure that the SOP is always kept several risks must be taken. Not all development tasks are finished in time. Especially several product validation tests were finished after SOP. This could lead to late changes or even changes after SOP of the car. What to change to? In September 2011, the Advanced Engineering, a group of 30 persons, facing conflicting requests for development of new projects decided to implement the CCPM methodology. This initiative was transformed into a pilot implementation which involved Goldratt CZ and the usage of Concerto on this limited scale. The pilot implementation ended in January 2012, when the first project following the CCPM method has finished its development in time. A survey was done to assess the perceived methodology. The results were disclosed to General Management which took the decision to deploy the methodology worldwide. The overall implementation started in March 2012, starting with Luxembourg facilities and supported by Goldratt CZ and using Concerto software. How to cause the change? The following steps were implemented: Reduce Bad Multitasking: for IEE, it was to start its projects when required and not immediately as it was done usually. The projects are scheduled as late as possible protected by a project buffer. Full-Kitting: we tentatively implemented the full-kit concept, but we had to backtrack. It is used today to synchronize 2 project timings (e.g. system development with software development). Critical Chain Planning Buffering: It was the task on which we spent the most of our time, with a core team of Project Managers to define a proper project template. The pipelining and especially the DRUM identification were painful, as IEE had to change its DRUM during implementation, using Virtual DRUM instead… Managing execution: Trainings were given on a large scale to task managers, resources managers, project managers and executives. A total of 324 people were trained. Nevertheless, the reporting is still a difficult topic and is very sensitive to management attention. This leads to a project execution which is very unequal within the different divisions and sub-divisions of the company. Lessons learned: Today, CCPM is technically in place. All customer projects are treated according CCPM rules. As gains cannot be identified immediately simulations of the now possible throughput were calculated. The improvement in the simulated pipeline throughput lies in the range of 70 to 100% compared with the actual throughput. The paradigm shift from a 'normal' project management to Critical Chain Project Management is not yet fully in people's mind, accepted and lived. There are still doubts about the benefits and resistances against the method. The main implementation step which is today pending is the answer to the question: 'how to cause the change?'. Reviewing this point with Goldratt CZ, their recommendation is to follow this advice: 'An organization gets serious about the new rules only if it sees changes in policies and measurements. Currently, the CCPM core team is working on the subject with General Management. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 65 |
Conference Proceedings |
Stratton, Roy |
Buffer management in context (Encore) |
2013 |
Bad Nauheim, Germany |
This presentation explores the conceptual origins of buffer management in the context of TOC developments across make to order, engineer to order, and make to availability (MTO, ETO, MTA) manufacturing environments and more recently in the service sector. The presentation relates the buffer management concept to the seminal work of Shewhart (1931) and Ohno (1978) and discusses the practical and theoretical basis for extending the buffer management concept to enhance ‘lean' developments, with particular reference to construction and healthcare management. |
35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 66 |
Conference Proceedings |
|
Buffer management in context (Encore) |
2013 |
Bad Nauheim, Germany |
This presentation explores the conceptual origins of buffer management in the context of TOC developments across make to order, engineer to order, and make to availability (MTO, ETO, MTA) manufacturing environments and more recently in the service sector. The presentation relates the buffer management concept to the seminal work of Shewhart (1931) and Ohno (1978) and discusses the practical and theoretical basis for extending the buffer management concept to enhance ‘lean' developments, with particular reference to construction and healthcare management. |
35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 67 |
Conference Proceedings |
Stratton, Roy |
TOC - The process of on-going improvement? |
2013 |
Bad Nauheim, Germany |
This presentation clarifies the significance of the TOC five focusing steps, before relating this approach both philosophically and theoretically to other operations management theory and improvement strategies. Firstly, I clarify how the theory of constraints (TOC) five step process underpins both the thinking processes and the established drum buffer rope, critical chain project management, and make to availability) applications (DBR, CCPM and MTA). The 5 steps will then be related to broader academic theory and strategies, clarifying the underlying paradigm shift and the significant theoretical contributions associated with TOC. This identifies both the operational depth and the cross functional breadth of the associated theory. The presentation will then turn to consider how the TOC applications both extend and compliment other theoretical approaches that have also addressed related paradigm shifts in operations management theory. This section will highlight how TOC thinking has both clarified and extended the work of authors, such as Deming (1993) and Ohno (1988), in the process of creating a broader and more generalized theory. The presentation concludes by providing an understanding of how the theory provides a basis for extending the applications into complex service-based environments with particular reference to health and social care. |
The purpose of this presentation is to help clarify the conceptual basis of the five steps of focusing and its position with respect to operations management theory and other approaches to organizational improvement. This extended abstract has been set out in response to a series of questions to be addressed in the presentation. How central is the 5 step process to TOC applications (DBR, CCPM and MTA)? • The presentation will firstly clarify the more general application of the 5 steps and how they may be applied in the context of physical constraints (market/ resource/ supply), clarifying how policies commonly act as blocking factors. • Then the 5 steps will be linked to the specific application (DBR, CCPM and MTA) highlighting the linkage to the specific underlying assumptions and the common theme of aggregation and buffer management. How do these steps relate to broader operations and supply chain theory? • The presentation will explain the traditional domination of cost and efficiency models and local sub-optimization of trade-off choices. • Then the emergence of manufacturing strategy and the importance of aligning trade-offs at a strategic level (Skinner, 1969; 74; 86; Hill, 1985; Fisher, 97). • The challenge of the trade-off concept with the adoption of performance management strategies (Deming, 1982; Ohno, 1988; Womack & Jones, 2003). • The use of operations research laws to explain the need for variability buffering (Hopp and Spearman, 1995; Hopp, 2011). • Each time these theoretical developments will be related back to the 5 steps. So what is the distinctive contribution of the TOC 5 step process? • Goldratt (1990) addressed the theoretical breakthrough associated with the need to focus and align at a more operational but also more strategic level. o Focus and subordination is key to resolving the core conflicts through buffer aggregation and buffer management. o Even with the direction of the solution being established there were many levels of detail to be addressed in establishing a workable solution using the TOC TP o At the same time the wider opportunity to capitalize on the competitive advantage that results, as in the development of the S&T templates. o Although Hopp (2011) has clarified the role of variability and buffer choices his work does not extend to developing practical means of applying this core knowledge or capitalizing on it across the different functional disciplines. How do process management strategies differ from the TOC 5 step process? • Six sigma and lean have a common heritage that also challenged the relevance of cost measures and Shewhart (1939) and Ohno (1988) as did Ford (1926) focused on variation reduction and improved flow, respectively. Ohno's (1988) TPS emphasized waste as does ‘lean' (Womack et al., 1990). • Lean is also closely associated with improving flow. o Emphasis on reducing buffering through reducing variation everywhere. ? TPS Kanban - no buffer aggregation. How do the TOC 5 steps and process management strategies complement each other? • The TOC process does not explicitly address the need to reduce variation but it is implied in step 2 (Decide how to exploit). The concept of targeting improvement by reducing variation has been long established (Goldratt and Fox, 1986). • To achieve this, however, TOC is dependent on lean and SS to provide appropriate tools to reduce variation as an ongoing process. • Reducing the variation in turn reduces the need for buffering and improves the performance however, this is an ongoing continuous improvement activity which has no end. • The TOC 5 step ‘rule change' may be rapidly introduced through the applications, but the TOC TP are needed to creatively support the ongoing strategic realignment that is necessary. What opportunities are there to broaden the current TOC applications? • The presentation will conclude by summarizing the contribution offered by TOC and the TP and the need to have an in depth understanding of how TOC relates to competing philosophies in understanding the opportunity the TOC 5 steps offer in different situations. • Specific reference will be made of health and social care. 3 Questions following the presentation: Under what circumstances is TOC going to provide the most significant benefit? Should TOC always be used along-side process management strategies (e.g. lean and six sigma)? Which academic authors are most closely allied to TOC thinking? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 68 |
Conference Proceedings |
|
TOC - The process of on-going improvement? |
2013 |
Bad Nauheim, Germany |
This presentation clarifies the significance of the TOC five focusing steps, before relating this approach both philosophically and theoretically to other operations management theory and improvement strategies. Firstly, I clarify how the theory of constraints (TOC) five step process underpins both the thinking processes and the established drum buffer rope, critical chain project management, and make to availability) applications (DBR, CCPM and MTA). The 5 steps will then be related to broader academic theory and strategies, clarifying the underlying paradigm shift and the significant theoretical contributions associated with TOC. This identifies both the operational depth and the cross functional breadth of the associated theory. The presentation will then turn to consider how the TOC applications both extend and compliment other theoretical approaches that have also addressed related paradigm shifts in operations management theory. This section will highlight how TOC thinking has both clarified and extended the work of authors, such as Deming (1993) and Ohno (1988), in the process of creating a broader and more generalized theory. The presentation concludes by providing an understanding of how the theory provides a basis for extending the applications into complex service-based environments with particular reference to health and social care. |
The purpose of this presentation is to help clarify the conceptual basis of the five steps of focusing and its position with respect to operations management theory and other approaches to organizational improvement. This extended abstract has been set out in response to a series of questions to be addressed in the presentation. How central is the 5 step process to TOC applications (DBR, CCPM and MTA)? • The presentation will firstly clarify the more general application of the 5 steps and how they may be applied in the context of physical constraints (market/ resource/ supply), clarifying how policies commonly act as blocking factors. • Then the 5 steps will be linked to the specific application (DBR, CCPM and MTA) highlighting the linkage to the specific underlying assumptions and the common theme of aggregation and buffer management. How do these steps relate to broader operations and supply chain theory? • The presentation will explain the traditional domination of cost and efficiency models and local sub-optimization of trade-off choices. • Then the emergence of manufacturing strategy and the importance of aligning trade-offs at a strategic level (Skinner, 1969; 74; 86; Hill, 1985; Fisher, 97). • The challenge of the trade-off concept with the adoption of performance management strategies (Deming, 1982; Ohno, 1988; Womack & Jones, 2003). • The use of operations research laws to explain the need for variability buffering (Hopp and Spearman, 1995; Hopp, 2011). • Each time these theoretical developments will be related back to the 5 steps. So what is the distinctive contribution of the TOC 5 step process? • Goldratt (1990) addressed the theoretical breakthrough associated with the need to focus and align at a more operational but also more strategic level. o Focus and subordination is key to resolving the core conflicts through buffer aggregation and buffer management. o Even with the direction of the solution being established there were many levels of detail to be addressed in establishing a workable solution using the TOC TP o At the same time the wider opportunity to capitalize on the competitive advantage that results, as in the development of the S&T templates. o Although Hopp (2011) has clarified the role of variability and buffer choices his work does not extend to developing practical means of applying this core knowledge or capitalizing on it across the different functional disciplines. How do process management strategies differ from the TOC 5 step process? • Six sigma and lean have a common heritage that also challenged the relevance of cost measures and Shewhart (1939) and Ohno (1988) as did Ford (1926) focused on variation reduction and improved flow, respectively. Ohno's (1988) TPS emphasized waste as does ‘lean' (Womack et al., 1990). • Lean is also closely associated with improving flow. o Emphasis on reducing buffering through reducing variation everywhere. ? TPS Kanban - no buffer aggregation. How do the TOC 5 steps and process management strategies complement each other? • The TOC process does not explicitly address the need to reduce variation but it is implied in step 2 (Decide how to exploit). The concept of targeting improvement by reducing variation has been long established (Goldratt and Fox, 1986). • To achieve this, however, TOC is dependent on lean and SS to provide appropriate tools to reduce variation as an ongoing process. • Reducing the variation in turn reduces the need for buffering and improves the performance however, this is an ongoing continuous improvement activity which has no end. • The TOC 5 step ‘rule change' may be rapidly introduced through the applications, but the TOC TP are needed to creatively support the ongoing strategic realignment that is necessary. What opportunities are there to broaden the current TOC applications? • The presentation will conclude by summarizing the contribution offered by TOC and the TP and the need to have an in depth understanding of how TOC relates to competing philosophies in understanding the opportunity the TOC 5 steps offer in different situations. • Specific reference will be made of health and social care. 3 Questions following the presentation: Under what circumstances is TOC going to provide the most significant benefit? Should TOC always be used along-side process management strategies (e.g. lean and six sigma)? Which academic authors are most closely allied to TOC thinking? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 69 |
Conference Proceedings |
Taylor, Bill |
12 questions: Standardizing the generic current reality branch |
2013 |
Bad Nauheim, Germany |
A standardized, easy to construct, current reality branch (CRB) was identified in TOCICO Chicago 2012 as a missing piece in the powerful array of theory of constraints (TOC) thinking processes (TP) solutions, which range from simple conflict / dilemma clouds to transformation strategy and tactics (S&T) trees implemented in CCPM. The 12-questions process has evolved from over a decade of practical experience in using the TOC TP to solve a variety of problems involving individuals and organizations, focused on providing answers to the 6 D's - Discomforts, Dilemmas, Doubts, Difficulties, Direction and Decisions -using necessity and sufficiency causality logic. The sequence of 12 questions, when asked by skillful TOC practitioners, can be the key to make the TOC TP, the crown jewel of TOC, accessible to non-practitioners. The 12-questions structure is a proposal for a universal current reality branch, a meta-structure that can become a building block of, and source of insight into, the construction of conflict clouds, negative branch reservations, chronic conflict, and standardized current reality trees, leading to formulation, sale and implementation of TOC-based solutions. |
35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 70 |
Conference Proceedings |
|
12 questions: Standardizing the generic current reality branch |
2013 |
Bad Nauheim, Germany |
A standardized, easy to construct, current reality branch (CRB) was identified in TOCICO Chicago 2012 as a missing piece in the powerful array of theory of constraints (TOC) thinking processes (TP) solutions, which range from simple conflict / dilemma clouds to transformation strategy and tactics (S&T) trees implemented in CCPM. The 12-questions process has evolved from over a decade of practical experience in using the TOC TP to solve a variety of problems involving individuals and organizations, focused on providing answers to the 6 D's - Discomforts, Dilemmas, Doubts, Difficulties, Direction and Decisions -using necessity and sufficiency causality logic. The sequence of 12 questions, when asked by skillful TOC practitioners, can be the key to make the TOC TP, the crown jewel of TOC, accessible to non-practitioners. The 12-questions structure is a proposal for a universal current reality branch, a meta-structure that can become a building block of, and source of insight into, the construction of conflict clouds, negative branch reservations, chronic conflict, and standardized current reality trees, leading to formulation, sale and implementation of TOC-based solutions. |
35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 71 |
Conference Proceedings |
Thompson, John L. |
Developing depth on the management bench: Along with significant growth, management will be an emerging primary constraint |
2013 |
Bad Nauheim, Germany |
Ambition in business requires an injection of healthy new thinking, a challenge to common practice. • Growth is based on creating significant differentiators in the market place. • Differentiation means addressing a market need in a way that no significant competitor can. • Operations must achieve new levels of performance to support the emerging market offers. • By definition – this requires management challenging their existing business beliefs and practices. Embarking on a growth strategy will stretch the current management to the limit. With increasing implementation success, management quickly becomes the organization's ‘strategic constraint'. The organization will simply run out of management capacity. This question will constantly repeat itself: 'If you want to grow, who is on your team?' An interesting dilemma emerges due to the new demands placed on the company: A: Sustainable profitable growth B: Quantum levels of improvement. D: Focusing on major constraining activities / resources only. C: Ensure corporate stability D': Focus on incremental improvement. Management is the ultimate constraint of a business. The management resource must be developed throughout the organization. The direction of the solution lies in achieving quantum improvement with the experienced management. However, equal and parallel effort must be taken to develop the next generation, small incremental improvement is the opportunity to nurture, incubate and provide opportunity for the next generation to develop technical and teaming skills plus the confidence that improvement is always possible and managing change is the path to success. Companies that exhibit sustainable growth, also have a passion to develop and grow managers as a core strategy… constantly placing challenges and demands on managers. This becomes a type of natural selection, a process by which managers push each other to achieve higher levels of skill. Much the same as Olympians push each other to the highest level of performance. Examples include: General Electric Company, Sony Corporation etc. known as a place of people development as much as delivery of goods and service. These giants have pools of emerging talent that can be unleashed on new opportunities. Developing this type of organization requires a mindset change: primarily thinking of the organization as a 'Leadership Factory' producing leaders and managers, an environment where goods and service are second. Develop people and results will follow: the objective is to populate the company with competence. Learning objectives: 1. Management is the ‘strategic constraint ‘of any ambitious company. 2. Growth is not sustainable if experienced management cannot rely on a pool of emerging talent within the organization. 3. Incremental improvement is an opportunity to identify, incubate and develop the next generation on management. Likely questions: 1. Do we have to develop everybody in the organization? 2. What about the personalities that clash when pushed to excel – will create a negative competitive atmosphere? 3. How do you motivate those who just don't want to learn, be challenged or even speak up in a meeting? |
Ambition in Business requires an injection of healthy new thinking, a challenge to common practice. • Growth is based on creating Significant Differentiators in the Market place. • Differentiation means addressing a market need in a way that no significant competitor can. • Operations must achieve new levels of performance to support the emerging market offers. • By definition – this requires Management challenging their existing business beliefs and practices. Embarking on a Growth Strategy will stretch the current Management to the limit. With increasing implementation success, Management quickly becomes the organization's ‘strategic Constraint'. The Organization will simply run out of Management Capacity. This question will constantly repeat itself: ' If you want to Grow, Who is on your Team?' An interesting dilemma emerges due to the new demands placed on the Company: A: Sustainable Profitable Growth B: Quantum levels of improvement D: Focusing on Major Constraining Activities/ Resources only. C: Ensure Corporate Stability D': Focus on Incremental Improvement. Management is the Ultimate Constraint of a Business. Management Resource must be developed throughout the organization. The Direction of the Solution lies in achieving Quantum Improvement with the Experienced Management. However, equal and parallel effort must be taken to develop the next generation, small incremental improvement is the opportunity to nurture, incubate and provide opportunity for the next generation to develop technical and teaming skills plus the confidence that improvement is always possible and managing change is the path to success. Companies that exhibit sustainable growth, also have a passion to develop and grow Managers as a core strategy…constantly placing challenges and demands on Managers. This becomes a type of natural selection, a process by which Managers push each other to achieve higher levels of skill. Much the same as Olympians push each other to the highest level of performance. Examples include: General Electric Company, Sony Corporation etc. known as a place of people development as much as delivery of goods and service. These giants have pools of emerging talent that can be unleashed on new opportunities. Developing this type of organization requires a mindset change: primarily thinking of the organization as 'Leadership Factory' producing Leaders and Managers, an environment where goods and service are second. Develop people and results will follow: the objective is to populate the company with competence. Leaning Objectives: 1. Management is the ‘Strategic Constraint ‘of any ambitious Company. 2. Growth is not sustainable if experience Management cannot rely on a pool of emerging talent within the organization. 3. Incremental improvement is an opportunity to identify, incubate and develop the next generation on management. Likely Questions: 1. Do we have to develop everybody in the organization? 2. What about the personalities that clash when pushed to excel – will create a negative competitive atmosphere? 3. How do you motivate those how just don't want to learn, be challenges or even speak up in a meeting? 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 72 |
Conference Proceedings |
|
Developing depth on the management bench: Along with significant growth, management will be an emerging primary constraint |
2013 |
Bad Nauheim, Germany |
Ambition in business requires an injection of healthy new thinking, a challenge to common practice. • Growth is based on creating significant differentiators in the market place. • Differentiation means addressing a market need in a way that no significant competitor can. • Operations must achieve new levels of performance to support the emerging market offers. • By definition – this requires management challenging their existing business beliefs and practices. Embarking on a growth strategy will stretch the current management to the limit. With increasing implementation success, management quickly becomes the organization's ‘strategic constraint'. The organization will simply run out of management capacity. This question will constantly repeat itself: 'If you want to grow, who is on your team?' An interesting dilemma emerges due to the new demands placed on the company: A: Sustainable profitable growth B: Quantum levels of improvement. D: Focusing on major constraining activities / resources only. C: Ensure corporate stability D': Focus on incremental improvement. Management is the ultimate constraint of a business. The management resource must be developed throughout the organization. The direction of the solution lies in achieving quantum improvement with the experienced management. However, equal and parallel effort must be taken to develop the next generation, small incremental improvement is the opportunity to nurture, incubate and provide opportunity for the next generation to develop technical and teaming skills plus the confidence that improvement is always possible and managing change is the path to success. Companies that exhibit sustainable growth, also have a passion to develop and grow managers as a core strategy… constantly placing challenges and demands on managers. This becomes a type of natural selection, a process by which managers push each other to achieve higher levels of skill. Much the same as Olympians push each other to the highest level of performance. Examples include: General Electric Company, Sony Corporation etc. known as a place of people development as much as delivery of goods and service. These giants have pools of emerging talent that can be unleashed on new opportunities. Developing this type of organization requires a mindset change: primarily thinking of the organization as a 'Leadership Factory' producing leaders and managers, an environment where goods and service are second. Develop people and results will follow: the objective is to populate the company with competence. Learning objectives: 1. Management is the ‘strategic constraint ‘of any ambitious company. 2. Growth is not sustainable if experienced management cannot rely on a pool of emerging talent within the organization. 3. Incremental improvement is an opportunity to identify, incubate and develop the next generation on management. Likely questions: 1. Do we have to develop everybody in the organization? 2. What about the personalities that clash when pushed to excel – will create a negative competitive atmosphere? 3. How do you motivate those who just don't want to learn, be challenged or even speak up in a meeting? |
Ambition in Business requires an injection of healthy new thinking, a challenge to common practice. • Growth is based on creating Significant Differentiators in the Market place. • Differentiation means addressing a market need in a way that no significant competitor can. • Operations must achieve new levels of performance to support the emerging market offers. • By definition – this requires Management challenging their existing business beliefs and practices. Embarking on a Growth Strategy will stretch the current Management to the limit. With increasing implementation success, Management quickly becomes the organization's ‘strategic Constraint'. The Organization will simply run out of Management Capacity. This question will constantly repeat itself: ' If you want to Grow, Who is on your Team?' An interesting dilemma emerges due to the new demands placed on the Company: A: Sustainable Profitable Growth B: Quantum levels of improvement D: Focusing on Major Constraining Activities/ Resources only. C: Ensure Corporate Stability D': Focus on Incremental Improvement. Management is the Ultimate Constraint of a Business. Management Resource must be developed throughout the organization. The Direction of the Solution lies in achieving Quantum Improvement with the Experienced Management. However, equal and parallel effort must be taken to develop the next generation, small incremental improvement is the opportunity to nurture, incubate and provide opportunity for the next generation to develop technical and teaming skills plus the confidence that improvement is always possible and managing change is the path to success. Companies that exhibit sustainable growth, also have a passion to develop and grow Managers as a core strategy…constantly placing challenges and demands on Managers. This becomes a type of natural selection, a process by which Managers push each other to achieve higher levels of skill. Much the same as Olympians push each other to the highest level of performance. Examples include: General Electric Company, Sony Corporation etc. known as a place of people development as much as delivery of goods and service. These giants have pools of emerging talent that can be unleashed on new opportunities. Developing this type of organization requires a mindset change: primarily thinking of the organization as 'Leadership Factory' producing Leaders and Managers, an environment where goods and service are second. Develop people and results will follow: the objective is to populate the company with competence. Leaning Objectives: 1. Management is the ‘Strategic Constraint ‘of any ambitious Company. 2. Growth is not sustainable if experience Management cannot rely on a pool of emerging talent within the organization. 3. Incremental improvement is an opportunity to identify, incubate and develop the next generation on management. Likely Questions: 1. Do we have to develop everybody in the organization? 2. What about the personalities that clash when pushed to excel – will create a negative competitive atmosphere? 3. How do you motivate those how just don't want to learn, be challenges or even speak up in a meeting? 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 73 |
Conference Proceedings |
Ujigawa, Koichi |
Velocity-based buffer management (VBBM): A new buffer management practice to maximize the flow of the system in complex (as defined by the Cynefin Framework) environments |
2013 |
Bad Nauheim, Germany |
Critical chain project management (CCPM) has provided significant contributions to the success of projects in various project environments. However, there are still large gaps between the current reality and our ambition in 'complex' environments such as software development for new products and major upgrades. Therefore, from the standing on the shoulders of giants (SOSG) process, a new buffer management practice, 'Velocity-based buffer management' (VBBM), was developed to fill in the gaps. Through this presentation, my experimental knowledge for performing VBBM are shared with you. If you find anything you agree with the following, I encourage you to participate in this presentation, and please help me to improve this knowledge together. Let's get on the shoulders of CCPM! 1. You believe in the power of CCPM and are interested in the agile method as well. 2. In your environment, you can determine 'what should be done' relatively easily. However, estimating 'how long' is extremely difficult. 3. Sometimes, your / your client's projects become 'foggy', when they are brand new or major upgrade projects. 4. You have some projects that are out of the pipeline. In other words, there are some projects that are managed with other measurement, instead of buffer status. 5. You want to manage your projects, more intuitively based on CCPM. 6. You believe that there is more room, for maximizing the flow of your system yet. |
If condition permits, we can obtain significant results sooner by using VBBM, because, it is a very simple and practical method. At this time, therefore, I would like to share my experimental knowledge for performing VBBM with the audiences, so that they may successfully implement it in their projects. In this presentation, the whole process for each phase such as full-kitting, project planning and project execution will be covered in detail. In the right environments for VBBM, the scope of the project needs to be negotiable or flexible. I will also present another option which I will refer to as the 'scope buffer', to be used when it is not possible or desirable to precisely define the complete scope of a project, before project execution starts. In order to bring TOC to the main way, one of the biggest challenges is to make TOC become another level by significant results even in so-called 'complex' environments. Therefore, I will share my thoughts (see below) from another perspective to challenge this with VBBM. - Buffer management in complex environments. How do we manage projects intuitively and simply with buffer management in the complex environment? - Locating VBBM in the Cynefin Framework. VBBM is mapped to Probe, Sense, and Respond in the complex domain. As redefined in this presentation, the target environments of VBBM, i.e. the enormity of unaffected area for CCPM, falls in the complex domain. The nature of the environments under which some types of projects are planned and executed, is becoming increasingly complex with time. This creates a challenge for the current methods and tools to remain relevant and effective over time. In order to maintain relevance in the face of increasing complexity, there is a corresponding need to pursue the inherent simplicity that is hidden by the complexity. According to Eli, 'The more complex the problem is, the more simple the solution has to be'. In order to make VBBM useful in the complex environment, and thus to make VBBM be contributory to bring TOC closer to the main way, we must have continuous improvement to keep it simple. Therefore, the feedback of the TOC community is critical to the POOGI process. 3 learning objectives: - Realizing one of the biggest challenges for our ambition -- making TOC the main way. - Getting on the shoulder of CCPM. - Having enough knowledge to implement VBBM immediately. 3 questions: - What is the appropriate iteration term? - How to utilize VBBM in other environments than software development? - In terms of mechanism of buffer management, what is the uniqueness of VBBM compared to the other TOC applications, e.g. conventional CCPM or DBR? 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 74 |
Conference Proceedings |
|
Velocity-based buffer management (VBBM): A new buffer management practice to maximize the flow of the system in complex (as defined by the Cynefin Framework) environments |
2013 |
Bad Nauheim, Germany |
Critical chain project management (CCPM) has provided significant contributions to the success of projects in various project environments. However, there are still large gaps between the current reality and our ambition in 'complex' environments such as software development for new products and major upgrades. Therefore, from the standing on the shoulders of giants (SOSG) process, a new buffer management practice, 'Velocity-based buffer management' (VBBM), was developed to fill in the gaps. Through this presentation, my experimental knowledge for performing VBBM are shared with you. If you find anything you agree with the following, I encourage you to participate in this presentation, and please help me to improve this knowledge together. Let's get on the shoulders of CCPM! 1. You believe in the power of CCPM and are interested in the agile method as well. 2. In your environment, you can determine 'what should be done' relatively easily. However, estimating 'how long' is extremely difficult. 3. Sometimes, your / your client's projects become 'foggy', when they are brand new or major upgrade projects. 4. You have some projects that are out of the pipeline. In other words, there are some projects that are managed with other measurement, instead of buffer status. 5. You want to manage your projects, more intuitively based on CCPM. 6. You believe that there is more room, for maximizing the flow of your system yet. |
If condition permits, we can obtain significant results sooner by using VBBM, because, it is a very simple and practical method. At this time, therefore, I would like to share my experimental knowledge for performing VBBM with the audiences, so that they may successfully implement it in their projects. In this presentation, the whole process for each phase such as full-kitting, project planning and project execution will be covered in detail. In the right environments for VBBM, the scope of the project needs to be negotiable or flexible. I will also present another option which I will refer to as the 'scope buffer', to be used when it is not possible or desirable to precisely define the complete scope of a project, before project execution starts. In order to bring TOC to the main way, one of the biggest challenges is to make TOC become another level by significant results even in so-called 'complex' environments. Therefore, I will share my thoughts (see below) from another perspective to challenge this with VBBM. - Buffer management in complex environments. How do we manage projects intuitively and simply with buffer management in the complex environment? - Locating VBBM in the Cynefin Framework. VBBM is mapped to Probe, Sense, and Respond in the complex domain. As redefined in this presentation, the target environments of VBBM, i.e. the enormity of unaffected area for CCPM, falls in the complex domain. The nature of the environments under which some types of projects are planned and executed, is becoming increasingly complex with time. This creates a challenge for the current methods and tools to remain relevant and effective over time. In order to maintain relevance in the face of increasing complexity, there is a corresponding need to pursue the inherent simplicity that is hidden by the complexity. According to Eli, 'The more complex the problem is, the more simple the solution has to be'. In order to make VBBM useful in the complex environment, and thus to make VBBM be contributory to bring TOC closer to the main way, we must have continuous improvement to keep it simple. Therefore, the feedback of the TOC community is critical to the POOGI process. 3 learning objectives: - Realizing one of the biggest challenges for our ambition -- making TOC the main way. - Getting on the shoulder of CCPM. - Having enough knowledge to implement VBBM immediately. 3 questions: - What is the appropriate iteration term? - How to utilize VBBM in other environments than software development? - In terms of mechanism of buffer management, what is the uniqueness of VBBM compared to the other TOC applications, e.g. conventional CCPM or DBR? 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 75 |
Conference Proceedings |
Updegrove, David |
Unlocking the secrets of critical chain success and sustainability |
2013 |
Bad Nauheim, Germany |
It is empirically clear that many critical chain (and other TOC) implementations fail either from the beginning or after a period of time as short as one or two years. This includes some implementations that were initially extremely effective, published successes. The purpose of this workshop is to provide insights into how to avoid this outcome and greatly enhance the chances of not only success, but long-term sustainability with ever-increasing results. Areas of focus include crucial preparatory steps that are not well documented in the existing literature, the hidden power of the projects company S&T tree (even for functional implementations), and the way to spread true cultural change through the implementing organization. Finally, three simple questions are proposed for each implementation step that create a world of difference for the prospects of phenomenal success and sustainability of the critical chain implementation. For those who might now specialize in critical chain, much of the material is also applicable to all TOC implementations and strategy and tactics (S&T) trees. |
At the 2012 TOCICO International Conference in Chicago, Dr. Ajai Kapoor made the remarkable statement that in his experience, the average Critical Chain implementation had a half-life of 2 years. This statement not only rings true, but Dr. Kapoor may have in fact been generous. This is disturbing in light of the fact that most of us want to help realize Eli Goldratt's vision of making TOC the main way of business around the world. It is empirically clear that many Critical Chain (and other TOC) implementations fail either from the beginning or after a period of time as short as one or two years. This includes some implementations that were initially extremely effective, published successes. Multi-year successes with increasing efficacy do exist, but are extremely rare. The proposed workshop suggests that it is possible to reverse this situation. The remedy for avoiding failure and enhancing the probability of success lies in issues of preparation and implementation structure which is not well addressed in existing CCPM literature. It is contended that the best Critical Chain implementations have been a mixture of luck and good intuition on the part of implementers and executives. But luck and intuition cannot, and in fact are not the solution for making effective, long-term sustainable implementations the norm rather than the exception. One crucial common error is launching into Critical Chain planning and buffering too early in the implementation. The material presented will detail the necessary preparatory steps and cultural changes in the organization that should occur first. Done correctly, the cultural changes are not as difficult as often feared. In addition, it is proposed that the Projects Company S&T tree contains the secrets for success. The S&T tree is often ignored or avoided as a 'Viable Vision tool,' when in fact the detail in 3.11.1 and below is applicable to every implementation, whether it be a Viable Vision or simply functional. Even if the S&T tree is used, there can be a tendency to 'brush over' seemingly innocuous entities which are in fact essential to success. In many cases, the answer is hiding in plain sight. Finally, by answering three simple questions about each implementation step, the S&T tree can be turned from a seemingly academic record of guidelines and suggestions into a living, vital instrument for action and real implementation success. These questions, while simple, are in fact capable of being a driving force to ensure success. The relevant questions are: 1) Was the step implemented correctly? 2) Were the expected results of the step fully realized? 3) Did any UDEs appear as a result of taking this step? 4) What mechanism(s) have been put in place to ensure compliance with the step over time? This workshop focuses on Critical Chain as an application of TOC, but in fact it is relevant to all applications and all S&T trees. It is expected that the workshop will deliver practical, immediately actionable information that can bring real results for implementers and organizations, even to the point of being a significant factor in helping to make TOC the main way of doing business. 1 hour 4 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 76 |
Conference Proceedings |
|
Unlocking the secrets of critical chain success and sustainability |
2013 |
Bad Nauheim, Germany |
It is empirically clear that many critical chain (and other TOC) implementations fail either from the beginning or after a period of time as short as one or two years. This includes some implementations that were initially extremely effective, published successes. The purpose of this workshop is to provide insights into how to avoid this outcome and greatly enhance the chances of not only success, but long-term sustainability with ever-increasing results. Areas of focus include crucial preparatory steps that are not well documented in the existing literature, the hidden power of the projects company S&T tree (even for functional implementations), and the way to spread true cultural change through the implementing organization. Finally, three simple questions are proposed for each implementation step that create a world of difference for the prospects of phenomenal success and sustainability of the critical chain implementation. For those who might now specialize in critical chain, much of the material is also applicable to all TOC implementations and strategy and tactics (S&T) trees. |
At the 2012 TOCICO International Conference in Chicago, Dr. Ajai Kapoor made the remarkable statement that in his experience, the average Critical Chain implementation had a half-life of 2 years. This statement not only rings true, but Dr. Kapoor may have in fact been generous. This is disturbing in light of the fact that most of us want to help realize Eli Goldratt's vision of making TOC the main way of business around the world. It is empirically clear that many Critical Chain (and other TOC) implementations fail either from the beginning or after a period of time as short as one or two years. This includes some implementations that were initially extremely effective, published successes. Multi-year successes with increasing efficacy do exist, but are extremely rare. The proposed workshop suggests that it is possible to reverse this situation. The remedy for avoiding failure and enhancing the probability of success lies in issues of preparation and implementation structure which is not well addressed in existing CCPM literature. It is contended that the best Critical Chain implementations have been a mixture of luck and good intuition on the part of implementers and executives. But luck and intuition cannot, and in fact are not the solution for making effective, long-term sustainable implementations the norm rather than the exception. One crucial common error is launching into Critical Chain planning and buffering too early in the implementation. The material presented will detail the necessary preparatory steps and cultural changes in the organization that should occur first. Done correctly, the cultural changes are not as difficult as often feared. In addition, it is proposed that the Projects Company S&T tree contains the secrets for success. The S&T tree is often ignored or avoided as a 'Viable Vision tool,' when in fact the detail in 3.11.1 and below is applicable to every implementation, whether it be a Viable Vision or simply functional. Even if the S&T tree is used, there can be a tendency to 'brush over' seemingly innocuous entities which are in fact essential to success. In many cases, the answer is hiding in plain sight. Finally, by answering three simple questions about each implementation step, the S&T tree can be turned from a seemingly academic record of guidelines and suggestions into a living, vital instrument for action and real implementation success. These questions, while simple, are in fact capable of being a driving force to ensure success. The relevant questions are: 1) Was the step implemented correctly? 2) Were the expected results of the step fully realized? 3) Did any UDEs appear as a result of taking this step? 4) What mechanism(s) have been put in place to ensure compliance with the step over time? This workshop focuses on Critical Chain as an application of TOC, but in fact it is relevant to all applications and all S&T trees. It is expected that the workshop will deliver practical, immediately actionable information that can bring real results for implementers and organizations, even to the point of being a significant factor in helping to make TOC the main way of doing business. 1 hour 4 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 77 |
Online Multimedia |
Ferguson, Lisa Anne |
Lessons learned on writing transformational strategy and tactics trees |
2012 |
|
The transformational strategy and tactic tree (TSTT) is the key enabler for an organization to achieve its goal or high level strategy. The TSTT effectively synchronizes all the important actions/tactics needed at all levels of the organization to achieve win-win-win collaboration based on the logic presented in the TSTT implementation plan. In this webinar, Dr. Ferguson will share lessons learned from teaching others how to write TSTT's for the past four years. After that, the webinar will be open for discussion and questions. |
51 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 78 |
Online Multimedia |
|
Lessons learned on writing transformational strategy and tactics trees |
2012 |
|
The transformational strategy and tactic tree (TSTT) is the key enabler for an organization to achieve its goal or high level strategy. The TSTT effectively synchronizes all the important actions/tactics needed at all levels of the organization to achieve win-win-win collaboration based on the logic presented in the TSTT implementation plan. In this webinar, Dr. Ferguson will share lessons learned from teaching others how to write TSTT's for the past four years. After that, the webinar will be open for discussion and questions. |
51 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 79 |
Online Multimedia |
|
Lessons learned on writing transformational strategy and tactics trees |
2012 |
|
The transformational strategy and tactic tree (TSTT) is the key enabler for an organization to achieve its goal or high level strategy. The TSTT effectively synchronizes all the important actions/tactics needed at all levels of the organization to achieve win-win-win collaboration based on the logic presented in the TSTT implementation plan. In this webinar, Dr. Ferguson will share lessons learned from teaching others how to write TSTT's for the past four years. After that, the webinar will be open for discussion and questions. |
51 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 80 |
Online Multimedia |
Ferguson, Lisa Anne |
Strategy and tactics trees – Ask the expert |
2011 |
|
Dr. Ferguson, the author of the chapter on S&T trees in the Theory of Constraints Handbook will provide a brief overview of S&T trees and then open the webinar to questions. Those unable to attend the live webinar are welcome to send questions to be answered in the webinar (assuming there is enough time) via e-mail to lisa.ferguson@illuminutopia.com. |
30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 81 |
Online Multimedia |
|
Strategy and tactics trees – Ask the expert |
2011 |
|
Dr. Ferguson, the author of the chapter on S&T trees in the Theory of Constraints Handbook will provide a brief overview of S&T trees and then open the webinar to questions. Those unable to attend the live webinar are welcome to send questions to be answered in the webinar (assuming there is enough time) via e-mail to lisa.ferguson@illuminutopia.com. |
30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 82 |
Online Multimedia |
|
Strategy and tactics trees – Ask the expert |
2011 |
|
Dr. Ferguson, the author of the chapter on S&T trees in the Theory of Constraints Handbook will provide a brief overview of S&T trees and then open the webinar to questions. Those unable to attend the live webinar are welcome to send questions to be answered in the webinar (assuming there is enough time) via e-mail to lisa.ferguson@illuminutopia.com. |
30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 83 |
Online Multimedia |
Baptista, Humberto |
Weaving together the thinking processes and the strategy and tactics trees |
2010 |
Aberdeen, WA |
In the past few years strategy and tactic trees (S&Ts) re-emerged as a powerful tool to guide large projects like Viable Vision ones. The cause-and-effect logic is apparent on the S&Ts, but it is not clear how do the S&Ts relate to the thinking processes (TP). This presentation maps the logic and communication used in the TP and the S&Ts to their roots and reconnects these two thinking tools. The presentation will cover where the TP intersect with the S&Ts and where they don't, what are the boundaries and applicability of each and how they should be used in concert. |
About Humberto R. Baptista, Consultant, Vectis Solutions Humberto is a TOC leverager, a TOC Instructor for Goldratt Schools since 2004 and one of the leading experts in TOC Strategy and Tactics. He led translation efforts (TOC Insights, GS material, GWS in CCPM and Viable Vision S&Ts), taught TOC Application Experts in Logistics, Project Management and Sales & Marketing and Project Leaders in many countries. Currently he heads up an experimental TOC firm in Brasil and continues to expand the TOC knowledge in: TOC Principles; Strategy and Tactic Trees, advanced topics of TOC Finance, TOC for NPO (including Government, Health and Education) and techniques for teaching TOC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 84 |
Online Multimedia |
|
Weaving together the thinking processes and the strategy and tactics trees |
2010 |
Aberdeen, WA |
In the past few years strategy and tactic trees (S&Ts) re-emerged as a powerful tool to guide large projects like Viable Vision ones. The cause-and-effect logic is apparent on the S&Ts, but it is not clear how do the S&Ts relate to the thinking processes (TP). This presentation maps the logic and communication used in the TP and the S&Ts to their roots and reconnects these two thinking tools. The presentation will cover where the TP intersect with the S&Ts and where they don't, what are the boundaries and applicability of each and how they should be used in concert. |
About Humberto R. Baptista, Consultant, Vectis Solutions Humberto is a TOC leverager, a TOC Instructor for Goldratt Schools since 2004 and one of the leading experts in TOC Strategy and Tactics. He led translation efforts (TOC Insights, GS material, GWS in CCPM and Viable Vision S&Ts), taught TOC Application Experts in Logistics, Project Management and Sales & Marketing and Project Leaders in many countries. Currently he heads up an experimental TOC firm in Brasil and continues to expand the TOC knowledge in: TOC Principles; Strategy and Tactic Trees, advanced topics of TOC Finance, TOC for NPO (including Government, Health and Education) and techniques for teaching TOC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 85 |
Online Multimedia |
|
Weaving together the thinking processes and the strategy and tactics trees |
2010 |
Aberdeen, WA |
In the past few years strategy and tactic trees (S&Ts) re-emerged as a powerful tool to guide large projects like Viable Vision ones. The cause-and-effect logic is apparent on the S&Ts, but it is not clear how do the S&Ts relate to the thinking processes (TP). This presentation maps the logic and communication used in the TP and the S&Ts to their roots and reconnects these two thinking tools. The presentation will cover where the TP intersect with the S&Ts and where they don't, what are the boundaries and applicability of each and how they should be used in concert. |
About Humberto R. Baptista, Consultant, Vectis Solutions Humberto is a TOC leverager, a TOC Instructor for Goldratt Schools since 2004 and one of the leading experts in TOC Strategy and Tactics. He led translation efforts (TOC Insights, GS material, GWS in CCPM and Viable Vision S&Ts), taught TOC Application Experts in Logistics, Project Management and Sales & Marketing and Project Leaders in many countries. Currently he heads up an experimental TOC firm in Brasil and continues to expand the TOC knowledge in: TOC Principles; Strategy and Tactic Trees, advanced topics of TOC Finance, TOC for NPO (including Government, Health and Education) and techniques for teaching TOC. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 86 |
Online Multimedia |
Ferguson, Lisa Anne |
Understanding more about the standing on the shoulders of giants process |
2012 |
|
One of the last key pieces of knowledge that Dr. Eli Goldratt shared with us was the Standing on the Shoulders of Giants Process. The six steps of the process are explained in this presentation. Part of this explanation includes some history of Dr. Ferguson's time working with Dr. Goldratt on the paper titled 'Standing on the Shoulders of Giants ' (SOSG). For example, Level 1 of the S & T tree contains the strategy is the common objective (A) of the core conflict of the organization or the huge pot of gold: the parallel assumptions (PAs) (include one or more of the following: facts to lead us to conclude what the tactic must be in order to achieve the strategy/goal of the organization; The needs of the organization in the core conflict (B and C); The assumption(s) challenged underlying the core conflict (under B-D, C-D' and/or D-D' arrows); A statement providing hope (leading to the direction of the solution); The tactic is the one statement of the injection that challenges one or more of the assumptions underlying the core conflict or how the organization intends to achieve its strategy/goal; SA(s) is/are commonly about the power of focus (i.e. the constraint). the purpose and level of detail of each level in the S & T tree are provided. The content of the strategy, parallel assumptions, tactics, necessity assumptions and sufficiency assumptions is discussed. This presentation offers several examples of applications of this process in order to facilitate a better understanding of the six steps. Dr. Ferguson explains how to apply the six steps to achieving excellent health of individuals. |
1 hour 17 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 87 |
Online Multimedia |
|
Understanding more about the standing on the shoulders of giants process |
2012 |
|
One of the last key pieces of knowledge that Dr. Eli Goldratt shared with us was the Standing on the Shoulders of Giants Process. The six steps of the process are explained in this presentation. Part of this explanation includes some history of Dr. Ferguson's time working with Dr. Goldratt on the paper titled 'Standing on the Shoulders of Giants ' (SOSG). For example, Level 1 of the S & T tree contains the strategy is the common objective (A) of the core conflict of the organization or the huge pot of gold: the parallel assumptions (PAs) (include one or more of the following: facts to lead us to conclude what the tactic must be in order to achieve the strategy/goal of the organization; The needs of the organization in the core conflict (B and C); The assumption(s) challenged underlying the core conflict (under B-D, C-D' and/or D-D' arrows); A statement providing hope (leading to the direction of the solution); The tactic is the one statement of the injection that challenges one or more of the assumptions underlying the core conflict or how the organization intends to achieve its strategy/goal; SA(s) is/are commonly about the power of focus (i.e. the constraint). the purpose and level of detail of each level in the S & T tree are provided. The content of the strategy, parallel assumptions, tactics, necessity assumptions and sufficiency assumptions is discussed. This presentation offers several examples of applications of this process in order to facilitate a better understanding of the six steps. Dr. Ferguson explains how to apply the six steps to achieving excellent health of individuals. |
1 hour 17 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 88 |
Online Multimedia |
|
Understanding more about the standing on the shoulders of giants process |
2012 |
|
One of the last key pieces of knowledge that Dr. Eli Goldratt shared with us was the Standing on the Shoulders of Giants Process. The six steps of the process are explained in this presentation. Part of this explanation includes some history of Dr. Ferguson's time working with Dr. Goldratt on the paper titled 'Standing on the Shoulders of Giants ' (SOSG). For example, Level 1 of the S & T tree contains the strategy is the common objective (A) of the core conflict of the organization or the huge pot of gold: the parallel assumptions (PAs) (include one or more of the following: facts to lead us to conclude what the tactic must be in order to achieve the strategy/goal of the organization; The needs of the organization in the core conflict (B and C); The assumption(s) challenged underlying the core conflict (under B-D, C-D' and/or D-D' arrows); A statement providing hope (leading to the direction of the solution); The tactic is the one statement of the injection that challenges one or more of the assumptions underlying the core conflict or how the organization intends to achieve its strategy/goal; SA(s) is/are commonly about the power of focus (i.e. the constraint). the purpose and level of detail of each level in the S & T tree are provided. The content of the strategy, parallel assumptions, tactics, necessity assumptions and sufficiency assumptions is discussed. This presentation offers several examples of applications of this process in order to facilitate a better understanding of the six steps. Dr. Ferguson explains how to apply the six steps to achieving excellent health of individuals. |
1 hour 17 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 89 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to operations and production |
2012 |
|
Drum buffer rope (DBR) and buffer management, the TOC application for operations/ production, results in dramatic improvements in the flow of products, orders and/or customers in both manufacturing and service organizations. DBR and buffer management was first described in the best-selling novel, The Goal, which was written by the founder of TOC, Dr. Eliyahu M. Goldratt. Vast experience shows that, in traditionally run plants, DBR and buffer management typically (but not always) leads only to good results and to no negative ramifications: lead time shrinks to less than half, due date performance improves considerably, throughput goes up and excess capacity is revealed. In service organizations, waiting and service times decrease dramatically, quality and customer satisfaction improve and excess capacity is revealed. |
1 hour 2 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 90 |
Online Multimedia |
|
0 to 60: Introduction to operations and production |
2012 |
|
Drum buffer rope (DBR) and buffer management, the TOC application for operations/ production, results in dramatic improvements in the flow of products, orders and/or customers in both manufacturing and service organizations. DBR and buffer management was first described in the best-selling novel, The Goal, which was written by the founder of TOC, Dr. Eliyahu M. Goldratt. Vast experience shows that, in traditionally run plants, DBR and buffer management typically (but not always) leads only to good results and to no negative ramifications: lead time shrinks to less than half, due date performance improves considerably, throughput goes up and excess capacity is revealed. In service organizations, waiting and service times decrease dramatically, quality and customer satisfaction improve and excess capacity is revealed. |
1 hour 2 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 91 |
Online Multimedia |
|
0 to 60: Introduction to operations and production |
2012 |
|
Drum buffer rope (DBR) and buffer management, the TOC application for operations/ production, results in dramatic improvements in the flow of products, orders and/or customers in both manufacturing and service organizations. DBR and buffer management was first described in the best-selling novel, The Goal, which was written by the founder of TOC, Dr. Eliyahu M. Goldratt. Vast experience shows that, in traditionally run plants, DBR and buffer management typically (but not always) leads only to good results and to no negative ramifications: lead time shrinks to less than half, due date performance improves considerably, throughput goes up and excess capacity is revealed. In service organizations, waiting and service times decrease dramatically, quality and customer satisfaction improve and excess capacity is revealed. |
1 hour 2 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 92 |
Online Multimedia |
Ferguson, Lisa Anne |
Strategy and tactics for hospitals |
2010 |
|
We present the generic Strategy and Tactics tree for hospitals for how to implement TOC to improve healthcare quality, provide a more rewarding environment and improve financial performance. Then, we share experiences of implementing TOC in both public and private hospitals. |
1 hour 21 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 93 |
Online Multimedia |
van Gelder, Antoine |
Strategy and tactics for hospitals |
2010 |
|
We present the generic Strategy and Tactics tree for hospitals for how to implement TOC to improve healthcare quality, provide a more rewarding environment and improve financial performance. Then, we share experiences of implementing TOC in both public and private hospitals. |
1 hour 21 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 94 |
Online Multimedia |
|
Strategy and tactics for hospitals |
2010 |
|
We present the generic Strategy and Tactics tree for hospitals for how to implement TOC to improve healthcare quality, provide a more rewarding environment and improve financial performance. Then, we share experiences of implementing TOC in both public and private hospitals. |
1 hour 21 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 95 |
Online Multimedia |
|
Strategy and tactics for hospitals |
2010 |
|
We present the generic Strategy and Tactics tree for hospitals for how to implement TOC to improve healthcare quality, provide a more rewarding environment and improve financial performance. Then, we share experiences of implementing TOC in both public and private hospitals. |
1 hour 21 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 96 |
Online Multimedia |
Huitti, Petri |
Running focused supply chain Improvement with TOC & lean |
2011 |
|
The webinar provides a simple improvement approach and examples of how to apply TOC and lean principles with the selected value stream especially in the business-to-business ( B2B) environment. Can this be done e.g. with an important customer dissatisfied for delivery performance and with risk of losing sales or with a critical supplier causing disturbances to production. Suitable e.g. for doing a small scale SCM improvement in an organization where TOC is not known or as a showcase, a starter or part of a wider improvement. The idea is to select the most business critical value stream where benefits are substantially bigger than the effort or cost of improvement and involve people running the process in the improvement. When used to improve certain value streams through the company, from sales to purchasing, can reveal more generic issues causing disturbances to flow (on which to focus later on). Under scope can be order-delivery process, and where relevant, also demand supply planning. |
56 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 97 |
Online Multimedia |
|
Running focused supply chain Improvement with TOC & lean |
2011 |
|
The webinar provides a simple improvement approach and examples of how to apply TOC and lean principles with the selected value stream especially in the business-to-business ( B2B) environment. Can this be done e.g. with an important customer dissatisfied for delivery performance and with risk of losing sales or with a critical supplier causing disturbances to production. Suitable e.g. for doing a small scale SCM improvement in an organization where TOC is not known or as a showcase, a starter or part of a wider improvement. The idea is to select the most business critical value stream where benefits are substantially bigger than the effort or cost of improvement and involve people running the process in the improvement. When used to improve certain value streams through the company, from sales to purchasing, can reveal more generic issues causing disturbances to flow (on which to focus later on). Under scope can be order-delivery process, and where relevant, also demand supply planning. |
56 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 98 |
Online Multimedia |
|
Running focused supply chain Improvement with TOC & lean |
2011 |
|
The webinar provides a simple improvement approach and examples of how to apply TOC and lean principles with the selected value stream especially in the business-to-business ( B2B) environment. Can this be done e.g. with an important customer dissatisfied for delivery performance and with risk of losing sales or with a critical supplier causing disturbances to production. Suitable e.g. for doing a small scale SCM improvement in an organization where TOC is not known or as a showcase, a starter or part of a wider improvement. The idea is to select the most business critical value stream where benefits are substantially bigger than the effort or cost of improvement and involve people running the process in the improvement. When used to improve certain value streams through the company, from sales to purchasing, can reveal more generic issues causing disturbances to flow (on which to focus later on). Under scope can be order-delivery process, and where relevant, also demand supply planning. |
56 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 99 |
Online Multimedia |
Hutchin, Ted |
Making choices using clouds |
2011 |
|
Managers manage and leaders lead, but in both cases they have to make choices! But how do we make choices? What are the assumptions that lie behind every choice, even when we feel we have no choice? Can we articulate the choices facing us? Can we properly define the choices, understand them, and surface the assumptions that inform our choice making? Here lies a whole series of questions, and then, having made the choice we are faced with even more. This time the 'choices' we need to make are between competing decisions. Every choice we make usually mandates a series of decisions, and for every set of decisions there is always at least two options, two competing avenues that appear to take us toward the goal set by the choice already made – but how to make those choices? And then what about those decisions that although necessary to take us towards the goal, based on the choice made, create for us enormous problems and thus we are facing a conflict of subordination. And then, what happens when our dominant paradigm is one that although we are clear about the choice made, even clear about the decisions we have to take, consider that the change that the decision we are about to take so jeopardizes one of our dominant paradigms that we cannot take the decision thus cannot achieve the outcome of that decision, thus cannot deliver according to the choice made – we are locked into a paradigm and can, and often does, paralyses our progress towards our goal in life. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 100 |
Online Multimedia |
|
Making choices using clouds |
2011 |
|
Managers manage and leaders lead, but in both cases they have to make choices! But how do we make choices? What are the assumptions that lie behind every choice, even when we feel we have no choice? Can we articulate the choices facing us? Can we properly define the choices, understand them, and surface the assumptions that inform our choice making? Here lies a whole series of questions, and then, having made the choice we are faced with even more. This time the 'choices' we need to make are between competing decisions. Every choice we make usually mandates a series of decisions, and for every set of decisions there is always at least two options, two competing avenues that appear to take us toward the goal set by the choice already made – but how to make those choices? And then what about those decisions that although necessary to take us towards the goal, based on the choice made, create for us enormous problems and thus we are facing a conflict of subordination. And then, what happens when our dominant paradigm is one that although we are clear about the choice made, even clear about the decisions we have to take, consider that the change that the decision we are about to take so jeopardizes one of our dominant paradigms that we cannot take the decision thus cannot achieve the outcome of that decision, thus cannot deliver according to the choice made – we are locked into a paradigm and can, and often does, paralyses our progress towards our goal in life. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 101 |
Online Multimedia |
|
Making choices using clouds |
2011 |
|
Managers manage and leaders lead, but in both cases they have to make choices! But how do we make choices? What are the assumptions that lie behind every choice, even when we feel we have no choice? Can we articulate the choices facing us? Can we properly define the choices, understand them, and surface the assumptions that inform our choice making? Here lies a whole series of questions, and then, having made the choice we are faced with even more. This time the 'choices' we need to make are between competing decisions. Every choice we make usually mandates a series of decisions, and for every set of decisions there is always at least two options, two competing avenues that appear to take us toward the goal set by the choice already made – but how to make those choices? And then what about those decisions that although necessary to take us towards the goal, based on the choice made, create for us enormous problems and thus we are facing a conflict of subordination. And then, what happens when our dominant paradigm is one that although we are clear about the choice made, even clear about the decisions we have to take, consider that the change that the decision we are about to take so jeopardizes one of our dominant paradigms that we cannot take the decision thus cannot achieve the outcome of that decision, thus cannot deliver according to the choice made – we are locked into a paradigm and can, and often does, paralyses our progress towards our goal in life. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 102 |
Online Multimedia |
Hutchin, Ted |
CCPM – Coaching dimension insights |
2011 |
|
Critical chain project management (CCPM), from the earliest beginnings to one of the major shifts in project management over the last forty years, represents a paradigm shift in project management and one that is still being explored. CCPM is not just about managing projects or about managing programmes. CCPM is a business methodology that challenges the way you do business, the way you manage people, the way you engage with clients and suppliers – it is a systemic way of managing in the project environment if not THE way to manage! There are software systems, training systems, implementation systems all designed to help you implement and manage according to CCPM principles BUT despite all the success that has been achieved there are still three areas to be addressed: 1. The people dimension. a. This is about developing internal people to maintain and sustain the progress – always challenging the status quo, never satisfied with 'now' and looking to what must be done tomorrow, this is a leadership role rather than a management one. We have too many managers and not enough leaders. Leaders are people who can inspire, who can encourage, who can help to draw out of those around hidden potential, leadership is a necessary condition for any organization and that includes project driven ones. b. It is also about managing the change process – this is where coaching comes in – working with each individual, sitting alongside, helping them to overcome the barriers they perceive will prevent them from moving forward. This is about helping those involved to see just how the changes will affect them, and allow them to be what they wanted to be in the first place – good project managers, good resource managers, good engineers and so on. This is about releasing the potential within each person and using that potential to gain significant economic advantage and secure jobs into the future. 2. The metric dimension. a. It is an old cliché but if the measures don't change neither will much else – and still many people even within successful CCPM organizations have not thought through the metric changes required. So a short part about the importance of changing the metrics for any chance of a successful implementation, 3. Sustaining the progress. a. The technology does not sustain progress, people do, so invest in the people, recruit the best when needed, train them, coach them, allow them to make mistakes, and above all train and coach them to make really informed choices. |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 103 |
Online Multimedia |
|
CCPM – Coaching dimension insights |
2011 |
|
Critical chain project management (CCPM), from the earliest beginnings to one of the major shifts in project management over the last forty years, represents a paradigm shift in project management and one that is still being explored. CCPM is not just about managing projects or about managing programmes. CCPM is a business methodology that challenges the way you do business, the way you manage people, the way you engage with clients and suppliers – it is a systemic way of managing in the project environment if not THE way to manage! There are software systems, training systems, implementation systems all designed to help you implement and manage according to CCPM principles BUT despite all the success that has been achieved there are still three areas to be addressed: 1. The people dimension. a. This is about developing internal people to maintain and sustain the progress – always challenging the status quo, never satisfied with 'now' and looking to what must be done tomorrow, this is a leadership role rather than a management one. We have too many managers and not enough leaders. Leaders are people who can inspire, who can encourage, who can help to draw out of those around hidden potential, leadership is a necessary condition for any organization and that includes project driven ones. b. It is also about managing the change process – this is where coaching comes in – working with each individual, sitting alongside, helping them to overcome the barriers they perceive will prevent them from moving forward. This is about helping those involved to see just how the changes will affect them, and allow them to be what they wanted to be in the first place – good project managers, good resource managers, good engineers and so on. This is about releasing the potential within each person and using that potential to gain significant economic advantage and secure jobs into the future. 2. The metric dimension. a. It is an old cliché but if the measures don't change neither will much else – and still many people even within successful CCPM organizations have not thought through the metric changes required. So a short part about the importance of changing the metrics for any chance of a successful implementation, 3. Sustaining the progress. a. The technology does not sustain progress, people do, so invest in the people, recruit the best when needed, train them, coach them, allow them to make mistakes, and above all train and coach them to make really informed choices. |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 104 |
Online Multimedia |
|
CCPM – Coaching dimension insights |
2011 |
|
Critical chain project management (CCPM), from the earliest beginnings to one of the major shifts in project management over the last forty years, represents a paradigm shift in project management and one that is still being explored. CCPM is not just about managing projects or about managing programmes. CCPM is a business methodology that challenges the way you do business, the way you manage people, the way you engage with clients and suppliers – it is a systemic way of managing in the project environment if not THE way to manage! There are software systems, training systems, implementation systems all designed to help you implement and manage according to CCPM principles BUT despite all the success that has been achieved there are still three areas to be addressed: 1. The people dimension. a. This is about developing internal people to maintain and sustain the progress – always challenging the status quo, never satisfied with 'now' and looking to what must be done tomorrow, this is a leadership role rather than a management one. We have too many managers and not enough leaders. Leaders are people who can inspire, who can encourage, who can help to draw out of those around hidden potential, leadership is a necessary condition for any organization and that includes project driven ones. b. It is also about managing the change process – this is where coaching comes in – working with each individual, sitting alongside, helping them to overcome the barriers they perceive will prevent them from moving forward. This is about helping those involved to see just how the changes will affect them, and allow them to be what they wanted to be in the first place – good project managers, good resource managers, good engineers and so on. This is about releasing the potential within each person and using that potential to gain significant economic advantage and secure jobs into the future. 2. The metric dimension. a. It is an old cliché but if the measures don't change neither will much else – and still many people even within successful CCPM organizations have not thought through the metric changes required. So a short part about the importance of changing the metrics for any chance of a successful implementation, 3. Sustaining the progress. a. The technology does not sustain progress, people do, so invest in the people, recruit the best when needed, train them, coach them, allow them to make mistakes, and above all train and coach them to make really informed choices. |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 105 |
Online Multimedia |
Lang, Lisa |
Mafia offers: Ask the expert |
2011 |
|
Chapter 22 of the Theory of Constraints Handbook is Mafia Offers: Dealing with a Market Constraint. One should read this chapter to determine what a Mafia offer is, the content, and various Mafia offer types prior to viewing this presentation. During this Q&A webinar with Dr Lisa you can ask questions about the chapter or about Mafia offers in general. This is a rare opportunity to ask the expert about YOUR Mafia offer or implementation challenges! |
1 hour 24 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 106 |
Online Multimedia |
|
Mafia offers: Ask the expert |
2011 |
|
Chapter 22 of the Theory of Constraints Handbook is Mafia Offers: Dealing with a Market Constraint. One should read this chapter to determine what a Mafia offer is, the content, and various Mafia offer types prior to viewing this presentation. During this Q&A webinar with Dr Lisa you can ask questions about the chapter or about Mafia offers in general. This is a rare opportunity to ask the expert about YOUR Mafia offer or implementation challenges! |
1 hour 24 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 107 |
Online Multimedia |
|
Mafia offers: Ask the expert |
2011 |
|
Chapter 22 of the Theory of Constraints Handbook is Mafia Offers: Dealing with a Market Constraint. One should read this chapter to determine what a Mafia offer is, the content, and various Mafia offer types prior to viewing this presentation. During this Q&A webinar with Dr Lisa you can ask questions about the chapter or about Mafia offers in general. This is a rare opportunity to ask the expert about YOUR Mafia offer or implementation challenges! |
1 hour 24 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 108 |
Online Multimedia |
Lang, Lisa |
Dr. Lisas mafia offers: Q & A session |
2011 |
|
Create a market offer so good, your customers can't refuse it and your competition can't or won't offer the same – that's a ‘Mafia offer'! A 'Mafia offer' sounds like something out of a movie, not something that could actually allow you to increase and control your sales. It turns out that Mafia offers are possible for the majority of companies. The reason that most companies don't know that they have one or know what it is, is because they just don't know how to develop them. If you read Dr. Goldratt's book It's Not Luck or one of the other Theory of Constraints (TOC) books, you read about how we use cause-and-effect logic (also called Theory of Constraints Thinking Processes) about your customers, your industry, and about your company to create the offer. You also know that it's not easy to do. Join this Q&A webinar to ask Dr. Lisa questions on how to develop Mafia offers. This is a Q&A session only...no presentation will be provided, so come prepared with your questions! Please read Chapter 22 of the TOC Handbook to help prepare for this webinar. |
|
https://www.tocico.org/page/2011OnlineMultimedia |
| 109 |
Online Multimedia |
|
Dr. Lisas mafia offers: Q & A session |
2011 |
|
Create a market offer so good, your customers can't refuse it and your competition can't or won't offer the same – that's a ‘Mafia offer'! A 'Mafia offer' sounds like something out of a movie, not something that could actually allow you to increase and control your sales. It turns out that Mafia offers are possible for the majority of companies. The reason that most companies don't know that they have one or know what it is, is because they just don't know how to develop them. If you read Dr. Goldratt's book It's Not Luck or one of the other Theory of Constraints (TOC) books, you read about how we use cause-and-effect logic (also called Theory of Constraints Thinking Processes) about your customers, your industry, and about your company to create the offer. You also know that it's not easy to do. Join this Q&A webinar to ask Dr. Lisa questions on how to develop Mafia offers. This is a Q&A session only...no presentation will be provided, so come prepared with your questions! Please read Chapter 22 of the TOC Handbook to help prepare for this webinar. |
|
https://www.tocico.org/page/2011OnlineMultimedia |
| 110 |
Online Multimedia |
|
Dr. Lisas mafia offers: Q & A session |
2011 |
|
Create a market offer so good, your customers can't refuse it and your competition can't or won't offer the same – that's a ‘Mafia offer'! A 'Mafia offer' sounds like something out of a movie, not something that could actually allow you to increase and control your sales. It turns out that Mafia offers are possible for the majority of companies. The reason that most companies don't know that they have one or know what it is, is because they just don't know how to develop them. If you read Dr. Goldratt's book It's Not Luck or one of the other Theory of Constraints (TOC) books, you read about how we use cause-and-effect logic (also called Theory of Constraints Thinking Processes) about your customers, your industry, and about your company to create the offer. You also know that it's not easy to do. Join this Q&A webinar to ask Dr. Lisa questions on how to develop Mafia offers. This is a Q&A session only...no presentation will be provided, so come prepared with your questions! Please read Chapter 22 of the TOC Handbook to help prepare for this webinar. |
|
https://www.tocico.org/page/2011OnlineMultimedia |
| 111 |
Online Multimedia |
Moura, Eduardo |
The need to integrate TOC, lean, six sigma and management by processes |
2010 |
|
In this presentation, the authors show the need and advantages of integrating TOC (Theory of Constraints), Lean Production System, Six Sigma and BMP (Business Management by Processes) into a coherent system for organizational development and improved business performance. Besides the unique contributions that each one of those methodologies provide, there is a synergistic effect between them that are not currently recognized and exploited in most organizations around the world. The vast majority of consulting companies typically specialize and offer just one of those methodologies, but their client companies do have a need to reap the benefits of a holistic approach, in order to continuously improve their competitiveness. The authors also emphasize the importance of creating an organizational environment where the know-how provided by those four methodologies are built upon a philosophical base (the know-why established by the core values, mission and long-term vision), with the improvement efforts oriented around a few critical aspects of the business system (the know-what summarized in the National Quality Award criteria). Guidance is also provided about how to start the practical implementation of the proposed approach, and a case study is presented. |
59 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 112 |
Online Multimedia |
|
The need to integrate TOC, lean, six sigma and management by processes |
2010 |
|
In this presentation, the authors show the need and advantages of integrating TOC (Theory of Constraints), Lean Production System, Six Sigma and BMP (Business Management by Processes) into a coherent system for organizational development and improved business performance. Besides the unique contributions that each one of those methodologies provide, there is a synergistic effect between them that are not currently recognized and exploited in most organizations around the world. The vast majority of consulting companies typically specialize and offer just one of those methodologies, but their client companies do have a need to reap the benefits of a holistic approach, in order to continuously improve their competitiveness. The authors also emphasize the importance of creating an organizational environment where the know-how provided by those four methodologies are built upon a philosophical base (the know-why established by the core values, mission and long-term vision), with the improvement efforts oriented around a few critical aspects of the business system (the know-what summarized in the National Quality Award criteria). Guidance is also provided about how to start the practical implementation of the proposed approach, and a case study is presented. |
59 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 113 |
Online Multimedia |
|
The need to integrate TOC, lean, six sigma and management by processes |
2010 |
|
In this presentation, the authors show the need and advantages of integrating TOC (Theory of Constraints), Lean Production System, Six Sigma and BMP (Business Management by Processes) into a coherent system for organizational development and improved business performance. Besides the unique contributions that each one of those methodologies provide, there is a synergistic effect between them that are not currently recognized and exploited in most organizations around the world. The vast majority of consulting companies typically specialize and offer just one of those methodologies, but their client companies do have a need to reap the benefits of a holistic approach, in order to continuously improve their competitiveness. The authors also emphasize the importance of creating an organizational environment where the know-how provided by those four methodologies are built upon a philosophical base (the know-why established by the core values, mission and long-term vision), with the improvement efforts oriented around a few critical aspects of the business system (the know-what summarized in the National Quality Award criteria). Guidance is also provided about how to start the practical implementation of the proposed approach, and a case study is presented. |
59 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 114 |
Online Multimedia |
Roberts, Debi |
Educational research investigating any impact TOC may have on emotional literacy highlights that TOC can be effective in reducing stress and increasing levels of concentration |
2011 |
|
Robert's research considered whether TOC in combination with a story could enhance the emotional literacy of ten year olds. Her webinar shares details of that research and the implications for education and business including; 1. What you NEED TO KNOW about group emotional literacy. 2. That you NEED TO KNOW about the levels of stress all children endure as part of their daily experience of school and how TOC can reduce that stress. 3. How TOC can be effectively taught to youth to impact BOTH their social and learning skills, supporting students engage, achieve and flourish both now and in the future. |
40 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 115 |
Online Multimedia |
|
Educational research investigating any impact TOC may have on emotional literacy highlights that TOC can be effective in reducing stress and increasing levels of concentration |
2011 |
|
Robert's research considered whether TOC in combination with a story could enhance the emotional literacy of ten year olds. Her webinar shares details of that research and the implications for education and business including; 1. What you NEED TO KNOW about group emotional literacy. 2. That you NEED TO KNOW about the levels of stress all children endure as part of their daily experience of school and how TOC can reduce that stress. 3. How TOC can be effectively taught to youth to impact BOTH their social and learning skills, supporting students engage, achieve and flourish both now and in the future. |
40 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 116 |
Online Multimedia |
|
Educational research investigating any impact TOC may have on emotional literacy highlights that TOC can be effective in reducing stress and increasing levels of concentration |
2011 |
|
Robert's research considered whether TOC in combination with a story could enhance the emotional literacy of ten year olds. Her webinar shares details of that research and the implications for education and business including; 1. What you NEED TO KNOW about group emotional literacy. 2. That you NEED TO KNOW about the levels of stress all children endure as part of their daily experience of school and how TOC can reduce that stress. 3. How TOC can be effectively taught to youth to impact BOTH their social and learning skills, supporting students engage, achieve and flourish both now and in the future. |
40 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 117 |
Online Multimedia |
Roff-Marsh, Justin |
How to sell through intermediaries (agents, distributors and manufacturers reps) |
2010 |
|
Structuring a relationship with intermediaries is particularly sensitive because tight integration is critical — but, by their very nature, intermediaries need to retain the ability to operate autonomously. Roff-Marsh (developer of Sales Process Engineering) presents — for the very first time — a detailed and practical approach to the structuring of these relationships. He'll provide an acid test for evaluating the viability of intermediary relationships, as well as a detailed plan to deliver a win for the firm, a win for the intermediary and a win for the ultimate customer. |
1 hour 3 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 118 |
Online Multimedia |
|
How to sell through intermediaries (agents, distributors and manufacturers reps) |
2010 |
|
Structuring a relationship with intermediaries is particularly sensitive because tight integration is critical — but, by their very nature, intermediaries need to retain the ability to operate autonomously. Roff-Marsh (developer of Sales Process Engineering) presents — for the very first time — a detailed and practical approach to the structuring of these relationships. He'll provide an acid test for evaluating the viability of intermediary relationships, as well as a detailed plan to deliver a win for the firm, a win for the intermediary and a win for the ultimate customer. |
1 hour 3 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 119 |
Online Multimedia |
|
How to sell through intermediaries (agents, distributors and manufacturers reps) |
2010 |
|
Structuring a relationship with intermediaries is particularly sensitive because tight integration is critical — but, by their very nature, intermediaries need to retain the ability to operate autonomously. Roff-Marsh (developer of Sales Process Engineering) presents — for the very first time — a detailed and practical approach to the structuring of these relationships. He'll provide an acid test for evaluating the viability of intermediary relationships, as well as a detailed plan to deliver a win for the firm, a win for the intermediary and a win for the ultimate customer. |
1 hour 3 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 120 |
Online Multimedia |
Roff-Marsh, Justin |
How to use social media to generate sales opportunities for professional services |
2011 |
|
When Justin Roff-Marsh emigrated to the US to launch a subsidiary of his consulting firm, he under-estimated how difficult it would be to generate sales opportunities in this mature and hyper-competitive market. He quickly discovered that traditional marketing approaches -- even those that work well for his firm's clients -- simply failed to work (these include public relations, house events, trade shows and targeted direct mail campaigns). Fortunately, as a result of a year of frantic experimentation, Justin arrived at a lead-generation formula that is both low-cost and remarkably effective. In this webinar he charts his journey of discovery and details the formula. Although this formula incorporates social media (Justin has transitioned from a skeptic to an reserved evangelist) it does not require the kind of all-in commitment that other evangelists are advocating. Justin describes an approach that involves just the bare essentials (no Facebooking, Tweeting or blogging for the sake of blogging!) As well as describing a do-it-yourself approach and laying bare his own costs and statistics, Justin allocates enough time for a question-and-answer session. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 121 |
Online Multimedia |
|
How to use social media to generate sales opportunities for professional services |
2011 |
|
When Justin Roff-Marsh emigrated to the US to launch a subsidiary of his consulting firm, he under-estimated how difficult it would be to generate sales opportunities in this mature and hyper-competitive market. He quickly discovered that traditional marketing approaches -- even those that work well for his firm's clients -- simply failed to work (these include public relations, house events, trade shows and targeted direct mail campaigns). Fortunately, as a result of a year of frantic experimentation, Justin arrived at a lead-generation formula that is both low-cost and remarkably effective. In this webinar he charts his journey of discovery and details the formula. Although this formula incorporates social media (Justin has transitioned from a skeptic to an reserved evangelist) it does not require the kind of all-in commitment that other evangelists are advocating. Justin describes an approach that involves just the bare essentials (no Facebooking, Tweeting or blogging for the sake of blogging!) As well as describing a do-it-yourself approach and laying bare his own costs and statistics, Justin allocates enough time for a question-and-answer session. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 122 |
Online Multimedia |
|
How to use social media to generate sales opportunities for professional services |
2011 |
|
When Justin Roff-Marsh emigrated to the US to launch a subsidiary of his consulting firm, he under-estimated how difficult it would be to generate sales opportunities in this mature and hyper-competitive market. He quickly discovered that traditional marketing approaches -- even those that work well for his firm's clients -- simply failed to work (these include public relations, house events, trade shows and targeted direct mail campaigns). Fortunately, as a result of a year of frantic experimentation, Justin arrived at a lead-generation formula that is both low-cost and remarkably effective. In this webinar he charts his journey of discovery and details the formula. Although this formula incorporates social media (Justin has transitioned from a skeptic to an reserved evangelist) it does not require the kind of all-in commitment that other evangelists are advocating. Justin describes an approach that involves just the bare essentials (no Facebooking, Tweeting or blogging for the sake of blogging!) As well as describing a do-it-yourself approach and laying bare his own costs and statistics, Justin allocates enough time for a question-and-answer session. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 123 |
Online Multimedia |
Scheinkopf, Lisa |
Linear high touch time: A new TOC application |
2012 |
|
When companies manage their production according to drum-buffer-rope (DBR), and their projects according to critical chain project management (CCPM), they improve performance –they improve the flow of the goods or services they provide, and in the process become much better at meeting the commitments they make to their clients, and significantly increase their productivity. However, there are many companies that have operations that are considered 'production,' but have some characteristics that could be characterized as 'more projects than production' – for example, instead of touch time which is negligible relative to the lead time, their touch time comprises 20% or more of the lead time. Or, they have operations that are considered 'projects', but have some characteristics that could be characterized as 'more production than projects' – for example, instead of a highly complex 'A' type flow structure to build what they sell, they have a much simpler, more linear type of process. |
46 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 124 |
Online Multimedia |
|
Linear high touch time: A new TOC application |
2012 |
|
When companies manage their production according to drum-buffer-rope (DBR), and their projects according to critical chain project management (CCPM), they improve performance –they improve the flow of the goods or services they provide, and in the process become much better at meeting the commitments they make to their clients, and significantly increase their productivity. However, there are many companies that have operations that are considered 'production,' but have some characteristics that could be characterized as 'more projects than production' – for example, instead of touch time which is negligible relative to the lead time, their touch time comprises 20% or more of the lead time. Or, they have operations that are considered 'projects', but have some characteristics that could be characterized as 'more production than projects' – for example, instead of a highly complex 'A' type flow structure to build what they sell, they have a much simpler, more linear type of process. |
46 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 125 |
Online Multimedia |
|
Linear high touch time: A new TOC application |
2012 |
|
When companies manage their production according to drum-buffer-rope (DBR), and their projects according to critical chain project management (CCPM), they improve performance –they improve the flow of the goods or services they provide, and in the process become much better at meeting the commitments they make to their clients, and significantly increase their productivity. However, there are many companies that have operations that are considered 'production,' but have some characteristics that could be characterized as 'more projects than production' – for example, instead of touch time which is negligible relative to the lead time, their touch time comprises 20% or more of the lead time. Or, they have operations that are considered 'projects', but have some characteristics that could be characterized as 'more production than projects' – for example, instead of a highly complex 'A' type flow structure to build what they sell, they have a much simpler, more linear type of process. |
46 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 126 |
Online Multimedia |
Schragenheim, Eli |
Management dilemmas and how to learn from a fictional case |
2011 |
|
There is no need to read the book to participate. The topic is how to learn and how to teach others using fictional case studies. How much information should be included in a fictional case? The first riddle will be used as an example. This is a Q&A session with Eli Schragenheim, author of the book Management Dilemmas. Have your questions ready ahead of time! NEW INFORMATION: Eli will be using a dedicated case written specifically for this webinar to present to you instead of the current riddle that has been published on the TOCICO website. Please be prepared for this new case, but still have your questions ready! |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 127 |
Online Multimedia |
|
Management dilemmas and how to learn from a fictional case |
2011 |
|
There is no need to read the book to participate. The topic is how to learn and how to teach others using fictional case studies. How much information should be included in a fictional case? The first riddle will be used as an example. This is a Q&A session with Eli Schragenheim, author of the book Management Dilemmas. Have your questions ready ahead of time! NEW INFORMATION: Eli will be using a dedicated case written specifically for this webinar to present to you instead of the current riddle that has been published on the TOCICO website. Please be prepared for this new case, but still have your questions ready! |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 128 |
Online Multimedia |
|
Management dilemmas and how to learn from a fictional case |
2011 |
|
There is no need to read the book to participate. The topic is how to learn and how to teach others using fictional case studies. How much information should be included in a fictional case? The first riddle will be used as an example. This is a Q&A session with Eli Schragenheim, author of the book Management Dilemmas. Have your questions ready ahead of time! NEW INFORMATION: Eli will be using a dedicated case written specifically for this webinar to present to you instead of the current riddle that has been published on the TOCICO website. Please be prepared for this new case, but still have your questions ready! |
1 hour 1 minute |
https://www.tocico.org/page/2011OnlineMultimedia |
| 129 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 2: Diving into the buffer and buffer management |
2012 |
|
The importance of buffering in the wider sense is discussed. Remember Eli Goldratt's insight: 'Never let something important to become urgent!'. The key insight of the 'Red-line' in buffer managing is discussed. Managing a buffer is different than managing the whole protective mechanism. Additionally, monitoring the 'number of reds' is a key indicator of management. |
1 hour 28 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 130 |
Online Multimedia |
|
Never say I know series 2: Diving into the buffer and buffer management |
2012 |
|
The importance of buffering in the wider sense is discussed. Remember Eli Goldratt's insight: 'Never let something important to become urgent!'. The key insight of the 'Red-line' in buffer managing is discussed. Managing a buffer is different than managing the whole protective mechanism. Additionally, monitoring the 'number of reds' is a key indicator of management. |
1 hour 28 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 131 |
Online Multimedia |
|
Never say I know series 2: Diving into the buffer and buffer management |
2012 |
|
The importance of buffering in the wider sense is discussed. Remember Eli Goldratt's insight: 'Never let something important to become urgent!'. The key insight of the 'Red-line' in buffer managing is discussed. Managing a buffer is different than managing the whole protective mechanism. Additionally, monitoring the 'number of reds' is a key indicator of management. |
1 hour 28 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 132 |
Online Multimedia |
Schragenheim, Eli |
The flaws of both cost-per-unit and T / CU as critical information for a variety of decisions |
2011 |
|
Concentrating on the specific area of decisions where management accounting has a devastating impact. The webinar first inquire into the real faulty assumption behind the concept of 'cost-per-unit'. Understanding the flaws of the concept is a key to understand the current reluctance of replacing cost-per-unit with something else. But, does the current BOK of TOC offer a full support to the decisions currently supported by the 'cost-per-unit'? The webinar discusses some common misunderstanding of the theory of constraints (TOC) concepts, notably how the T/CU might lead to wrong decisions. Thus the boundaries of the current knowledge of TOC regarding throughput accounting are properly understood, and the difficulty in providing a wider support to these decisions are discussed in order to pave the way for a direction of solution. The role of uncertainty in such decisions is brought up. The impact of the current lack of tools to support those decisions is demonstrated by a leading example. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 133 |
Online Multimedia |
|
The flaws of both cost-per-unit and T / CU as critical information for a variety of decisions |
2011 |
|
Concentrating on the specific area of decisions where management accounting has a devastating impact. The webinar first inquire into the real faulty assumption behind the concept of 'cost-per-unit'. Understanding the flaws of the concept is a key to understand the current reluctance of replacing cost-per-unit with something else. But, does the current BOK of TOC offer a full support to the decisions currently supported by the 'cost-per-unit'? The webinar discusses some common misunderstanding of the theory of constraints (TOC) concepts, notably how the T/CU might lead to wrong decisions. Thus the boundaries of the current knowledge of TOC regarding throughput accounting are properly understood, and the difficulty in providing a wider support to these decisions are discussed in order to pave the way for a direction of solution. The role of uncertainty in such decisions is brought up. The impact of the current lack of tools to support those decisions is demonstrated by a leading example. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 134 |
Online Multimedia |
|
The flaws of both cost-per-unit and T / CU as critical information for a variety of decisions |
2011 |
|
Concentrating on the specific area of decisions where management accounting has a devastating impact. The webinar first inquire into the real faulty assumption behind the concept of 'cost-per-unit'. Understanding the flaws of the concept is a key to understand the current reluctance of replacing cost-per-unit with something else. But, does the current BOK of TOC offer a full support to the decisions currently supported by the 'cost-per-unit'? The webinar discusses some common misunderstanding of the theory of constraints (TOC) concepts, notably how the T/CU might lead to wrong decisions. Thus the boundaries of the current knowledge of TOC regarding throughput accounting are properly understood, and the difficulty in providing a wider support to these decisions are discussed in order to pave the way for a direction of solution. The role of uncertainty in such decisions is brought up. The impact of the current lack of tools to support those decisions is demonstrated by a leading example. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 135 |
Online Multimedia |
Birrell, Matias |
Safety net concept - Between paranoia and hysteria for the sales department |
2011 |
|
Sometimes, the sales department is pushed by their own objectives or finance to get more sales no matter what when sales start dropping and it seems that throughput may not cover operating expenses for a significant period. What is paranoia in such a case? |
41 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 136 |
Online Multimedia |
|
Safety net concept - Between paranoia and hysteria for the sales department |
2011 |
|
Sometimes, the sales department is pushed by their own objectives or finance to get more sales no matter what when sales start dropping and it seems that throughput may not cover operating expenses for a significant period. What is paranoia in such a case? |
41 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 137 |
Online Multimedia |
|
Safety net concept - Between paranoia and hysteria for the sales department |
2011 |
|
Sometimes, the sales department is pushed by their own objectives or finance to get more sales no matter what when sales start dropping and it seems that throughput may not cover operating expenses for a significant period. What is paranoia in such a case? |
41 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 138 |
Online Multimedia |
Schragenheim, Eli |
Between complexity and uncertainty |
2011 |
|
Defining the importance and scope of complexity and uncertainty are discussed first. Citing the views of Professor Herbert Simon and linking them to the general approach of TOC, especially regarding the question of 'should we strive to make our decisions optimal?' come next. A critical realization is the distinction between the way decisions are made by an individual for himself/herself and by the same individual on behalf of an organization. A critical question is how to deal with decisions in complex situations? This is where the TOC tools, like the cloud and the cause-and-effect trees could become handy, especially under the umbrella of focusing on the few truly significant elements. Then the troubling question arises on how to deal with uncertainty. When uncertainty comes on top of significant complexity are we truly in a worse state? The answer and mainly the arguments that the combination actually simplifies the decision-making process might be a surprise. The key direction for the solution has to define the supporting information elements required for making good decisions. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 139 |
Online Multimedia |
|
Between complexity and uncertainty |
2011 |
|
Defining the importance and scope of complexity and uncertainty are discussed first. Citing the views of Professor Herbert Simon and linking them to the general approach of TOC, especially regarding the question of 'should we strive to make our decisions optimal?' come next. A critical realization is the distinction between the way decisions are made by an individual for himself/herself and by the same individual on behalf of an organization. A critical question is how to deal with decisions in complex situations? This is where the TOC tools, like the cloud and the cause-and-effect trees could become handy, especially under the umbrella of focusing on the few truly significant elements. Then the troubling question arises on how to deal with uncertainty. When uncertainty comes on top of significant complexity are we truly in a worse state? The answer and mainly the arguments that the combination actually simplifies the decision-making process might be a surprise. The key direction for the solution has to define the supporting information elements required for making good decisions. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 140 |
Online Multimedia |
|
Between complexity and uncertainty |
2011 |
|
Defining the importance and scope of complexity and uncertainty are discussed first. Citing the views of Professor Herbert Simon and linking them to the general approach of TOC, especially regarding the question of 'should we strive to make our decisions optimal?' come next. A critical realization is the distinction between the way decisions are made by an individual for himself/herself and by the same individual on behalf of an organization. A critical question is how to deal with decisions in complex situations? This is where the TOC tools, like the cloud and the cause-and-effect trees could become handy, especially under the umbrella of focusing on the few truly significant elements. Then the troubling question arises on how to deal with uncertainty. When uncertainty comes on top of significant complexity are we truly in a worse state? The answer and mainly the arguments that the combination actually simplifies the decision-making process might be a surprise. The key direction for the solution has to define the supporting information elements required for making good decisions. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 30 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 141 |
Online Multimedia |
Schragenheim, Eli |
Dealing with common and expected uncertainty in decision making |
2011 |
|
Handling uncertainty, especially within organizations, has to make a clear distinction between two different types of uncertainty. One is defined as a state where a real disaster is possible, but with very low probability. The other faces 'common and expected uncertainty'. The webinar describes the current common misunderstanding of the second type of uncertainty, in spite of its huge economic impact on every organization. The concept of 'the reasonable range' and how it is connected to the TOC notion of a 'buffer' is presented. These concepts, coupled by some simple lessons from statistics, are translated into a decision-making process and it invokes even the POOGI (process of ongoing improvement) concept to further improve the way common and expected uncertainty is handled. The webinar would demonstrate the generic solution in the known TOC methodologies for S-DBR, distribution and CCPM and might show further insights where different buffering schemes should be used. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 142 |
Online Multimedia |
|
Dealing with common and expected uncertainty in decision making |
2011 |
|
Handling uncertainty, especially within organizations, has to make a clear distinction between two different types of uncertainty. One is defined as a state where a real disaster is possible, but with very low probability. The other faces 'common and expected uncertainty'. The webinar describes the current common misunderstanding of the second type of uncertainty, in spite of its huge economic impact on every organization. The concept of 'the reasonable range' and how it is connected to the TOC notion of a 'buffer' is presented. These concepts, coupled by some simple lessons from statistics, are translated into a decision-making process and it invokes even the POOGI (process of ongoing improvement) concept to further improve the way common and expected uncertainty is handled. The webinar would demonstrate the generic solution in the known TOC methodologies for S-DBR, distribution and CCPM and might show further insights where different buffering schemes should be used. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 143 |
Online Multimedia |
|
Dealing with common and expected uncertainty in decision making |
2011 |
|
Handling uncertainty, especially within organizations, has to make a clear distinction between two different types of uncertainty. One is defined as a state where a real disaster is possible, but with very low probability. The other faces 'common and expected uncertainty'. The webinar describes the current common misunderstanding of the second type of uncertainty, in spite of its huge economic impact on every organization. The concept of 'the reasonable range' and how it is connected to the TOC notion of a 'buffer' is presented. These concepts, coupled by some simple lessons from statistics, are translated into a decision-making process and it invokes even the POOGI (process of ongoing improvement) concept to further improve the way common and expected uncertainty is handled. The webinar would demonstrate the generic solution in the known TOC methodologies for S-DBR, distribution and CCPM and might show further insights where different buffering schemes should be used. About this series: Being able to make good decisions is a requirement of any manager and leader. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 144 |
Online Multimedia |
Schragenheim, Eli |
Discussing questions and reservations raised by the viewers |
2011 |
|
This webinar serves as a buffer for the whole program: make sure the points have been truly radiated and clarify some of the issues. It also adds the dimension of responding to questions, arguments and reservations made by the participants throughout the program. Having a special session for discussing reservations allows the participants to have appropriate time to digest and react and eventually also give Eli Schragenheim the time to react. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 145 |
Online Multimedia |
|
Discussing questions and reservations raised by the viewers |
2011 |
|
This webinar serves as a buffer for the whole program: make sure the points have been truly radiated and clarify some of the issues. It also adds the dimension of responding to questions, arguments and reservations made by the participants throughout the program. Having a special session for discussing reservations allows the participants to have appropriate time to digest and react and eventually also give Eli Schragenheim the time to react. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 146 |
Online Multimedia |
|
Discussing questions and reservations raised by the viewers |
2011 |
|
This webinar serves as a buffer for the whole program: make sure the points have been truly radiated and clarify some of the issues. It also adds the dimension of responding to questions, arguments and reservations made by the participants throughout the program. Having a special session for discussing reservations allows the participants to have appropriate time to digest and react and eventually also give Eli Schragenheim the time to react. In this series Eli Schragenheim (the other Eli) wishes to think aloud on how TOC guides us to be better decision makers. The most interesting question to be dealt in the series is what 'hard decisions' are and how to make them 'not-too-hard decisions'? There are two different categories of causes for the difficulty to arrive to a clear decision: complexity and uncertainty. Complexity is nicely handled by TOC through focusing and outlining the cause-and-effect relationships of the most critical elements. In itself this is already a valuable addition to the work of Herbert Simon, another influential figure on management. Uncertainty is another element where TOC has provided certain solutions for some specific cases, but, yet, does not provide a generic way to systematically deal with uncertainty. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 147 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 1: How many constraints might be active at the same time in an organization? |
2012 |
|
This presentation covers • What is a constraint and what is a core problem? o Is a policy constraint a constraint? How come? • How fast can the constraint move? o Meaning, the older constraint stops to be a constraint as another one emerges as the current constraint . • A new claim: Any organization faces TWO different constraints at any given time! o Each impacts a basic necessary key process for the organization. o One controls the flow of T. o The other controls the growth of the organization. |
1 hour 30 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 148 |
Online Multimedia |
|
Never say I know series 1: How many constraints might be active at the same time in an organization? |
2012 |
|
This presentation covers • What is a constraint and what is a core problem? o Is a policy constraint a constraint? How come? • How fast can the constraint move? o Meaning, the older constraint stops to be a constraint as another one emerges as the current constraint . • A new claim: Any organization faces TWO different constraints at any given time! o Each impacts a basic necessary key process for the organization. o One controls the flow of T. o The other controls the growth of the organization. |
1 hour 30 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 149 |
Online Multimedia |
|
Never say I know series 1: How many constraints might be active at the same time in an organization? |
2012 |
|
This presentation covers • What is a constraint and what is a core problem? o Is a policy constraint a constraint? How come? • How fast can the constraint move? o Meaning, the older constraint stops to be a constraint as another one emerges as the current constraint . • A new claim: Any organization faces TWO different constraints at any given time! o Each impacts a basic necessary key process for the organization. o One controls the flow of T. o The other controls the growth of the organization. |
1 hour 30 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 150 |
Online Multimedia |
Schragenheim, Eli |
Assessing the future value of new products |
2011 |
|
In 2000 Eli Goldratt developed a set of six questions for assessing the value of new technology. These questions open the mind in a way that reminds us of the five focusing steps. Eli Schragenheim presents the six questions, explains how to use them not just to new technology, but to any new product and how to use the questions to define the various target market segments for which the new product should be aimed at. Riddle no. 3, published in September, presents a case which might require the kind of thinking that the material presented could invoke. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 151 |
Online Multimedia |
|
Assessing the future value of new products |
2011 |
|
In 2000 Eli Goldratt developed a set of six questions for assessing the value of new technology. These questions open the mind in a way that reminds us of the five focusing steps. Eli Schragenheim presents the six questions, explains how to use them not just to new technology, but to any new product and how to use the questions to define the various target market segments for which the new product should be aimed at. Riddle no. 3, published in September, presents a case which might require the kind of thinking that the material presented could invoke. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 152 |
Online Multimedia |
|
Assessing the future value of new products |
2011 |
|
In 2000 Eli Goldratt developed a set of six questions for assessing the value of new technology. These questions open the mind in a way that reminds us of the five focusing steps. Eli Schragenheim presents the six questions, explains how to use them not just to new technology, but to any new product and how to use the questions to define the various target market segments for which the new product should be aimed at. Riddle no. 3, published in September, presents a case which might require the kind of thinking that the material presented could invoke. |
1 hour 27 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 153 |
Online Multimedia |
Taylor, Bill |
The 12 questions - A SOSG approach to TOC TP – Part 1 |
2011 |
|
This presentation provides a 12-question template for orgaizating the thinking processes content. The 12-questions structure is a proposal for a universal current reality branch, a meta-structure that can become a building block of, and source of insight into, the construction of conflict clouds, negative branch reservations, chronic conflict, and standardized current reality trees, leading to formulation, sales and implementation of theory of constraints-based (TOC-based) solutions. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 154 |
Online Multimedia |
|
The 12 questions - A SOSG approach to TOC TP – Part 1 |
2011 |
|
This presentation provides a 12-question template for orgaizating the thinking processes content. The 12-questions structure is a proposal for a universal current reality branch, a meta-structure that can become a building block of, and source of insight into, the construction of conflict clouds, negative branch reservations, chronic conflict, and standardized current reality trees, leading to formulation, sales and implementation of theory of constraints-based (TOC-based) solutions. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 155 |
Online Multimedia |
|
The 12 questions - A SOSG approach to TOC TP – Part 1 |
2011 |
|
This presentation provides a 12-question template for orgaizating the thinking processes content. The 12-questions structure is a proposal for a universal current reality branch, a meta-structure that can become a building block of, and source of insight into, the construction of conflict clouds, negative branch reservations, chronic conflict, and standardized current reality trees, leading to formulation, sales and implementation of theory of constraints-based (TOC-based) solutions. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 156 |
Online Multimedia |
Taylor, Bill |
The 12 questions - A SOSG approach to TOC TP - Part 2 |
2012 |
|
This presentation provides a 12-question template for orgainzing the thinking processes content. Part 1 was presented in 2011. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 157 |
Online Multimedia |
|
The 12 questions - A SOSG approach to TOC TP - Part 2 |
2012 |
|
This presentation provides a 12-question template for orgainzing the thinking processes content. Part 1 was presented in 2011. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 158 |
Online Multimedia |
|
The 12 questions - A SOSG approach to TOC TP - Part 2 |
2012 |
|
This presentation provides a 12-question template for orgainzing the thinking processes content. Part 1 was presented in 2011. View an introductory presentation for this webinar by clicking on the following link: http://prezi.com/adjczxnrd8qq/12-questions-sog-for-toc-tp/ |
1 hour 32 minutes |
https://www.tocico.org/page/2012OnlineMultimedia |
| 159 |
Online Multimedia |
Camp, Henry Fitzhugh |
The TOC distribution solution: How to move your company / client |
2011 |
|
I created this webinar as a way to move the world to adopt TOC. My assumptions are that the initial driver must be commercial and it must be easy for everyone involved. Once the TOC distribution solution, which we call elucidate, is broadly implemented, companies will understand that they cannot further lower inventories without immediately risking sales. This spells the end of recessions, due to eliminating 'the whipsaw effect' – passing ever greater reductions in orders up a supply chain. Without recessions, confidence and investment remain strong, accelerated by TOC. The new effect is like detonating a chain reaction Prosperity Bomb. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 160 |
Online Multimedia |
|
The TOC distribution solution: How to move your company / client |
2011 |
|
I created this webinar as a way to move the world to adopt TOC. My assumptions are that the initial driver must be commercial and it must be easy for everyone involved. Once the TOC distribution solution, which we call elucidate, is broadly implemented, companies will understand that they cannot further lower inventories without immediately risking sales. This spells the end of recessions, due to eliminating 'the whipsaw effect' – passing ever greater reductions in orders up a supply chain. Without recessions, confidence and investment remain strong, accelerated by TOC. The new effect is like detonating a chain reaction Prosperity Bomb. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 161 |
Online Multimedia |
|
The TOC distribution solution: How to move your company / client |
2011 |
|
I created this webinar as a way to move the world to adopt TOC. My assumptions are that the initial driver must be commercial and it must be easy for everyone involved. Once the TOC distribution solution, which we call elucidate, is broadly implemented, companies will understand that they cannot further lower inventories without immediately risking sales. This spells the end of recessions, due to eliminating 'the whipsaw effect' – passing ever greater reductions in orders up a supply chain. Without recessions, confidence and investment remain strong, accelerated by TOC. The new effect is like detonating a chain reaction Prosperity Bomb. |
1 hour 5 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 162 |
Online Multimedia |
Newbold, Robert C. |
The art of change: Making TOC stick |
2009 |
|
Problem statement: Change is hard: Many types of implementations (ERP, EPM, PMOs, TOC) have trouble generating long-term behavior changes. This presentation describes the problems of making change stick. While Rob has worked in critical chain project management for over a decade, the points in this presentation apply to change in general. The major objectives of this presentation are: Good: To learn a few useful ideas to improve your implementation planning and execution; Better: Think more from the point of view of the “changes” rather than the “changers”; Best: Consider a new paradigm for causing and continuing change. Some problems are linear thinking and first person bias (how will I measure you). The real question is how will people measure themselves? The cycle of trust (willingness to depend on someone or something, in a specific context) is Instigation – Expectation – Dependency – Result – Validation then back to Instigation or Expectation. The cycle of results is given: Urgency (Describe a vision) – Expectations – (plan, create ownership) – Commitment (implement) – Value (Measure results) – Validation (communication, reevaluate, reinforce). The standard implementation plan used today is described as a linear plan and first-person bias. Implementation plans should follow the cycle of results framework. We provide a check list which includes: find the urgency; define expectations and values for everyone; communicate expectations; distinguish expectations from commitment; obtain commitment by planning, building ownership, provoking responsibility; and communicate results to refine expectations. |
1 hour 11 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 163 |
Online Multimedia |
|
The art of change: Making TOC stick |
2009 |
|
Problem statement: Change is hard: Many types of implementations (ERP, EPM, PMOs, TOC) have trouble generating long-term behavior changes. This presentation describes the problems of making change stick. While Rob has worked in critical chain project management for over a decade, the points in this presentation apply to change in general. The major objectives of this presentation are: Good: To learn a few useful ideas to improve your implementation planning and execution; Better: Think more from the point of view of the “changes” rather than the “changers”; Best: Consider a new paradigm for causing and continuing change. Some problems are linear thinking and first person bias (how will I measure you). The real question is how will people measure themselves? The cycle of trust (willingness to depend on someone or something, in a specific context) is Instigation – Expectation – Dependency – Result – Validation then back to Instigation or Expectation. The cycle of results is given: Urgency (Describe a vision) – Expectations – (plan, create ownership) – Commitment (implement) – Value (Measure results) – Validation (communication, reevaluate, reinforce). The standard implementation plan used today is described as a linear plan and first-person bias. Implementation plans should follow the cycle of results framework. We provide a check list which includes: find the urgency; define expectations and values for everyone; communicate expectations; distinguish expectations from commitment; obtain commitment by planning, building ownership, provoking responsibility; and communicate results to refine expectations. |
1 hour 11 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 164 |
Online Multimedia |
|
The art of change: Making TOC stick |
2009 |
|
Problem statement: Change is hard: Many types of implementations (ERP, EPM, PMOs, TOC) have trouble generating long-term behavior changes. This presentation describes the problems of making change stick. While Rob has worked in critical chain project management for over a decade, the points in this presentation apply to change in general. The major objectives of this presentation are: Good: To learn a few useful ideas to improve your implementation planning and execution; Better: Think more from the point of view of the “changes” rather than the “changers”; Best: Consider a new paradigm for causing and continuing change. Some problems are linear thinking and first person bias (how will I measure you). The real question is how will people measure themselves? The cycle of trust (willingness to depend on someone or something, in a specific context) is Instigation – Expectation – Dependency – Result – Validation then back to Instigation or Expectation. The cycle of results is given: Urgency (Describe a vision) – Expectations – (plan, create ownership) – Commitment (implement) – Value (Measure results) – Validation (communication, reevaluate, reinforce). The standard implementation plan used today is described as a linear plan and first-person bias. Implementation plans should follow the cycle of results framework. We provide a check list which includes: find the urgency; define expectations and values for everyone; communicate expectations; distinguish expectations from commitment; obtain commitment by planning, building ownership, provoking responsibility; and communicate results to refine expectations. |
1 hour 11 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 165 |
Online Multimedia |
Ziv, Yoav |
Doing projects right - Its about time! |
2011 |
|
Why are projects constantly late? You might think that the problem is poor planning or lack of discipline. Not true! Find out the real reason in this webinar. Challenges are also well known: Changes in scope, delays in finalizing customer requirements, getting the right level of skill (stress, thermal,…, delays in supplier negotiations, vendor delays, uncertainty in every step, and technological challenges. But the root cause is project schedules cannot be followed in reality as it is uncertain. Coordination and control are impossible; priority conflicts are bound to happen. Recall Gantt charts were invented a 100 years ago and no breakthrough in project management until critical chain. We make projects run 20-50% faster. Project management Is broken. We fix it by synchronizing execution in real time. |
33 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 166 |
Online Multimedia |
|
Doing projects right - Its about time! |
2011 |
|
Why are projects constantly late? You might think that the problem is poor planning or lack of discipline. Not true! Find out the real reason in this webinar. Challenges are also well known: Changes in scope, delays in finalizing customer requirements, getting the right level of skill (stress, thermal,…, delays in supplier negotiations, vendor delays, uncertainty in every step, and technological challenges. But the root cause is project schedules cannot be followed in reality as it is uncertain. Coordination and control are impossible; priority conflicts are bound to happen. Recall Gantt charts were invented a 100 years ago and no breakthrough in project management until critical chain. We make projects run 20-50% faster. Project management Is broken. We fix it by synchronizing execution in real time. |
33 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 167 |
Online Multimedia |
|
Doing projects right - Its about time! |
2011 |
|
Why are projects constantly late? You might think that the problem is poor planning or lack of discipline. Not true! Find out the real reason in this webinar. Challenges are also well known: Changes in scope, delays in finalizing customer requirements, getting the right level of skill (stress, thermal,…, delays in supplier negotiations, vendor delays, uncertainty in every step, and technological challenges. But the root cause is project schedules cannot be followed in reality as it is uncertain. Coordination and control are impossible; priority conflicts are bound to happen. Recall Gantt charts were invented a 100 years ago and no breakthrough in project management until critical chain. We make projects run 20-50% faster. Project management Is broken. We fix it by synchronizing execution in real time. |
33 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 168 |
Conference Proceedings |
Baptista, Humberto |
The five fears and the human potential |
2013 |
Bad Nauheim, Germany |
Goldratt describes in the introduction of 'Management Science' the 3 fears: Fear of Complexity; Fear of the Unknown and Fear of Conflicts. These 3 fears are usually met with behaviors that distort and waste human and therefore management attention. In this presentation a broader view is presented and 5 fundamental fears that waste and distort the performance of humans are analyzed and their interrelations and consequences are presented. These fears are the main, and probably the sole source of waste of the human potential and while we can counter these fears with better behaviors the full realization of each individual's potential is limited not only by how well this individual deals with these fears but also how well individuals around him/her do. |
Goldratt introduced in the introduction of 'Management Science' the 3 fears: Fear of Complexity; Fear of the Unknown and Fear of Conflicts. The fear of complexity is normally met with a subdivision of a complex situation or system and a subsequent disregard for the interrelationships in the system and a focus on the local optimization of each part. The fear of the unknown is normally met with more control and finer and finer resolutions of measurements without any regard to the noise level and the impact of taking the measurements. The fear of conflicts is the fear of the tug-of-war or unresolved conflicts is usually met by ineffective compromises where one or both needs involved in the conflict remain partially or completely unfulfilled. In this presentation we'll connect back the 3 fears to the basic principles of TOC and present the 5 fears that limit the human endeavor. These fears are the fears of: Complexity, Guilt, Conflict, Unknown and Change. Each has its sets of wasteful and distorting behaviors and the interrelations amongst them reinforce the negative effects. After exploring the 5 fears and the relationships among them we'll analyze how to behave to face these fears in such a way that will allow each individual to deal with the challenges expressed in each fear in a manner that avoids distortions and wastes. Finally a new fundamental process of five steps is presented on how to systematically deal with the 5 fears and a small but comprehensive S&T regarding this process is outlined and shared with the audience. 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 169 |
Conference Proceedings |
|
The five fears and the human potential |
2013 |
Bad Nauheim, Germany |
Goldratt describes in the introduction of 'Management Science' the 3 fears: Fear of Complexity; Fear of the Unknown and Fear of Conflicts. These 3 fears are usually met with behaviors that distort and waste human and therefore management attention. In this presentation a broader view is presented and 5 fundamental fears that waste and distort the performance of humans are analyzed and their interrelations and consequences are presented. These fears are the main, and probably the sole source of waste of the human potential and while we can counter these fears with better behaviors the full realization of each individual's potential is limited not only by how well this individual deals with these fears but also how well individuals around him/her do. |
Goldratt introduced in the introduction of 'Management Science' the 3 fears: Fear of Complexity; Fear of the Unknown and Fear of Conflicts. The fear of complexity is normally met with a subdivision of a complex situation or system and a subsequent disregard for the interrelationships in the system and a focus on the local optimization of each part. The fear of the unknown is normally met with more control and finer and finer resolutions of measurements without any regard to the noise level and the impact of taking the measurements. The fear of conflicts is the fear of the tug-of-war or unresolved conflicts is usually met by ineffective compromises where one or both needs involved in the conflict remain partially or completely unfulfilled. In this presentation we'll connect back the 3 fears to the basic principles of TOC and present the 5 fears that limit the human endeavor. These fears are the fears of: Complexity, Guilt, Conflict, Unknown and Change. Each has its sets of wasteful and distorting behaviors and the interrelations amongst them reinforce the negative effects. After exploring the 5 fears and the relationships among them we'll analyze how to behave to face these fears in such a way that will allow each individual to deal with the challenges expressed in each fear in a manner that avoids distortions and wastes. Finally a new fundamental process of five steps is presented on how to systematically deal with the 5 fears and a small but comprehensive S&T regarding this process is outlined and shared with the audience. 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 170 |
Conference Proceedings |
Baptista, Humberto |
Three layers of logic or never say "I know" when it comes to thinking |
2013 |
Bad Nauheim, Germany |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logical TP diagram may neither capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
37 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 171 |
Conference Proceedings |
|
Three layers of logic or never say "I know" when it comes to thinking |
2013 |
Bad Nauheim, Germany |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logical TP diagram may neither capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
37 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 172 |
Conference Proceedings |
Barnard, Alan |
Overcoming limiting assumptions using the change matrix cloud |
2013 |
Bad Nauheim, Germany |
In THE GOAL, Dr. Eliyahu M. Goldratt showed how we could apply the scientific method to turn, what many considered as the art of managing operations within a manufacturing company into more of a science. In the foreword to THE GOAL, Goldratt suggested we could all be outstanding scientists as it involved only two simple steps. The first step is to have the courage to face (important) inconsistencies between the expected or desired state and our actual reality. Step 2 is to (have the courage) to challenge the basic assumptions related to this inconsistency or gap. This paper provides an overview of 4 new innovations within the field of applying these two simple steps of the scientific method to the ongoing challenge of finding and solving important problems (that limit or even block achieving more system goal units) with win: win solutions. The four innovations which is proposed as a simpler and faster way to invent simple yet powerful solutions in any field include the change matrix cloud, planning vs. execution conflict, 4 Methods for resolving any conflict, and 3 types of 'Yes, buts' to improve. The presentation also includes case studies showing the application of these 4 innovations to the private sector, public sector and with individuals. |
In THE GOAL, Dr. Eliyahu M. Goldratt suggested we could all be outstanding scientist as it involved only two simple steps. The first step is to have the courage to face (important) inconsistencies between the expected or desired state and our actual reality. Step 2 is to (have the courage) to challenge the basic assumptions related to this inconsistency or gap. This paper provides an overview of new developments within the application of these two simple steps to the ongoing challenge of finding the right (most consequential) problems to solve and a simple and fast way to solve these with powerful win: win solutions. The five focusing steps developed by Dr. Goldratt in the early 1980's, provided a practical way to achieve Step #1 – finding the most important inconsistencies or problems to solve. The Conflict Cloud developed by Dr. Goldratt in the late 1980's, provided a practical way to achieve Step #2 – challenging basic assumptions to resolve inconsistencies that will improve system performance in win: win way. The 'Buy-in' process that included the four aspects of change developed by Dr. Goldratt in the late 1990's, provided a practical way to prepare better for getting the buy-in from stakeholders for any new changes, especially if these new changes are real breakthroughs, likely to be met with resistance to change. This paper will present 4 new innovations, building on Goldratt's inventions of the Five Focusing Steps, the Conflict Cloud and Change Matrix and Buy-in Process to provide a potentially simpler and faster to invent breakthroughs within any field or subject matter. These four innovations include:1. How to combine the Conflict Cloud and Change Matrix into the new Change Matrix Cloud (CMC) that offers the positives of both methods without their major negatives. 2. How to define and resolve both the Planning (Systematic) and Execution (Symptomatic) Conflict from a single Undesirable effect and its associated Gap Analysis (to validate the system wide importance of removing the Undesirable Effect) 3. The 4 methods to resolve any Change Matrix Cloud (Change++, Not Change++, Change + Not Change, Another Change) 4. The 3 types of 'Yes, buts' to all stakeholders to challenge and contribute to improving any proposed change. The Full analysis of these 4 innovations will be presented, together with case studies showing their application within the private sector (Daiwa House Japan), public sector (Utah State Government) and with individuals (Odyssey Program) in the 'Standing on the Shoulders of Giants' framework proposed by Dr. Goldratt for presenting new knowledge. 1 hour 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 173 |
Conference Proceedings |
|
Overcoming limiting assumptions using the change matrix cloud |
2013 |
Bad Nauheim, Germany |
In THE GOAL, Dr. Eliyahu M. Goldratt showed how we could apply the scientific method to turn, what many considered as the art of managing operations within a manufacturing company into more of a science. In the foreword to THE GOAL, Goldratt suggested we could all be outstanding scientists as it involved only two simple steps. The first step is to have the courage to face (important) inconsistencies between the expected or desired state and our actual reality. Step 2 is to (have the courage) to challenge the basic assumptions related to this inconsistency or gap. This paper provides an overview of 4 new innovations within the field of applying these two simple steps of the scientific method to the ongoing challenge of finding and solving important problems (that limit or even block achieving more system goal units) with win: win solutions. The four innovations which is proposed as a simpler and faster way to invent simple yet powerful solutions in any field include the change matrix cloud, planning vs. execution conflict, 4 Methods for resolving any conflict, and 3 types of 'Yes, buts' to improve. The presentation also includes case studies showing the application of these 4 innovations to the private sector, public sector and with individuals. |
In THE GOAL, Dr. Eliyahu M. Goldratt suggested we could all be outstanding scientist as it involved only two simple steps. The first step is to have the courage to face (important) inconsistencies between the expected or desired state and our actual reality. Step 2 is to (have the courage) to challenge the basic assumptions related to this inconsistency or gap. This paper provides an overview of new developments within the application of these two simple steps to the ongoing challenge of finding the right (most consequential) problems to solve and a simple and fast way to solve these with powerful win: win solutions. The five focusing steps developed by Dr. Goldratt in the early 1980's, provided a practical way to achieve Step #1 – finding the most important inconsistencies or problems to solve. The Conflict Cloud developed by Dr. Goldratt in the late 1980's, provided a practical way to achieve Step #2 – challenging basic assumptions to resolve inconsistencies that will improve system performance in win: win way. The 'Buy-in' process that included the four aspects of change developed by Dr. Goldratt in the late 1990's, provided a practical way to prepare better for getting the buy-in from stakeholders for any new changes, especially if these new changes are real breakthroughs, likely to be met with resistance to change. This paper will present 4 new innovations, building on Goldratt's inventions of the Five Focusing Steps, the Conflict Cloud and Change Matrix and Buy-in Process to provide a potentially simpler and faster to invent breakthroughs within any field or subject matter. These four innovations include:1. How to combine the Conflict Cloud and Change Matrix into the new Change Matrix Cloud (CMC) that offers the positives of both methods without their major negatives. 2. How to define and resolve both the Planning (Systematic) and Execution (Symptomatic) Conflict from a single Undesirable effect and its associated Gap Analysis (to validate the system wide importance of removing the Undesirable Effect) 3. The 4 methods to resolve any Change Matrix Cloud (Change++, Not Change++, Change + Not Change, Another Change) 4. The 3 types of 'Yes, buts' to all stakeholders to challenge and contribute to improving any proposed change. The Full analysis of these 4 innovations will be presented, together with case studies showing their application within the private sector (Daiwa House Japan), public sector (Utah State Government) and with individuals (Odyssey Program) in the 'Standing on the Shoulders of Giants' framework proposed by Dr. Goldratt for presenting new knowledge. 1 hour 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 174 |
Conference Proceedings |
Barnard, Alan |
Introduction to strategy and tactic the TOC way basics workshop |
2013 |
Bad Nauheim, Germany |
The introduction by Dr. Eli Goldratt in 2002 (Goldratt 2002) of a 'new' TOC-based thinking processes (TP) called a 'strategic & tactics' tree (S&T) is being viewed by more and more executives and managers, as one of the most important breakthroughs in ensuring that holistic business or organization strategies are defined, properly validated, communicated and implemented to achieve harmony within organizations. The S&T can for the first time provide us with a practical process and logical structure for defining and communicating all the necessary and sufficient changes as well as the sequence of implementation of these changes to achieve more goal units for the organization. It not only answers the question WHAT and HOW, but as importantly the WHY. This basics workshop provides attendees with an introduction to strategy & tactic trees, how to create and use these to communicate changes within an organization and also how organizations can use these to address the common engines of disharmony within organizations that waste their scarcest resource – management attention. The workshop includes a real-life example and new developments to significantly simplify the process to create and validate S&Ts. |
1 hour 40 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 175 |
Conference Proceedings |
|
Introduction to strategy and tactic the TOC way basics workshop |
2013 |
Bad Nauheim, Germany |
The introduction by Dr. Eli Goldratt in 2002 (Goldratt 2002) of a 'new' TOC-based thinking processes (TP) called a 'strategic & tactics' tree (S&T) is being viewed by more and more executives and managers, as one of the most important breakthroughs in ensuring that holistic business or organization strategies are defined, properly validated, communicated and implemented to achieve harmony within organizations. The S&T can for the first time provide us with a practical process and logical structure for defining and communicating all the necessary and sufficient changes as well as the sequence of implementation of these changes to achieve more goal units for the organization. It not only answers the question WHAT and HOW, but as importantly the WHY. This basics workshop provides attendees with an introduction to strategy & tactic trees, how to create and use these to communicate changes within an organization and also how organizations can use these to address the common engines of disharmony within organizations that waste their scarcest resource – management attention. The workshop includes a real-life example and new developments to significantly simplify the process to create and validate S&Ts. |
1 hour 40 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 176 |
Online Multimedia |
Choi, Wonjoon |
Using TOC thinking tools to write a logical argumentative composition |
2010 |
|
While there are numerous applications of TOC thinking processes (TP) in the business sector and other non-business sectors such as the education field, it is very hard to locate the application of TOC TP in writing a rigorous composition. It is not the technical skill of expression but the thinking capacity that is the most important ingredient for writing a good logical argumentative composition. Explicit analysis of the issue should be made thoroughly and the foundation for the argument should be provided to communicate the idea to the others effectively. In order to write a good argumentative composition, the framework of the logical development based on the critical thinking should be designed first. In this presentation, it will be shown how the TOC TP can be effectively used to build up the framework of the logical argumentation. The process of using the TOC TP for writing an argumentative composition will be introduced along with a standard template of the use of the TOC TP. Experiences with this template and its extensions will be shared in this presentation. |
1 hour 19 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 177 |
Online Multimedia |
|
Using TOC thinking tools to write a logical argumentative composition |
2010 |
|
While there are numerous applications of TOC thinking processes (TP) in the business sector and other non-business sectors such as the education field, it is very hard to locate the application of TOC TP in writing a rigorous composition. It is not the technical skill of expression but the thinking capacity that is the most important ingredient for writing a good logical argumentative composition. Explicit analysis of the issue should be made thoroughly and the foundation for the argument should be provided to communicate the idea to the others effectively. In order to write a good argumentative composition, the framework of the logical development based on the critical thinking should be designed first. In this presentation, it will be shown how the TOC TP can be effectively used to build up the framework of the logical argumentation. The process of using the TOC TP for writing an argumentative composition will be introduced along with a standard template of the use of the TOC TP. Experiences with this template and its extensions will be shared in this presentation. |
1 hour 19 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 178 |
Online Multimedia |
|
Using TOC thinking tools to write a logical argumentative composition |
2010 |
|
While there are numerous applications of TOC thinking processes (TP) in the business sector and other non-business sectors such as the education field, it is very hard to locate the application of TOC TP in writing a rigorous composition. It is not the technical skill of expression but the thinking capacity that is the most important ingredient for writing a good logical argumentative composition. Explicit analysis of the issue should be made thoroughly and the foundation for the argument should be provided to communicate the idea to the others effectively. In order to write a good argumentative composition, the framework of the logical development based on the critical thinking should be designed first. In this presentation, it will be shown how the TOC TP can be effectively used to build up the framework of the logical argumentation. The process of using the TOC TP for writing an argumentative composition will be introduced along with a standard template of the use of the TOC TP. Experiences with this template and its extensions will be shared in this presentation. |
1 hour 19 minutes |
https://www.tocico.org/page/2010OnlineMultimedia |
| 179 |
Conference Proceedings |
Belpaire, Eric |
Strategy & tactics tree of a local non-profit organization promoting TOC |
2013 |
Bad Nauheim, Germany |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French-speaking countries. It proposes to discuss the S&T tree used to align its members' energies. It was set up on July 26th, 2012 by 8 founding members. ToC France aims to accept new members in the spring of 2013. In order to align its members' energies and to clearly understand the actions and resources needed to put the organization into action, a few founding members decided to write an S&T tree to guide the startup activities. The presenters propose to discuss this S&T tree during a workshop for the following reasons : - the content of this S&T tree can serve as blueprint for the setup of local (non-profit) TOC promoting organizations in other countries, - the discussion, scrutiny and feedback of other TOC practitioners engaged in similar activities will be mutually beneficial, - potential founders of local TOC promoting organizations can benefit from the shared knowledge and experience. Detail main challenges, obstacles in writing and gaining consensus on the S&T tree. - The fact that some members were not familiar with the questions / framework for each node resulted in a slow startup of the tree review. - The fact that some members were not interested in the exercise but wanted quick results made them unaware of the answers embedded in the tree. - The approach seemed too conceptual for some members who were asking for a more concrete way of managing this startup project. Detail main benefits experienced from the S&T tree building exercise: - The building of the S&T tree allowed to clarify the founding members' thinking and put it together in an organized whole. |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French speaking countries. - The founding members who did not participate in writing the S&T tree are currently reviewing it. As a result, it's too early to comment on this review phase. 3 Learning objectives: - Understand that the S&T tree can be applied also to a non-profit situation. - Explore and challenge 'soft skills' approaches to building, capitalizing and maintaining the capabilities of an 'ever flourishing' non-profit organization. - Understand that writing a S&T tree is better done in a small group. 3 questions somebody would ask at the end of the workshop to elaborate on the subject and improve understanding and transfer of ideas; - What do you recommend to a new local TOC promoting organization? Write its own S&T tree? Start from this S&T tree and adapt it to the local situation? - How much time did it take to write this S&T tree? - How many people were involved? - What did you gain from the exercise of writing this S&T tree? 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 180 |
Conference Proceedings |
Schraeder, Jeffrey |
Strategy & tactics tree of a local non-profit organization promoting TOC |
2013 |
Bad Nauheim, Germany |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French-speaking countries. It proposes to discuss the S&T tree used to align its members' energies. It was set up on July 26th, 2012 by 8 founding members. ToC France aims to accept new members in the spring of 2013. In order to align its members' energies and to clearly understand the actions and resources needed to put the organization into action, a few founding members decided to write an S&T tree to guide the startup activities. The presenters propose to discuss this S&T tree during a workshop for the following reasons : - the content of this S&T tree can serve as blueprint for the setup of local (non-profit) TOC promoting organizations in other countries, - the discussion, scrutiny and feedback of other TOC practitioners engaged in similar activities will be mutually beneficial, - potential founders of local TOC promoting organizations can benefit from the shared knowledge and experience. Detail main challenges, obstacles in writing and gaining consensus on the S&T tree. - The fact that some members were not familiar with the questions / framework for each node resulted in a slow startup of the tree review. - The fact that some members were not interested in the exercise but wanted quick results made them unaware of the answers embedded in the tree. - The approach seemed too conceptual for some members who were asking for a more concrete way of managing this startup project. Detail main benefits experienced from the S&T tree building exercise: - The building of the S&T tree allowed to clarify the founding members' thinking and put it together in an organized whole. |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French speaking countries. - The founding members who did not participate in writing the S&T tree are currently reviewing it. As a result, it's too early to comment on this review phase. 3 Learning objectives: - Understand that the S&T tree can be applied also to a non-profit situation. - Explore and challenge 'soft skills' approaches to building, capitalizing and maintaining the capabilities of an 'ever flourishing' non-profit organization. - Understand that writing a S&T tree is better done in a small group. 3 questions somebody would ask at the end of the workshop to elaborate on the subject and improve understanding and transfer of ideas; - What do you recommend to a new local TOC promoting organization? Write its own S&T tree? Start from this S&T tree and adapt it to the local situation? - How much time did it take to write this S&T tree? - How many people were involved? - What did you gain from the exercise of writing this S&T tree? 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 181 |
Conference Proceedings |
|
Strategy & tactics tree of a local non-profit organization promoting TOC |
2013 |
Bad Nauheim, Germany |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French-speaking countries. It proposes to discuss the S&T tree used to align its members' energies. It was set up on July 26th, 2012 by 8 founding members. ToC France aims to accept new members in the spring of 2013. In order to align its members' energies and to clearly understand the actions and resources needed to put the organization into action, a few founding members decided to write an S&T tree to guide the startup activities. The presenters propose to discuss this S&T tree during a workshop for the following reasons : - the content of this S&T tree can serve as blueprint for the setup of local (non-profit) TOC promoting organizations in other countries, - the discussion, scrutiny and feedback of other TOC practitioners engaged in similar activities will be mutually beneficial, - potential founders of local TOC promoting organizations can benefit from the shared knowledge and experience. Detail main challenges, obstacles in writing and gaining consensus on the S&T tree. - The fact that some members were not familiar with the questions / framework for each node resulted in a slow startup of the tree review. - The fact that some members were not interested in the exercise but wanted quick results made them unaware of the answers embedded in the tree. - The approach seemed too conceptual for some members who were asking for a more concrete way of managing this startup project. Detail main benefits experienced from the S&T tree building exercise: - The building of the S&T tree allowed to clarify the founding members' thinking and put it together in an organized whole. |
ToC France is a non-profit organization aiming to promote the TOC body of knowledge in French speaking countries. - The founding members who did not participate in writing the S&T tree are currently reviewing it. As a result, it's too early to comment on this review phase. 3 Learning objectives: - Understand that the S&T tree can be applied also to a non-profit situation. - Explore and challenge 'soft skills' approaches to building, capitalizing and maintaining the capabilities of an 'ever flourishing' non-profit organization. - Understand that writing a S&T tree is better done in a small group. 3 questions somebody would ask at the end of the workshop to elaborate on the subject and improve understanding and transfer of ideas; - What do you recommend to a new local TOC promoting organization? Write its own S&T tree? Start from this S&T tree and adapt it to the local situation? - How much time did it take to write this S&T tree? - How many people were involved? - What did you gain from the exercise of writing this S&T tree? 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 182 |
Conference Proceedings |
Bolton, Robert |
Mine to market - Throughput focused mining |
2013 |
Bad Nauheim, Germany |
Theory of Constraints (TOC) is a management philosophy developed and articulated by Dr Eli Goldratt and many others within the TOCICO community. In the logistics area, it has evolved from solving management problems at an operational level to a set of proven logistical solutions. The core idea with TOC is that every real system such as a profit-making enterprise must have at least one constraint. It assumes that the goal for a profit-making organization is to make money now and in the future. This relationship of a profit-making goal and one or a few constraints helps organizations determine where to focus their management attention to improve operations and hence business flow. The mining and resource processing environments are complex and variable. Operational changes and improvements can take a number of different forms. There are multiple resource types and numbers that perform specific operational process tasks. Understanding and mapping these resources relationships can be a difficult task. It is like swimming is a pool of ping pong balls. Which one can and do you grab first?' This is the challenge faced by all resource operational leaders. But the one rule they all obey is the: law of the weakest link. At any point in time, a chain is only as strong as its weakest link. The mining and process industries within the resources sector are examples of complex systems where the above law can be applied. This presentation explores the 'Mine to Market' change interventions in a major mineral sands company based in Western Australia. This presentation describes a major throughput increase and an increase in asset utilization at the Iluka Resources (ASX:ILU) South West operation. It explores the phases from the TOC introduction to the TOC holistic approach, to the operation due diligence review. It focuses on what worked, and what did not. Key management elements such as the meeting structure and operational site wide logistics are considered. Other mining and process projects and other TOC case studies within Australia are also referenced. |
3 Learning Objectives: 1. Characteristics of a Mining & Processing operation. (i.e. many interlinked processes that transform the product – high variable product? Different operational types based on commodity market characteristics? 2. Business and operational of resource based business leaders 3. Using 5 focusing / steps to plan within the operational systems resonance (Move from Monthly with individual targets to weekly goals with 12 week view of customer shipments). Use existing management systems & tools to upgrade operational flow (both volume and through-put revenue). 3 questions that someone would / could ask at end of the presentation? 1. Is TOC principles applicable to any mining & resource operation? Yes. The key is to understand which tool to use when. Key to mining executives thinking is operational safety and meeting regulatory requirements. The operational constraints can be in usual places. 2. Has TOC been adopted in other mining & resource operational environments? Yes. Aware of operational projects in Australia, South Africa & India. 3. What new TOC based thinking can be applied to Resource Operational chains? The effect of Buffer level determinations and Buffer Management technology has progressed a great deal since Argyle Diamonds (1993) put it into its systems. This technology can be now to applied at an individual process step to maximize overall process flow. It is our view that this is not yet happening due to historical practices within the mining space. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 183 |
Conference Proceedings |
|
Mine to market - Throughput focused mining |
2013 |
Bad Nauheim, Germany |
Theory of Constraints (TOC) is a management philosophy developed and articulated by Dr Eli Goldratt and many others within the TOCICO community. In the logistics area, it has evolved from solving management problems at an operational level to a set of proven logistical solutions. The core idea with TOC is that every real system such as a profit-making enterprise must have at least one constraint. It assumes that the goal for a profit-making organization is to make money now and in the future. This relationship of a profit-making goal and one or a few constraints helps organizations determine where to focus their management attention to improve operations and hence business flow. The mining and resource processing environments are complex and variable. Operational changes and improvements can take a number of different forms. There are multiple resource types and numbers that perform specific operational process tasks. Understanding and mapping these resources relationships can be a difficult task. It is like swimming is a pool of ping pong balls. Which one can and do you grab first?' This is the challenge faced by all resource operational leaders. But the one rule they all obey is the: law of the weakest link. At any point in time, a chain is only as strong as its weakest link. The mining and process industries within the resources sector are examples of complex systems where the above law can be applied. This presentation explores the 'Mine to Market' change interventions in a major mineral sands company based in Western Australia. This presentation describes a major throughput increase and an increase in asset utilization at the Iluka Resources (ASX:ILU) South West operation. It explores the phases from the TOC introduction to the TOC holistic approach, to the operation due diligence review. It focuses on what worked, and what did not. Key management elements such as the meeting structure and operational site wide logistics are considered. Other mining and process projects and other TOC case studies within Australia are also referenced. |
3 Learning Objectives: 1. Characteristics of a Mining & Processing operation. (i.e. many interlinked processes that transform the product – high variable product? Different operational types based on commodity market characteristics? 2. Business and operational of resource based business leaders 3. Using 5 focusing / steps to plan within the operational systems resonance (Move from Monthly with individual targets to weekly goals with 12 week view of customer shipments). Use existing management systems & tools to upgrade operational flow (both volume and through-put revenue). 3 questions that someone would / could ask at end of the presentation? 1. Is TOC principles applicable to any mining & resource operation? Yes. The key is to understand which tool to use when. Key to mining executives thinking is operational safety and meeting regulatory requirements. The operational constraints can be in usual places. 2. Has TOC been adopted in other mining & resource operational environments? Yes. Aware of operational projects in Australia, South Africa & India. 3. What new TOC based thinking can be applied to Resource Operational chains? The effect of Buffer level determinations and Buffer Management technology has progressed a great deal since Argyle Diamonds (1993) put it into its systems. This technology can be now to applied at an individual process step to maximize overall process flow. It is our view that this is not yet happening due to historical practices within the mining space. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 184 |
Conference Proceedings |
Bonatsos, Spyros |
Milk run replenishment in Cyprus |
2013 |
Bad Nauheim, Germany |
The case study refers to the design, application and implementation of the TOC replenishment solution in the biggest Dairy in Cyprus. The two biggest dairies in Cyprus merged their operations under a new operational model in 2008. The merger affected all aspects of the two companies - manufacturing, supply chain/logistics, sales, IT, HR and administration. This case study analyses how the TOC replenishment solution was designed and implemented to support the creation of the new supply chain that would be able to service daily more than 2500 customers through a fleet of 150 vehicles and through 4 depots supported by a central warehouse. The whole project was realized in less than a year and it was a huge undertaking for the company, which created the new future without missing market presence not even for a single day. There are lessons learned and there is room for further improvement. |
In Cyprus three main dairies were in operation for many years up to 2008 (Producing and distributing fresh pasteurized milk – 4 days shelf life), those were Christis Dairies, Charalambides Dairies and Lanitis. Christis Dairies (where I was managing the Supply Chain at that time) was producing and distributing many other product categories as well along with the pasteurized milk such as Yoghurts, UHT products, Cheeses, imported products and frozen goods. The main volume of that company was pasteurized milk though. The other two were bottling and distributing only pasteurized milk. That year a huge conglomerate from Greece (Vivartia) acquired the two dairies (Christis Dairies and Charalambides Dairies) and merged them into one big dairy called Vivartia (Cyprus) ltd. The new company has 600 employees, 100.000.000 euros turnover, it receives and processes 200 tons of milk daily and serves more than 2500 customers on a daily basis with a fleet of 150 vehicles. Year 2012 the company has changed ownership one more time and changed the name to Charalambides Christis ltd. TOC concepts are completely unknown to Cyprus. From my personal interest I was reading books about TOC for years and I was following the TOC blocks blogs and discussions on the web. I was fascinated with the TOC world! Year 2008 I decided to follow a structured program and dive into the TOC world as deep as possible. I enrolled myself into the METM program at Washington State University which specializes in TOC and I got the Constraint Management certificate after 2 years of study. The two companies were operating differently through their Supply chains before the merge and Vivartia wanted to move quickly with the changes. I knew that if we didn't do something different, something better, current UDEs wouldn't just evaporate on their own – the core problem wouldn't be addressed. Both companies were suffering from the same nature of UDEs. Different face but same nature. At the beginning I could not understand what was the core problem but as I was getting familiar with TOC more and more - the picture was getting sharper. I could see that variation couldn't be managed by forecasts, by hard work and by good will. I just knew that the solution was the Replenishment Solution developed by the TOC body of knowledge. It was a big opportunity for me and for the new company to try and implement the TOC Replenishment Solution to the new Supply Chain platform. I knew that it was the most effective solution in order to eliminate the UDEs which they were governing both dairies. And we applied it!!! In this case study I am intending to describe the merge that took place in the Supply Chain and in the logistics part (of the whole merge) through the TOC lenses. We applied the Replenishment Solution (well, part of it since we did not finish yet). The whole project required investments of more than 10 million Euros (only for the Supply Chain part) and it is not finished yet. The creation of the central warehouse, depots, changes in the fleet and in the operational model – all happened in just one year! Many things worked and many things failed during that year. With all this effort we applied the Replenishment Solution to the purchasing function as well and we had some amazing improvements. I could share a slide with the audience as well. This is the area that my Case Study will be about. Share what parts of TOC were implemented and why, what parts were difficult to implement and what else there is left to be done. I have the approval of the company to share numbers and figures so we will be able to see some real data. The study will cover the following areas: What to Change: 1. Analysis of problems and core conflicts existing at that time (when there were two different logistics platforms). 2. Describe some production patterns and policies that governing the flow. 3. Solutions available and why certain solutions were preferred over others. What to Change to: 4. Description of the FRT that shaped the future of the two companies. 5. Description of the Replenishment Solution and how it was planned to operate.6. The creation of a central w/h and the merge of 9 distribution centres (depots) to four, serving 150 distribution vans. The creation of a common schedule of two different factories to one – it will cover also the effort of 300 people (no of people involved in to the operation of the new supply Chain and who how they were influenced by my decisions). 7. It will cover the change that took place in the fleet and why. 8. Description to some changes in the production part and how that affected flow and throughput. How the change took place: 9. I will describe how the implementation took place and how far it went. 10. I will also give data how the whole transformation affected T, I and OE. Lessons Learned: 11. Describe what went wrong and try to analyze the reason underneath. 12. Indicate future opportunities and areas of improvements. 13. Describe and analyze how the new planning process implementation affected production, what procedures changed and what results that gave back to the supply chain. 3 Learning Objectives: • How the Replenishment Solution was designed in the specific case. • How the Replenishment Solution was applied in the specific Case. • Where to pay special attention in the implementation of such a project. Questions to be asked: 1. What were the biggest challenges that were faced in the implementation? 2. How did you convince management what to do? 3. What would you do different if you could go back in time? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 185 |
Conference Proceedings |
|
Milk run replenishment in Cyprus |
2013 |
Bad Nauheim, Germany |
The case study refers to the design, application and implementation of the TOC replenishment solution in the biggest Dairy in Cyprus. The two biggest dairies in Cyprus merged their operations under a new operational model in 2008. The merger affected all aspects of the two companies - manufacturing, supply chain/logistics, sales, IT, HR and administration. This case study analyses how the TOC replenishment solution was designed and implemented to support the creation of the new supply chain that would be able to service daily more than 2500 customers through a fleet of 150 vehicles and through 4 depots supported by a central warehouse. The whole project was realized in less than a year and it was a huge undertaking for the company, which created the new future without missing market presence not even for a single day. There are lessons learned and there is room for further improvement. |
In Cyprus three main dairies were in operation for many years up to 2008 (Producing and distributing fresh pasteurized milk – 4 days shelf life), those were Christis Dairies, Charalambides Dairies and Lanitis. Christis Dairies (where I was managing the Supply Chain at that time) was producing and distributing many other product categories as well along with the pasteurized milk such as Yoghurts, UHT products, Cheeses, imported products and frozen goods. The main volume of that company was pasteurized milk though. The other two were bottling and distributing only pasteurized milk. That year a huge conglomerate from Greece (Vivartia) acquired the two dairies (Christis Dairies and Charalambides Dairies) and merged them into one big dairy called Vivartia (Cyprus) ltd. The new company has 600 employees, 100.000.000 euros turnover, it receives and processes 200 tons of milk daily and serves more than 2500 customers on a daily basis with a fleet of 150 vehicles. Year 2012 the company has changed ownership one more time and changed the name to Charalambides Christis ltd. TOC concepts are completely unknown to Cyprus. From my personal interest I was reading books about TOC for years and I was following the TOC blocks blogs and discussions on the web. I was fascinated with the TOC world! Year 2008 I decided to follow a structured program and dive into the TOC world as deep as possible. I enrolled myself into the METM program at Washington State University which specializes in TOC and I got the Constraint Management certificate after 2 years of study. The two companies were operating differently through their Supply chains before the merge and Vivartia wanted to move quickly with the changes. I knew that if we didn't do something different, something better, current UDEs wouldn't just evaporate on their own – the core problem wouldn't be addressed. Both companies were suffering from the same nature of UDEs. Different face but same nature. At the beginning I could not understand what was the core problem but as I was getting familiar with TOC more and more - the picture was getting sharper. I could see that variation couldn't be managed by forecasts, by hard work and by good will. I just knew that the solution was the Replenishment Solution developed by the TOC body of knowledge. It was a big opportunity for me and for the new company to try and implement the TOC Replenishment Solution to the new Supply Chain platform. I knew that it was the most effective solution in order to eliminate the UDEs which they were governing both dairies. And we applied it!!! In this case study I am intending to describe the merge that took place in the Supply Chain and in the logistics part (of the whole merge) through the TOC lenses. We applied the Replenishment Solution (well, part of it since we did not finish yet). The whole project required investments of more than 10 million Euros (only for the Supply Chain part) and it is not finished yet. The creation of the central warehouse, depots, changes in the fleet and in the operational model – all happened in just one year! Many things worked and many things failed during that year. With all this effort we applied the Replenishment Solution to the purchasing function as well and we had some amazing improvements. I could share a slide with the audience as well. This is the area that my Case Study will be about. Share what parts of TOC were implemented and why, what parts were difficult to implement and what else there is left to be done. I have the approval of the company to share numbers and figures so we will be able to see some real data. The study will cover the following areas: What to Change: 1. Analysis of problems and core conflicts existing at that time (when there were two different logistics platforms). 2. Describe some production patterns and policies that governing the flow. 3. Solutions available and why certain solutions were preferred over others. What to Change to: 4. Description of the FRT that shaped the future of the two companies. 5. Description of the Replenishment Solution and how it was planned to operate.6. The creation of a central w/h and the merge of 9 distribution centres (depots) to four, serving 150 distribution vans. The creation of a common schedule of two different factories to one – it will cover also the effort of 300 people (no of people involved in to the operation of the new supply Chain and who how they were influenced by my decisions). 7. It will cover the change that took place in the fleet and why. 8. Description to some changes in the production part and how that affected flow and throughput. How the change took place: 9. I will describe how the implementation took place and how far it went. 10. I will also give data how the whole transformation affected T, I and OE. Lessons Learned: 11. Describe what went wrong and try to analyze the reason underneath. 12. Indicate future opportunities and areas of improvements. 13. Describe and analyze how the new planning process implementation affected production, what procedures changed and what results that gave back to the supply chain. 3 Learning Objectives: • How the Replenishment Solution was designed in the specific case. • How the Replenishment Solution was applied in the specific Case. • Where to pay special attention in the implementation of such a project. Questions to be asked: 1. What were the biggest challenges that were faced in the implementation? 2. How did you convince management what to do? 3. What would you do different if you could go back in time? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 186 |
Conference Proceedings |
Brasil, Antonio Vasco |
TOC CCPM: Turning the invisible into visible for decisions |
2013 |
Bad Nauheim, Germany |
Timing' in projects is as important as 'time' is. For one single project to be a success, many dimensions need to be in harmony. The multi-project environment, therefore, seems to be much more complex. There are dimensions where things and / or references move continuously. There are dimensions where things and / or references move discretely. Sometimes, dimensions are mixed and the decision process is seen as easier. After decisions are made and implemented, nature shows the effects. Mixed dimensions make it difficult to understand and identify root causes and interrelationship 'routings' governing development systems. When results are not as expected, we cannot expect that the actions taken to correct them or to improve the system are the right ones. Normally there are many hidden conflicts in legacy systems created for the administration of project development systems. During critical chain project management (CCPM) implementation, some of these conflicts arise. Understanding the different dimensions is essential to harmonizing perceptions, decisions, language, solutions, measurements, phases and criteria. Then, the deployment of a process of on-going improvement (POOGI) can be chimerical if CCPM is already implemented or very precise for a new or bigger application or implementation. Harmonizing and the right timing need to be inherently simple but are not necessarily easy. |
Timing' in projects is as important as 'time' is. For one single project to be a success, many dimensions need to be in harmony. In a multi project environment there are more interrelated variables. Multi project environment, therefore, seems to be much more complex. There are dimensions where things and / or references move continuously (example: Time). There are dimensions where things and / or references move discretely (example: achievements, requirements, workloads, risks, knowledge). Sometimes, dimensions are mixed and the decision process is seen as easier. After decisions are made and implemented, nature shows the effects. Mixed dimensions make difficult to understand and identify root causes and interrelationship 'routings' governing development system. When results are not as expected, we can not expect that the actions taken to correct them or to improve the system are the right ones. In normal environments there are many of these 'dimension mixing'. One single and simple example is the 'milestone': in a road it is just a mark for the position or distance. In projects, 'milestone' has the coupling of position or distance (work done, achievement, delivery) and time. If the project is compared to a trip, is like if we traditionally associate a time for each milestone in addition for distance. In other words: we force the need to be in the right position and at the right time during the complete trip. Normally, the concept of milestone is indiscriminately used. If used where not needed it will not only increase rigidity where it is not necessary, but also cause a loss of focus in the project execution and control, making managerial attention be directed to many internal due dates, most of them not necessary, instead of paying attention to more precise success criteria for deliverables and objectives achievements and effectively focusing at due dates when they are really due and/or useful. Normally there are many hidden conflicts in legacy systems created for administrate projects development systems. During CCPM implementation, some of these conflicts rise. Frequently, there is the misunderstanding that these conflicts are caused by CCPM concepts or CCPM implementation. Understanding the different dimensions is essential to harmonize perceptions, decisions, language, solutions, measurements, phases, criteria and criteria application. The deep understanding of basic CCPM principles allows the conception, implementation, use, stabilization and improvement of a management system with very few measurements and controls to support decision making through the visibility of impacts of decisions before they are taken and implemented. This gives not only better operational results but also comfort for decision makers at all levels. Once harmonized, the deployment of a 'poogi' can be chirurgical if CCPM is already implemented or very precise for a new or bigger application or implementation. Harmonizing and right timing needs to be inherently simple. Not necessarily it will be easy, but can be challenging, effective and motivating for participants. |
https://www.tocico.org/page/2013ConferenceProceedings |
| 187 |
Conference Proceedings |
|
TOC CCPM: Turning the invisible into visible for decisions |
2013 |
Bad Nauheim, Germany |
Timing' in projects is as important as 'time' is. For one single project to be a success, many dimensions need to be in harmony. The multi-project environment, therefore, seems to be much more complex. There are dimensions where things and / or references move continuously. There are dimensions where things and / or references move discretely. Sometimes, dimensions are mixed and the decision process is seen as easier. After decisions are made and implemented, nature shows the effects. Mixed dimensions make it difficult to understand and identify root causes and interrelationship 'routings' governing development systems. When results are not as expected, we cannot expect that the actions taken to correct them or to improve the system are the right ones. Normally there are many hidden conflicts in legacy systems created for the administration of project development systems. During critical chain project management (CCPM) implementation, some of these conflicts arise. Understanding the different dimensions is essential to harmonizing perceptions, decisions, language, solutions, measurements, phases and criteria. Then, the deployment of a process of on-going improvement (POOGI) can be chimerical if CCPM is already implemented or very precise for a new or bigger application or implementation. Harmonizing and the right timing need to be inherently simple but are not necessarily easy. |
Timing' in projects is as important as 'time' is. For one single project to be a success, many dimensions need to be in harmony. In a multi project environment there are more interrelated variables. Multi project environment, therefore, seems to be much more complex. There are dimensions where things and / or references move continuously (example: Time). There are dimensions where things and / or references move discretely (example: achievements, requirements, workloads, risks, knowledge). Sometimes, dimensions are mixed and the decision process is seen as easier. After decisions are made and implemented, nature shows the effects. Mixed dimensions make difficult to understand and identify root causes and interrelationship 'routings' governing development system. When results are not as expected, we can not expect that the actions taken to correct them or to improve the system are the right ones. In normal environments there are many of these 'dimension mixing'. One single and simple example is the 'milestone': in a road it is just a mark for the position or distance. In projects, 'milestone' has the coupling of position or distance (work done, achievement, delivery) and time. If the project is compared to a trip, is like if we traditionally associate a time for each milestone in addition for distance. In other words: we force the need to be in the right position and at the right time during the complete trip. Normally, the concept of milestone is indiscriminately used. If used where not needed it will not only increase rigidity where it is not necessary, but also cause a loss of focus in the project execution and control, making managerial attention be directed to many internal due dates, most of them not necessary, instead of paying attention to more precise success criteria for deliverables and objectives achievements and effectively focusing at due dates when they are really due and/or useful. Normally there are many hidden conflicts in legacy systems created for administrate projects development systems. During CCPM implementation, some of these conflicts rise. Frequently, there is the misunderstanding that these conflicts are caused by CCPM concepts or CCPM implementation. Understanding the different dimensions is essential to harmonize perceptions, decisions, language, solutions, measurements, phases, criteria and criteria application. The deep understanding of basic CCPM principles allows the conception, implementation, use, stabilization and improvement of a management system with very few measurements and controls to support decision making through the visibility of impacts of decisions before they are taken and implemented. This gives not only better operational results but also comfort for decision makers at all levels. Once harmonized, the deployment of a 'poogi' can be chirurgical if CCPM is already implemented or very precise for a new or bigger application or implementation. Harmonizing and right timing needs to be inherently simple. Not necessarily it will be easy, but can be challenging, effective and motivating for participants. |
https://www.tocico.org/page/2013ConferenceProceedings |
| 188 |
Conference Proceedings |
Burkhard, Rudolf |
Take the risk out of innovation |
2013 |
Bad Nauheim, Germany |
Innovation is a risky activity. We don't know whether our idea will work. We don't know whether the market will actually buy our idea or product. Our world stigmatizes failure despite the knowledge that we must be prepared to make mistakes otherwise nothing original will ever result! We have some great tools to help reduce risk and thus make it easier to try new ideas. The trick is to find ways to test our ideas rigorously before we have spent huge amounts of money, reputation and credibility. Tools that will help evaluate new ideas include the 6 questions about technology and the 4 quadrants of resistance to change (pot of gold, crutches, mermaid and crocodile). Eric Ries, in his book ‘The Lean Start-Up' suggests a process for early new product evaluation that I believe integrates very well with TOC tools. I show how the TOC tools and ‘The Lean Start-Up' can integrate synergistically. |
Successful Innovation 'Technology or innovation can deliver benefits if, and only if, it diminishes a limitation.' E. M. Goldratt 'A technology or innovation that does diminish a limitation does not guarantee it will deliver benefits, nor does it guarantee success in the market.' E.M. Goldratt. Culture Our culture, the way our society works follows us around everywhere we go during our lives. 'We stigmatize mistakes.' 'Mistakes are the worst thing you can make.' 'We are educated out of creativity,' and 'Many highly talented, brilliant, creative people think they're not — because the thing they were good at school wasn't valued, or was actually stigmatized,' and 'the problem continues when we get our first job!' 'We run our companies in the same way.' There is a need to correct this. A business may not be able to fix the education system, but it can instill the following into its people: 'If you're not prepared to be wrong, you'll never come up with anything original.' 6 Questions about Technology: Eli Goldratt's 6 questions are a great guide to test ideas. Before you even start developing the technology it is possible to test your idea with the help of these questions. A danger to avoid is being in love with your great idea. Even with the help of the questions you must make assumptions about the way people deal with a limitation today – is their workaround onerous enough that they are willing to try something new? You see the benefits for you and you see them from your perspective. How will your market for the new technology see the benefits vs. not changing? The Pot of Gold, Crutches, the Mermaid and the Crocodile. When you are evaluating your innovative idea you have the opportunity (and you probably should do this) to evaluate the four outcomes your potential customers may experience with the innovation when it becomes available. The pot of gold is probably easy for you to identify but what about the other 3 quadrants of ‘resistance to change'? What could go wrong for the user should he adopt your idea? What benefit(s) will he have to give up to enjoy the benefits of your innovation? What crocodile will bite him in the ass if he does not? Testing, Testing, Testing. The 6 questions about technology and to look at the 4 quadrants of resistance to change are ways to test your innovation. However no matter how good you are, your conclusions will be colored by personal experience and your strong desire for a successful innovation. It's your baby! TOC has always recommended that you test your thinking with your environment. Test it not only with like-minded people, but also with those likely to by skeptical or even dismissive of your ideas. Eventually an idea needs to be transformed into a product for the market to test. The market (your customers) will almost certainly be unfamiliar with your reasoning for the innovation and how it should be used to ensure the benefits. The new rules that should be applied must not be forgotten in your market tests. Give customers the chance to achieve the benefits. 'The Lean Start Up' We have validated our innovation idea as far as possible and feel pretty confident of probable success. Nevertheless it does not make sense to spend a large quantity of money on something the market will not buy. We need inexpensive fast ways to learn about the market's reaction to our product. Eric Ries recommends a process like the following (I have incorporated the 6 questions about technology and the 4 quadrants of resistance to change): 1. Validate your idea using the 6 questions about technology 2. Understand the possible resistances to change (the 4 quadrants) 3. Build your minimum viable product (MVP) – 'prototypes t test market reaction) a. Fast, inexpensive, low cost 4. 'Sell' the MVP (without forgetting the new rules for successful application) 5. Measure the response (demand, demand growth, repeat buys, loyalty, what clients say about your solution / technology…) 6. Learn 7. Decide whether or not to ‘Pivot' a. To pivot means a change in the direction of the innovation 8. Extend the minimum viable product or back to 1. Use Critical Chain concepts to manage such projects – limit WIP etc. Learning Objectives: 1. How to avoid the mistake of not making mistakes. 2. How to develop a new technology with minimal risk. 3. How to pursue ideas that cost little if they are a mistake. Possible Questions: 1. MVPs are easy with software, but how do we make minimum viable products when we are talking about hardware? 2. To kill a project, even to pivot to a new direction is not easy. How do we make sure the inventor (or the team) remain focused on developing something that will sell well in the market rather than focused on a neat technology but of little market value? 25 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 189 |
Conference Proceedings |
|
Take the risk out of innovation |
2013 |
Bad Nauheim, Germany |
Innovation is a risky activity. We don't know whether our idea will work. We don't know whether the market will actually buy our idea or product. Our world stigmatizes failure despite the knowledge that we must be prepared to make mistakes otherwise nothing original will ever result! We have some great tools to help reduce risk and thus make it easier to try new ideas. The trick is to find ways to test our ideas rigorously before we have spent huge amounts of money, reputation and credibility. Tools that will help evaluate new ideas include the 6 questions about technology and the 4 quadrants of resistance to change (pot of gold, crutches, mermaid and crocodile). Eric Ries, in his book ‘The Lean Start-Up' suggests a process for early new product evaluation that I believe integrates very well with TOC tools. I show how the TOC tools and ‘The Lean Start-Up' can integrate synergistically. |
Successful Innovation 'Technology or innovation can deliver benefits if, and only if, it diminishes a limitation.' E. M. Goldratt 'A technology or innovation that does diminish a limitation does not guarantee it will deliver benefits, nor does it guarantee success in the market.' E.M. Goldratt. Culture Our culture, the way our society works follows us around everywhere we go during our lives. 'We stigmatize mistakes.' 'Mistakes are the worst thing you can make.' 'We are educated out of creativity,' and 'Many highly talented, brilliant, creative people think they're not — because the thing they were good at school wasn't valued, or was actually stigmatized,' and 'the problem continues when we get our first job!' 'We run our companies in the same way.' There is a need to correct this. A business may not be able to fix the education system, but it can instill the following into its people: 'If you're not prepared to be wrong, you'll never come up with anything original.' 6 Questions about Technology: Eli Goldratt's 6 questions are a great guide to test ideas. Before you even start developing the technology it is possible to test your idea with the help of these questions. A danger to avoid is being in love with your great idea. Even with the help of the questions you must make assumptions about the way people deal with a limitation today – is their workaround onerous enough that they are willing to try something new? You see the benefits for you and you see them from your perspective. How will your market for the new technology see the benefits vs. not changing? The Pot of Gold, Crutches, the Mermaid and the Crocodile. When you are evaluating your innovative idea you have the opportunity (and you probably should do this) to evaluate the four outcomes your potential customers may experience with the innovation when it becomes available. The pot of gold is probably easy for you to identify but what about the other 3 quadrants of ‘resistance to change'? What could go wrong for the user should he adopt your idea? What benefit(s) will he have to give up to enjoy the benefits of your innovation? What crocodile will bite him in the ass if he does not? Testing, Testing, Testing. The 6 questions about technology and to look at the 4 quadrants of resistance to change are ways to test your innovation. However no matter how good you are, your conclusions will be colored by personal experience and your strong desire for a successful innovation. It's your baby! TOC has always recommended that you test your thinking with your environment. Test it not only with like-minded people, but also with those likely to by skeptical or even dismissive of your ideas. Eventually an idea needs to be transformed into a product for the market to test. The market (your customers) will almost certainly be unfamiliar with your reasoning for the innovation and how it should be used to ensure the benefits. The new rules that should be applied must not be forgotten in your market tests. Give customers the chance to achieve the benefits. 'The Lean Start Up' We have validated our innovation idea as far as possible and feel pretty confident of probable success. Nevertheless it does not make sense to spend a large quantity of money on something the market will not buy. We need inexpensive fast ways to learn about the market's reaction to our product. Eric Ries recommends a process like the following (I have incorporated the 6 questions about technology and the 4 quadrants of resistance to change): 1. Validate your idea using the 6 questions about technology 2. Understand the possible resistances to change (the 4 quadrants) 3. Build your minimum viable product (MVP) – 'prototypes t test market reaction) a. Fast, inexpensive, low cost 4. 'Sell' the MVP (without forgetting the new rules for successful application) 5. Measure the response (demand, demand growth, repeat buys, loyalty, what clients say about your solution / technology…) 6. Learn 7. Decide whether or not to ‘Pivot' a. To pivot means a change in the direction of the innovation 8. Extend the minimum viable product or back to 1. Use Critical Chain concepts to manage such projects – limit WIP etc. Learning Objectives: 1. How to avoid the mistake of not making mistakes. 2. How to develop a new technology with minimal risk. 3. How to pursue ideas that cost little if they are a mistake. Possible Questions: 1. MVPs are easy with software, but how do we make minimum viable products when we are talking about hardware? 2. To kill a project, even to pivot to a new direction is not easy. How do we make sure the inventor (or the team) remain focused on developing something that will sell well in the market rather than focused on a neat technology but of little market value? 25 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 190 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
Application of TOC in the live animal farming industry |
2013 |
Bad Nauheim, Germany |
The five focusing steps, and several TOC solutions / processes are widely used in various industries for improving the performance of a system. However TOC solutions are not implemented / developed widely in the industry that deals with ‘live animal farming'. These environments are much more complex than any other environments as it deals with ‘live animals'. Some of unique characteristics of this environment makes it challenging to manage i.e. inventory of live animals can't be held for too long as it consumes food (truly variable cost (TVC) goes up), mortalities reduces potential throughput, sales price of products vary on a daily basis like other commodity, etc. When the authors could not develop a good solution using the ‘five focusing steps' implementation in ‘live chicken farms', they applied the ‘thinking processes' (TP) to develop TOC-based solutions. Implementation of the solutions in a chicken farm environment delivered good results in very short time. The process was further converted into a standard guideline/process for analyzing other ‘live animals farming' environments. Processes were tested to develop solutions for ‘cow farming', ‘calf growing' and ‘pig farming' environments. With the help of some relevant companies, solutions for ‘cow farming' and ‘calf growing' environments were practically tested. |
Five Focusing Steps, and several TOC solutions / processes are widely used in various industries for improving the performance of a system as whole. Many organizations achieved substantial improvement in system's performance through TOC applications. However TOC solutions are not implemented / developed widely in the industry that deals with ‘Live Animal Farming'. In many cases, producers of such live animals are small or medium sized farmers who supply their products/output to some large organizations that process this into finished products. Irrespective of complexities of a system, Five Focusing Steps (FFS) provided clear guideline to improve performance of a system. Such FFS were tried in a ‘Live Chicken Farming' business in India. However this process didn't help much as there were multiple constraints in system and several other factors like diseases, rate of consumption of food, quantity and quality of food given to animals, were also governing system's performance. The assumption that ‘it is easy to identify the system's constraint (and there will be only one constraint), and its exploitation, elevation improves the performance of system' didn't stand valid in ‘Live Animals Farming' environment. A detailed thinking processes application was constructed to identify the real constraint of the system and develop solutions+1. Study revealed that even though system has only one non-physical constraint, and there are several interdependencies between constraint and other parameters of farm. Hence standalone actions can't be taken to improve constraint's utilization. Thinking process guided properly to develop solutions which will not harm other performance parameters of the farm. However when other similar environments like ‘Cow Farming (for Milk production) ', ‘Calf Growing' came up for analysis, lot of similarities were found in all ‘Live Animal Farming' environments. It is also important to understand what makes these environments so challenging and special? Why ‘Live Animal Farming' environment is more challenging than any other business? These environments are drastically different from any other business not producing live animals, some of the key differences between these two industries are as follows: • Holding inventories of live animals is not just cost of capital, but also the cost of food that needs to be given to animals. • Holding more live animals too longer, means production capacity is blocked, fresh batch of new animals can't be taken in farm. • Sometime holding live animals too long makes then non-eligible for getting better prices. • Producing more animals in case of sudden rise in demand is NOT AT ALL possible as lead time to produce animals is much longer. • Sales prices of finished products and cost of input materials varies drastically and there no certainty about it. • Risk of diseases always there which impacts the production output from the farm, as well profitability e.g. Just a rumor of ‘a disease on chicken or on pigs, creates panic and farmers starts selling their animals at whatever price they can get, they don't start new batch till such risks are over. These are just few examples and not exhaustive list. Due to these challenges, such environments are even more complex to manage and be profitable for a longer time span. As there are several such companies, industries involved in ‘Live Animal Farming', a need of developing standard process for analysis and solution development was felt. These farms use agricultural produce (corns/maze, Soya bean) as an input, hence less efficient the business, more of agricultural produce is consumed by them. Hence developing a process/solution for such environment looked even more important. Based on several characteristic of these environments, lot of commonalities were found in different ‘Live Animal Farming' environments. This guided to build in a generic process for analyzing any such farming environments. A generic process was developed which is combination of ‘Five Focusing Steps', ‘Thinking Process' and ‘Throughput Accounting'. This developed process was implemented in two businesses i.e. ‘Cow Farming' and ‘Calf Growing' Implemented solutions demonstrated considerable improvement in the performance of individual farms. Validation of process, development and implementation of solutions was supported by Godrej Agrovet Ltd +2, India's one of the major Animal Feed Manufacturing company. The process was also validated by analyzing ‘Pig Farming' environment in China, ‘Chicken Farming and Processing' company in Latin America. The proved its application to greet extent with need of ability to analyze business and develop solutions there as well. This process can now tried for developing TOC based solutions for any environment that deals with any type of ‘Live Animal Farming'. Author himself has set up his own ‘Calf Growing' and ‘Cow Farming' to demonstrate the possible results that can be achieved by proper focus in these businesses. Implementation Challenges in such environments: The solution has to be implemented to hundreds of farmers, getting their buy in for new solutions is difficult task. If some large company is involved in buying products from farmers, task is bit easy, but still difficult. What is the relationship to existing accepted strategy and tactic trees? As the environment and direction of solution is considerably different, the existing S & T Tree doesn't have any major relationship. However if it is a company who is in business of ‘Live Animal Farming', standard S & T Tree provides a guideline for building the tree. Structure of Build, Capitalize, and Sustain remains same, however detailed steps of BUILD and SUSTAIN blocks changes depending on environment. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 191 |
Conference Proceedings |
|
Application of TOC in the live animal farming industry |
2013 |
Bad Nauheim, Germany |
The five focusing steps, and several TOC solutions / processes are widely used in various industries for improving the performance of a system. However TOC solutions are not implemented / developed widely in the industry that deals with ‘live animal farming'. These environments are much more complex than any other environments as it deals with ‘live animals'. Some of unique characteristics of this environment makes it challenging to manage i.e. inventory of live animals can't be held for too long as it consumes food (truly variable cost (TVC) goes up), mortalities reduces potential throughput, sales price of products vary on a daily basis like other commodity, etc. When the authors could not develop a good solution using the ‘five focusing steps' implementation in ‘live chicken farms', they applied the ‘thinking processes' (TP) to develop TOC-based solutions. Implementation of the solutions in a chicken farm environment delivered good results in very short time. The process was further converted into a standard guideline/process for analyzing other ‘live animals farming' environments. Processes were tested to develop solutions for ‘cow farming', ‘calf growing' and ‘pig farming' environments. With the help of some relevant companies, solutions for ‘cow farming' and ‘calf growing' environments were practically tested. |
Five Focusing Steps, and several TOC solutions / processes are widely used in various industries for improving the performance of a system as whole. Many organizations achieved substantial improvement in system's performance through TOC applications. However TOC solutions are not implemented / developed widely in the industry that deals with ‘Live Animal Farming'. In many cases, producers of such live animals are small or medium sized farmers who supply their products/output to some large organizations that process this into finished products. Irrespective of complexities of a system, Five Focusing Steps (FFS) provided clear guideline to improve performance of a system. Such FFS were tried in a ‘Live Chicken Farming' business in India. However this process didn't help much as there were multiple constraints in system and several other factors like diseases, rate of consumption of food, quantity and quality of food given to animals, were also governing system's performance. The assumption that ‘it is easy to identify the system's constraint (and there will be only one constraint), and its exploitation, elevation improves the performance of system' didn't stand valid in ‘Live Animals Farming' environment. A detailed thinking processes application was constructed to identify the real constraint of the system and develop solutions+1. Study revealed that even though system has only one non-physical constraint, and there are several interdependencies between constraint and other parameters of farm. Hence standalone actions can't be taken to improve constraint's utilization. Thinking process guided properly to develop solutions which will not harm other performance parameters of the farm. However when other similar environments like ‘Cow Farming (for Milk production) ', ‘Calf Growing' came up for analysis, lot of similarities were found in all ‘Live Animal Farming' environments. It is also important to understand what makes these environments so challenging and special? Why ‘Live Animal Farming' environment is more challenging than any other business? These environments are drastically different from any other business not producing live animals, some of the key differences between these two industries are as follows: • Holding inventories of live animals is not just cost of capital, but also the cost of food that needs to be given to animals. • Holding more live animals too longer, means production capacity is blocked, fresh batch of new animals can't be taken in farm. • Sometime holding live animals too long makes then non-eligible for getting better prices. • Producing more animals in case of sudden rise in demand is NOT AT ALL possible as lead time to produce animals is much longer. • Sales prices of finished products and cost of input materials varies drastically and there no certainty about it. • Risk of diseases always there which impacts the production output from the farm, as well profitability e.g. Just a rumor of ‘a disease on chicken or on pigs, creates panic and farmers starts selling their animals at whatever price they can get, they don't start new batch till such risks are over. These are just few examples and not exhaustive list. Due to these challenges, such environments are even more complex to manage and be profitable for a longer time span. As there are several such companies, industries involved in ‘Live Animal Farming', a need of developing standard process for analysis and solution development was felt. These farms use agricultural produce (corns/maze, Soya bean) as an input, hence less efficient the business, more of agricultural produce is consumed by them. Hence developing a process/solution for such environment looked even more important. Based on several characteristic of these environments, lot of commonalities were found in different ‘Live Animal Farming' environments. This guided to build in a generic process for analyzing any such farming environments. A generic process was developed which is combination of ‘Five Focusing Steps', ‘Thinking Process' and ‘Throughput Accounting'. This developed process was implemented in two businesses i.e. ‘Cow Farming' and ‘Calf Growing' Implemented solutions demonstrated considerable improvement in the performance of individual farms. Validation of process, development and implementation of solutions was supported by Godrej Agrovet Ltd +2, India's one of the major Animal Feed Manufacturing company. The process was also validated by analyzing ‘Pig Farming' environment in China, ‘Chicken Farming and Processing' company in Latin America. The proved its application to greet extent with need of ability to analyze business and develop solutions there as well. This process can now tried for developing TOC based solutions for any environment that deals with any type of ‘Live Animal Farming'. Author himself has set up his own ‘Calf Growing' and ‘Cow Farming' to demonstrate the possible results that can be achieved by proper focus in these businesses. Implementation Challenges in such environments: The solution has to be implemented to hundreds of farmers, getting their buy in for new solutions is difficult task. If some large company is involved in buying products from farmers, task is bit easy, but still difficult. What is the relationship to existing accepted strategy and tactic trees? As the environment and direction of solution is considerably different, the existing S & T Tree doesn't have any major relationship. However if it is a company who is in business of ‘Live Animal Farming', standard S & T Tree provides a guideline for building the tree. Structure of Build, Capitalize, and Sustain remains same, however detailed steps of BUILD and SUSTAIN blocks changes depending on environment. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 192 |
Conference Proceedings |
Chim Wai Kwong, Jim |
CUSUM chart application in CCPM buffer management |
2013 |
Bad Nauheim, Germany |
Buffer management is a vital component in TOC critical chain project management (CCPM). The fever chart is one of the most common tools in managing buffer consumption. One important aspect of the fever chart is that the yellow and red zones are set based on experience and process knowledge. However, there is difficulties in identifying if a task entered the red zone has really significantly consumed more buffers versus other tasks. In this workshop, statistical process control (SPC) of buffers is briefly discussed. Shewhart charts of burn rate and project buffer consumption rate (PBCR) are presented. The relationship between the fever chart, burn rate and PBCR is discussed. Finally, this workshop demonstrate basic principles of the CUSUM chart and also how to construct a CUSUM chart in monitoring buffer consumption to identify a small drift in mean buffer consumption. |
Buffer management is one of the major components in TOC CCPM. Project buffer is normally divided into three zones (green, yellow and red). When buffer penetrates red zone, remedy actions are taken to bring buffer status back to yellow or green zone. Apart from corrective actions, Process of On-Going Improvement (POOGI) should be implemented by identifying abnormal buffer penetrations. Over the years, Six Sigma has emerged as a popular methodology in process improvements. Many TOC Practitioners are promoting the combinations of TOC and Six Sigma. One key distinct characteristic in Six Sigma process improvement is the use of statistics to identify statistically significant deviations. Deming proposed not to tamper process unnecessary, otherwise more process variations will be introduced. Typical measurements in CCPM such as fever chart, project status, critical chain completed (%) and buffer burn rate do not provide information about statistically significance of a buffer penetration. There are always difficulties or even disputes in confirming if the buffer penetration is significantly deviated from the rest or not when applying those typical tools. Budd and Cerveny mentioned that whenever buffer consumption enters the yellow variability zone, every task overruns its' expected (aggressive) time should be analyzed for the cause. However, there are disagreements in assigning an event as abnormal penetration just because it enters yellow or red zone. It may be the earlier tasks that consumed the safety buffers and forces the latter task into red. Task members will not feel comfortable when Project Manager consider tasks as abnormal by just considering the entering or yellow or red zone as judgment of abnormal buffer penetrations. So a more objective way such as Statistical Process Control (SPC) is needed in identifying abnormal or common cause of buffer penetrations. The fever chart is usually set up based on professional judgment and process knowledge. There is usually no special statistical meaning associated with each zones, so special cause may already happen when project buffer status is still in green zone. In this paper, basic SPC control of %critical chain completion, burn rate and project buffer consumption rate (PBCR) using Shewhart chart will be demonstrated. Moreover, the relationship between fever chart, burn rate control chart and PBCR control chart will be discussed briefly. More emphasis will be given to the demonstration of CUSUM chart in various buffer monitoring. CUSUM chart is one of the common Six Sigma SPC tools and can be used to monitor buffer consumption and to identify any statistically significant deviations in buffer consumption. CUSUM chart, while not as intuitive and simple to operate as Shewhart chart, have been shown to be more efficient in detecting small shift in the mean of the process. In particular analyzing ARL's for CUSUM control chart shows that CUSUM charts are better than Shewhart control chart in detecting shifts in mean that are 2 sigma or less. CUSUM chart is defined by two parameters, h and k or using an alpha and beta approach. So this workshop will demonstrate basic principles of CUSUM chart and also how to construct a CUSUM chart in monitoring buffer consumption to identify small drift in mean buffer consumption. Fever chart, enter red zone when %CC=65% Shewhart chart, no abnormality found V-mask chart with same data, h=4, k=0.5. 39 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 193 |
Conference Proceedings |
|
CUSUM chart application in CCPM buffer management |
2013 |
Bad Nauheim, Germany |
Buffer management is a vital component in TOC critical chain project management (CCPM). The fever chart is one of the most common tools in managing buffer consumption. One important aspect of the fever chart is that the yellow and red zones are set based on experience and process knowledge. However, there is difficulties in identifying if a task entered the red zone has really significantly consumed more buffers versus other tasks. In this workshop, statistical process control (SPC) of buffers is briefly discussed. Shewhart charts of burn rate and project buffer consumption rate (PBCR) are presented. The relationship between the fever chart, burn rate and PBCR is discussed. Finally, this workshop demonstrate basic principles of the CUSUM chart and also how to construct a CUSUM chart in monitoring buffer consumption to identify a small drift in mean buffer consumption. |
Buffer management is one of the major components in TOC CCPM. Project buffer is normally divided into three zones (green, yellow and red). When buffer penetrates red zone, remedy actions are taken to bring buffer status back to yellow or green zone. Apart from corrective actions, Process of On-Going Improvement (POOGI) should be implemented by identifying abnormal buffer penetrations. Over the years, Six Sigma has emerged as a popular methodology in process improvements. Many TOC Practitioners are promoting the combinations of TOC and Six Sigma. One key distinct characteristic in Six Sigma process improvement is the use of statistics to identify statistically significant deviations. Deming proposed not to tamper process unnecessary, otherwise more process variations will be introduced. Typical measurements in CCPM such as fever chart, project status, critical chain completed (%) and buffer burn rate do not provide information about statistically significance of a buffer penetration. There are always difficulties or even disputes in confirming if the buffer penetration is significantly deviated from the rest or not when applying those typical tools. Budd and Cerveny mentioned that whenever buffer consumption enters the yellow variability zone, every task overruns its' expected (aggressive) time should be analyzed for the cause. However, there are disagreements in assigning an event as abnormal penetration just because it enters yellow or red zone. It may be the earlier tasks that consumed the safety buffers and forces the latter task into red. Task members will not feel comfortable when Project Manager consider tasks as abnormal by just considering the entering or yellow or red zone as judgment of abnormal buffer penetrations. So a more objective way such as Statistical Process Control (SPC) is needed in identifying abnormal or common cause of buffer penetrations. The fever chart is usually set up based on professional judgment and process knowledge. There is usually no special statistical meaning associated with each zones, so special cause may already happen when project buffer status is still in green zone. In this paper, basic SPC control of %critical chain completion, burn rate and project buffer consumption rate (PBCR) using Shewhart chart will be demonstrated. Moreover, the relationship between fever chart, burn rate control chart and PBCR control chart will be discussed briefly. More emphasis will be given to the demonstration of CUSUM chart in various buffer monitoring. CUSUM chart is one of the common Six Sigma SPC tools and can be used to monitor buffer consumption and to identify any statistically significant deviations in buffer consumption. CUSUM chart, while not as intuitive and simple to operate as Shewhart chart, have been shown to be more efficient in detecting small shift in the mean of the process. In particular analyzing ARL's for CUSUM control chart shows that CUSUM charts are better than Shewhart control chart in detecting shifts in mean that are 2 sigma or less. CUSUM chart is defined by two parameters, h and k or using an alpha and beta approach. So this workshop will demonstrate basic principles of CUSUM chart and also how to construct a CUSUM chart in monitoring buffer consumption to identify small drift in mean buffer consumption. Fever chart, enter red zone when %CC=65% Shewhart chart, no abnormality found V-mask chart with same data, h=4, k=0.5. 39 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 194 |
Conference Proceedings |
Cohen, Oded |
Developing local operational indicators and money buffers |
2013 |
Bad Nauheim, Germany |
TOC puts extreme importance on measurements as a major influencer on the behavior of people within systems. TOC points out that improper measurements can cause existing systems to perform below their potential. Yet TOC provides just directions for the new measurements. Many companies that implement TOC logistical solutions request more concrete answers to two major questions: One, what measurements should be used in order to motivate management and the workforce to act and behave in line with the company's goal? Two, practically, how to ensure that there is enough budget to finance the actions that management is expected to take as per the TOC solutions. This master class deals with these two practical questions. First, we define Local Operational Indicators (LOI's) for the organization level of department or a function within the organization. These LOI's help to ensure that the local activity supports the good of the company. We will suggest potential LOI's and the way to numerically and visually use them. The second part of the class suggests the development and the use of money buffers for the TOC logistical solutions. The buffers of the logistical solutions provide early warning and prompt management to take corrective actions before it becomes too late and too costly. Yet, these actions usually demand additional expense. The money buffers provides the financial support and control of such actions. The application of money buffers is demonstrated for the different TOC logistical solutions. |
Background: In 1983 Eli Goldratt openly challenged Cost Accounting by calling it 'public enemy number one of productivity'. Thereafter, he had a road show in which he argued his approach against Kaplan and his ABC solution to management accounting. Yet, Eli did not develop in details the TOC solution for Finance and Measurements. He provided more general guidelines and directions of what should be done rather than developing all the details of what should be done and how it should be done. He claimed that what is provided already should be enough for the financial community to develop the details. Throughout the years we have seen the work of financial directors and their staff aiming at supporting managerial decision making the TOC Way. Usually, their work has been based on T-I-OE. Yet, T-I-OE is not enough. There is a need to cover more aspects of what must be accomplished by functions and department such as work deliverables (such as daily quantities), prerequisites that must be achieved (such as quality) and there are areas that if not monitored may damage the performance of a function (such as machine breakdown, process excellence etc.) and eventually may hurt the global performance of the company. We have seen companies that developed their own KPIs – Key Performance Measurements. However, in many cases we have found that there are many KPIs (in cases more than 50 per department). As it is impossible to focus on too many KPIs management may end up focusing on the less significant (but easy to achieve) KPIs. The Suggested Approach: To develop and use TOC based Local Operational Indicators (LOIs) in order to provide management with the ability to steer their areas of responsibilities in the right direction. The LOIs should be few (no more than 10) per local area. Potential LOIs (partial list): 1. LOI should be a subset of the performance measurements of the logistical solutions of TOC (MTO, MTA, DTA and CCPM) – as presented at the top of the U-shape. 2. We should measure the LOE – Local Operating Expenses that are used in order perform the duties of every department. 3. We can measure the quantifiable level of achieving DE – Desired Effect that replaces a major UDE. For example: UDE: Too much Overtime. The DE: Level of Overtime is planned and controlled. The LOI is the recorded amount of OT versus what was planned. LOIs should be checked against expectations. Here are some guidelines: 1. The number of LOI per department/sections should be reasonable (no more than 10). Too many LOIs can cause defocusing or arbitrary choice of where to focus. 2. There must be a clear hierarchy of the LOIs. Some are more critical than others. 3. Every LOI should have a scale (ideally numerical). The full range of scale should be marked with three major zones – Green (Good), Yellow (Midway) and Red (potentially in danger). Additional zones: Deep Red (Black) should denote bad situations and in some cases another zone - Blue – for outstanding good performance. 4. There should be an overall department score which reflects the weight of the different LOIs. 5. Management is done along the lines of responding to the buffer status. Part Two - Money Buffers (for all logistical applications) Background: The TOC Logistical Solutions – MTO, MTA, DTA and CCPM focus on managing the flow. The top priority is given to the logistical commitment: on time delivery and availability. Yet, the logistical management must consider the financial impact of their decisions. Any activity that deviates from the 'standard' (what has been put in the budget) causes to increase the expense. To reduce the financial clash all TOC solutions give early warning through buffer status. Nevertheless, most corrective actions demand extra money. To handle this issue we suggest adding to the logistical buffers – time and stock, also the Money Buffers for managing flow. The Suggested Approach: The Master Class covers the suggested use of the Money Buffers for each TOC Logistical Solution. The MTO Solutions contains a specific injection that prompts management to take recovery actions to ensure delayed work orders arrive to the dispatch dock on time. We suggest giving Production Management a Money Buffer. This is an amount of money that is allocated to production and allows them to finance the recovery actions. An initial buffer size is set based on historical data. Thereafter, dynamic management is applies to ensure the buffer reflects the real need for financing recovery actions. The recovery of the money buffer is achieved through: • Any positive variation should be credited back to the money buffer. • If the money buffer goes to red – the issue must be escalated to higher management for consideration of 'Topping up' the buffer with one-off sums. Money Buffers for Stock Buffers – MTA/ DTA (Distribute to Availability): Stock buffers are set as a part of the solution. Yet, in reality we can expect to have two types of variations: 1. DBM – Dynamic Buffer Management may call for increase in the buffer size. This will demand additional expenditure for producing the extra volume (RM, and additional OE). This can be offset by the reduction in another SKU stock buffer, but not fully. 2. MTA-Injection 4 – instruct management to take recovery actions. These actions may demand extra money. We suggest one common Money Buffer in the system to covers all stock buffers to address and control these extra costs. Money Buffers for Project Buffers – CCPM: CCPM has several types of Buffers. The major ones are FB and PB even though these are Time Buffers that are inserted in order to protect the on-time delivery of the project, these buffers also contain a money aspect. The time estimation of the task duration, according to CCPM-Injection 2 (….), is 'challenging but achievable'. (Also called the 50/50 time). This means that there is 50% chance that the task will take longer than estimated. If the actual task duration is larger than estimated there is a need to finance the additional days of the task. For that the project should have Money Buffers. The size of Money Buffers should be based on two elements: 1. Money for financing the tasks that need more time than estimated. This part can be estimated by taking 50% of the estimated cost of the CC or the corresponding Feeding Chain 2. Money for financing recovery actions – the estimation can be based on historical data of deviations from project budget (no more than 50%) Money Buffers should be monitored regularly. When the level of money is reduced to the Red level – management should take recovery actions or escalate to top management. Three Learning Points: i. There is a way how to get TOC views for determining what should be performance measurements to motivate people to do what is good for the company, especially, when just using Throughput and Operating Expenses is not enough. ii. The feeling that TOC ignores the control of the money in projects is not correct. Many times financial people object to CCPM using this argument. The concept of Money Buffers gives a good answer to this criticism. It provides a good managerial tool not only to finance the recovery actions but also to ensure that management is self-controlling the budget through the buffers. iii. Middle management can get an answer to a major obstacle they may be concerned about the implementation of TOC logistical solutions: 'will higher management support them in taking the corrective actions'. Three questions participants may ask at the end of the workshop: a) 'We are using today piece incentive (pay per produced piece) – how can the LOIs replace this way of motivating our people?' b) 'We are using Balanced Score Card. Can you use them as LOIs?' c) 'How can we persuade top management and especially the Finance Director to establish the money buffers and to budget money in them?' 1 hour 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 195 |
Conference Proceedings |
|
Developing local operational indicators and money buffers |
2013 |
Bad Nauheim, Germany |
TOC puts extreme importance on measurements as a major influencer on the behavior of people within systems. TOC points out that improper measurements can cause existing systems to perform below their potential. Yet TOC provides just directions for the new measurements. Many companies that implement TOC logistical solutions request more concrete answers to two major questions: One, what measurements should be used in order to motivate management and the workforce to act and behave in line with the company's goal? Two, practically, how to ensure that there is enough budget to finance the actions that management is expected to take as per the TOC solutions. This master class deals with these two practical questions. First, we define Local Operational Indicators (LOI's) for the organization level of department or a function within the organization. These LOI's help to ensure that the local activity supports the good of the company. We will suggest potential LOI's and the way to numerically and visually use them. The second part of the class suggests the development and the use of money buffers for the TOC logistical solutions. The buffers of the logistical solutions provide early warning and prompt management to take corrective actions before it becomes too late and too costly. Yet, these actions usually demand additional expense. The money buffers provides the financial support and control of such actions. The application of money buffers is demonstrated for the different TOC logistical solutions. |
Background: In 1983 Eli Goldratt openly challenged Cost Accounting by calling it 'public enemy number one of productivity'. Thereafter, he had a road show in which he argued his approach against Kaplan and his ABC solution to management accounting. Yet, Eli did not develop in details the TOC solution for Finance and Measurements. He provided more general guidelines and directions of what should be done rather than developing all the details of what should be done and how it should be done. He claimed that what is provided already should be enough for the financial community to develop the details. Throughout the years we have seen the work of financial directors and their staff aiming at supporting managerial decision making the TOC Way. Usually, their work has been based on T-I-OE. Yet, T-I-OE is not enough. There is a need to cover more aspects of what must be accomplished by functions and department such as work deliverables (such as daily quantities), prerequisites that must be achieved (such as quality) and there are areas that if not monitored may damage the performance of a function (such as machine breakdown, process excellence etc.) and eventually may hurt the global performance of the company. We have seen companies that developed their own KPIs – Key Performance Measurements. However, in many cases we have found that there are many KPIs (in cases more than 50 per department). As it is impossible to focus on too many KPIs management may end up focusing on the less significant (but easy to achieve) KPIs. The Suggested Approach: To develop and use TOC based Local Operational Indicators (LOIs) in order to provide management with the ability to steer their areas of responsibilities in the right direction. The LOIs should be few (no more than 10) per local area. Potential LOIs (partial list): 1. LOI should be a subset of the performance measurements of the logistical solutions of TOC (MTO, MTA, DTA and CCPM) – as presented at the top of the U-shape. 2. We should measure the LOE – Local Operating Expenses that are used in order perform the duties of every department. 3. We can measure the quantifiable level of achieving DE – Desired Effect that replaces a major UDE. For example: UDE: Too much Overtime. The DE: Level of Overtime is planned and controlled. The LOI is the recorded amount of OT versus what was planned. LOIs should be checked against expectations. Here are some guidelines: 1. The number of LOI per department/sections should be reasonable (no more than 10). Too many LOIs can cause defocusing or arbitrary choice of where to focus. 2. There must be a clear hierarchy of the LOIs. Some are more critical than others. 3. Every LOI should have a scale (ideally numerical). The full range of scale should be marked with three major zones – Green (Good), Yellow (Midway) and Red (potentially in danger). Additional zones: Deep Red (Black) should denote bad situations and in some cases another zone - Blue – for outstanding good performance. 4. There should be an overall department score which reflects the weight of the different LOIs. 5. Management is done along the lines of responding to the buffer status. Part Two - Money Buffers (for all logistical applications) Background: The TOC Logistical Solutions – MTO, MTA, DTA and CCPM focus on managing the flow. The top priority is given to the logistical commitment: on time delivery and availability. Yet, the logistical management must consider the financial impact of their decisions. Any activity that deviates from the 'standard' (what has been put in the budget) causes to increase the expense. To reduce the financial clash all TOC solutions give early warning through buffer status. Nevertheless, most corrective actions demand extra money. To handle this issue we suggest adding to the logistical buffers – time and stock, also the Money Buffers for managing flow. The Suggested Approach: The Master Class covers the suggested use of the Money Buffers for each TOC Logistical Solution. The MTO Solutions contains a specific injection that prompts management to take recovery actions to ensure delayed work orders arrive to the dispatch dock on time. We suggest giving Production Management a Money Buffer. This is an amount of money that is allocated to production and allows them to finance the recovery actions. An initial buffer size is set based on historical data. Thereafter, dynamic management is applies to ensure the buffer reflects the real need for financing recovery actions. The recovery of the money buffer is achieved through: • Any positive variation should be credited back to the money buffer. • If the money buffer goes to red – the issue must be escalated to higher management for consideration of 'Topping up' the buffer with one-off sums. Money Buffers for Stock Buffers – MTA/ DTA (Distribute to Availability): Stock buffers are set as a part of the solution. Yet, in reality we can expect to have two types of variations: 1. DBM – Dynamic Buffer Management may call for increase in the buffer size. This will demand additional expenditure for producing the extra volume (RM, and additional OE). This can be offset by the reduction in another SKU stock buffer, but not fully. 2. MTA-Injection 4 – instruct management to take recovery actions. These actions may demand extra money. We suggest one common Money Buffer in the system to covers all stock buffers to address and control these extra costs. Money Buffers for Project Buffers – CCPM: CCPM has several types of Buffers. The major ones are FB and PB even though these are Time Buffers that are inserted in order to protect the on-time delivery of the project, these buffers also contain a money aspect. The time estimation of the task duration, according to CCPM-Injection 2 (….), is 'challenging but achievable'. (Also called the 50/50 time). This means that there is 50% chance that the task will take longer than estimated. If the actual task duration is larger than estimated there is a need to finance the additional days of the task. For that the project should have Money Buffers. The size of Money Buffers should be based on two elements: 1. Money for financing the tasks that need more time than estimated. This part can be estimated by taking 50% of the estimated cost of the CC or the corresponding Feeding Chain 2. Money for financing recovery actions – the estimation can be based on historical data of deviations from project budget (no more than 50%) Money Buffers should be monitored regularly. When the level of money is reduced to the Red level – management should take recovery actions or escalate to top management. Three Learning Points: i. There is a way how to get TOC views for determining what should be performance measurements to motivate people to do what is good for the company, especially, when just using Throughput and Operating Expenses is not enough. ii. The feeling that TOC ignores the control of the money in projects is not correct. Many times financial people object to CCPM using this argument. The concept of Money Buffers gives a good answer to this criticism. It provides a good managerial tool not only to finance the recovery actions but also to ensure that management is self-controlling the budget through the buffers. iii. Middle management can get an answer to a major obstacle they may be concerned about the implementation of TOC logistical solutions: 'will higher management support them in taking the corrective actions'. Three questions participants may ask at the end of the workshop: a) 'We are using today piece incentive (pay per produced piece) – how can the LOIs replace this way of motivating our people?' b) 'We are using Balanced Score Card. Can you use them as LOIs?' c) 'How can we persuade top management and especially the Finance Director to establish the money buffers and to budget money in them?' 1 hour 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 196 |
Online Multimedia |
Corthout, Kurt |
The limitations of thinking |
2011 |
|
This webinar covers the following four questions: 1. What is thinking and what are the limitations of thinking? Thinking can be considered as the activity of the brain or a simple explanation through self-observation: experience, knowledge, memory, thought, action, back to experience. 2. Why improve thinking? Examples of what happens if one does not think clearly is discussed. One can think logically, but not clearly. 3. What are the benefits if one improves one's own thinking? This can include getting your house in order, self-reliance, responsibility (being able to act responsibly), peace of mind, etc. 4. How to think clearly. There is beauty, compassion, intelligence, love when the self is not. |
54 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 197 |
Online Multimedia |
|
The limitations of thinking |
2011 |
|
This webinar covers the following four questions: 1. What is thinking and what are the limitations of thinking? Thinking can be considered as the activity of the brain or a simple explanation through self-observation: experience, knowledge, memory, thought, action, back to experience. 2. Why improve thinking? Examples of what happens if one does not think clearly is discussed. One can think logically, but not clearly. 3. What are the benefits if one improves one's own thinking? This can include getting your house in order, self-reliance, responsibility (being able to act responsibly), peace of mind, etc. 4. How to think clearly. There is beauty, compassion, intelligence, love when the self is not. |
54 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 198 |
Online Multimedia |
|
The limitations of thinking |
2011 |
|
This webinar covers the following four questions: 1. What is thinking and what are the limitations of thinking? Thinking can be considered as the activity of the brain or a simple explanation through self-observation: experience, knowledge, memory, thought, action, back to experience. 2. Why improve thinking? Examples of what happens if one does not think clearly is discussed. One can think logically, but not clearly. 3. What are the benefits if one improves one's own thinking? This can include getting your house in order, self-reliance, responsibility (being able to act responsibly), peace of mind, etc. 4. How to think clearly. There is beauty, compassion, intelligence, love when the self is not. |
54 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 199 |
Conference Proceedings |
Cohen, Oded |
Lessons learned in implementing MTA / DTA (Encore) |
2013 |
Bad Nauheim, Germany |
The TOC solution for managing a supply chain contains MTA (Make to Availability) for the manufacturer and DTA (Distribute to Availability) for the downstream chain bringing the goods from the manufacturer all the way to the end user/ consumer. Both MTA and DTA solutions are conceptually simple, practical and technically straight forward. Yet, the change in the flow and in managing the flow is challenging. The logic of moving from MTO/MTS to MTA is that there is potential to grow the manufacturing company by offering availability to the downstream chain. The same logic is relevant for the rest of the supply chain. This presentation is based on manufacturers, some that have their own distribution system while others operate through independent distributors. Operating MTO in an environment that demands availability has created difficulties (limitations) to the system. These difficulties stem from the reality that in order to provide availability in a response time that is shorter than the delivery time of the manufacturer - the supply chain is forced to operate on forecasts. When the manufacturers are strong – they can force the downstream links to operate according to the forecast and to give them concrete orders for them to produce as if they all live in an MTO environment. Operating systems based on forecasts cause the major undesirable effects (UDEs) of shortages and surpluses of SKUs that are expected to be available to be purchased from stock. Therefore, the downstream links suffer from these UDEs. However, the above UDEs cause difficulties also to the manufacturers. |
30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 200 |
Conference Proceedings |
|
Lessons learned in implementing MTA / DTA (Encore) |
2013 |
Bad Nauheim, Germany |
The TOC solution for managing a supply chain contains MTA (Make to Availability) for the manufacturer and DTA (Distribute to Availability) for the downstream chain bringing the goods from the manufacturer all the way to the end user/ consumer. Both MTA and DTA solutions are conceptually simple, practical and technically straight forward. Yet, the change in the flow and in managing the flow is challenging. The logic of moving from MTO/MTS to MTA is that there is potential to grow the manufacturing company by offering availability to the downstream chain. The same logic is relevant for the rest of the supply chain. This presentation is based on manufacturers, some that have their own distribution system while others operate through independent distributors. Operating MTO in an environment that demands availability has created difficulties (limitations) to the system. These difficulties stem from the reality that in order to provide availability in a response time that is shorter than the delivery time of the manufacturer - the supply chain is forced to operate on forecasts. When the manufacturers are strong – they can force the downstream links to operate according to the forecast and to give them concrete orders for them to produce as if they all live in an MTO environment. Operating systems based on forecasts cause the major undesirable effects (UDEs) of shortages and surpluses of SKUs that are expected to be available to be purchased from stock. Therefore, the downstream links suffer from these UDEs. However, the above UDEs cause difficulties also to the manufacturers. |
30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 201 |
Conference Proceedings |
Cox III, James F. |
What is the theory of constraints basics workshop |
2013 |
Bad Nauheim, Germany |
The TOCICO Dictionary (2012, 2nd Ed. Cox, Boyd, et al., 45) defines the theory of constraints (TOC) as “A holistic management philosophy developed by Dr. Eliyahu M. Goldratt that is based on the principle that complex systems exhibit inherent simplicity, i.e., even a very complex system made up of thousands of people and pieces of equipment can have in any given time only a very, very small number of variables – perhaps only one (known as a constraint) – that actually limits the ability to generate more of the system's goal.” The term, theory of constraints, was coined by Dr. Goldratt in 1986 with his realization that his OPT philosophy applied to more than the management of bottlenecks in production. He realized that his concepts also applied to projects with the ‘bottleneck' being the critical path (better described as a critical chain); hence the new name ‘theory of constraints'. The evolution of TOC started much earlier in the late 1970's with the development of Goldratt's OPT software and later the OPT principles. In 2010, Dr. Goldratt in ‘Chapter 1 What is TOC? My perspective' (of the Theory of Constraints Handbook) wrote that TOC could be described by one word: ‘focus'. In the chapter Goldratt describes redefining the term ‘focus' to solve each new problem blocking achieving the system goal and in each instance of solving the new problem he expands the scope to several organization functions (production, accounting, marketing, sales, distribution, retail, human relations, engineering and projects, business strategy, etc.) and increases the performance of the system significantly. This workshop answers the first two change questions of ‘what to change?' and ‘to what to change to' for organizations and for various organization functions. (1 hour, 43 minutes). |
What is TOC? A basics workshop. Presentation organization: The change question sequence. BROAD OVERVIEW OF TOC BASED ON THE 3 CHANGE QUESTION SEQUENCE1: What to change? Core problem identification. To what to change? The win-win solution. How to cause the change? The implementation plan. Workshop topics: • TOC origins1 and evolution • 1978 TOC origin1: The chicken house problem • 2010 What is TOC? FOCUS Goldratt goes on to define 'Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything. We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.' Organizations / systems 1. Traditional organization focus versus TOC organization focus 2. Organizations 3. Traditional organization focus / rules 4. Organizations 5. TOC organization focus / rules 6. Fundamental assumptions of TOC 1) People are good ... but we all have 'bad' assumptions that block us from seeing and unlocking inherent potential within ourselves, others and the organizations we work in. Goldratt 2) Every conflict can be removed ... if we can find and challenge the erroneous assumption(s) causing the conflict. Newton 3) Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... if we can find the one or few high leverage points, the inherent simplicity in any situation or system. Newton 4) Every situation can be substantially improved ... if we can just think clearly in all situations we encounter using these assumptions. Goldratt • Operations • Finance / measures • Projects • Distribution / supply chain • Marketing • Sales • Managing people — Respect • Strategy Summary • Workshop topics • How to cause the change? • Fundamental assumptions of TOC • FOCUS + assumptions = TOC derivatives. 1 hour 44 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 202 |
Conference Proceedings |
|
What is the theory of constraints basics workshop |
2013 |
Bad Nauheim, Germany |
The TOCICO Dictionary (2012, 2nd Ed. Cox, Boyd, et al., 45) defines the theory of constraints (TOC) as “A holistic management philosophy developed by Dr. Eliyahu M. Goldratt that is based on the principle that complex systems exhibit inherent simplicity, i.e., even a very complex system made up of thousands of people and pieces of equipment can have in any given time only a very, very small number of variables – perhaps only one (known as a constraint) – that actually limits the ability to generate more of the system's goal.” The term, theory of constraints, was coined by Dr. Goldratt in 1986 with his realization that his OPT philosophy applied to more than the management of bottlenecks in production. He realized that his concepts also applied to projects with the ‘bottleneck' being the critical path (better described as a critical chain); hence the new name ‘theory of constraints'. The evolution of TOC started much earlier in the late 1970's with the development of Goldratt's OPT software and later the OPT principles. In 2010, Dr. Goldratt in ‘Chapter 1 What is TOC? My perspective' (of the Theory of Constraints Handbook) wrote that TOC could be described by one word: ‘focus'. In the chapter Goldratt describes redefining the term ‘focus' to solve each new problem blocking achieving the system goal and in each instance of solving the new problem he expands the scope to several organization functions (production, accounting, marketing, sales, distribution, retail, human relations, engineering and projects, business strategy, etc.) and increases the performance of the system significantly. This workshop answers the first two change questions of ‘what to change?' and ‘to what to change to' for organizations and for various organization functions. (1 hour, 43 minutes). |
What is TOC? A basics workshop. Presentation organization: The change question sequence. BROAD OVERVIEW OF TOC BASED ON THE 3 CHANGE QUESTION SEQUENCE1: What to change? Core problem identification. To what to change? The win-win solution. How to cause the change? The implementation plan. Workshop topics: • TOC origins1 and evolution • 1978 TOC origin1: The chicken house problem • 2010 What is TOC? FOCUS Goldratt goes on to define 'Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything. We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.' Organizations / systems 1. Traditional organization focus versus TOC organization focus 2. Organizations 3. Traditional organization focus / rules 4. Organizations 5. TOC organization focus / rules 6. Fundamental assumptions of TOC 1) People are good ... but we all have 'bad' assumptions that block us from seeing and unlocking inherent potential within ourselves, others and the organizations we work in. Goldratt 2) Every conflict can be removed ... if we can find and challenge the erroneous assumption(s) causing the conflict. Newton 3) Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... if we can find the one or few high leverage points, the inherent simplicity in any situation or system. Newton 4) Every situation can be substantially improved ... if we can just think clearly in all situations we encounter using these assumptions. Goldratt • Operations • Finance / measures • Projects • Distribution / supply chain • Marketing • Sales • Managing people — Respect • Strategy Summary • Workshop topics • How to cause the change? • Fundamental assumptions of TOC • FOCUS + assumptions = TOC derivatives. 1 hour 44 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 203 |
Conference Proceedings |
Fedurko, Jelena |
Looking into UDE clouds – How to get them right |
2013 |
Bad Nauheim, Germany |
Among the different cloud types, the UDE cloud is most challenging and demanding as it requires the biggest number of skills and has the highest degree of responsibility as it seeks to solve a system, rather than an individual, problem. The major role and contribution of the UDE cloud is to unfold a manager's understanding of their reality and to guide their thinking to allow them to take conscious actions that will significantly improve the performance of their systems. At the same time mistakes in UDE clouds could throw the whole system into actions that can be harmful. The key processes of working with UDE clouds are: • identifying and wording several UDEs; • constructing each individual UDE cloud in such a way that it will manifest its respective UDE and be logically sound; • consolidating UDE clouds to identify a more generic cloud; • revealing assumptions justifying logical connections; • challenging assumptions and finding a solution through designing an injection / set of injections. Every process is a demanding logical work. In this master class we will look into two areas: 1) while building an UDE cloud o difficulties to determine what is in box B, which leads to a common mistake of a mirror reflection between an UDE and boxes B and/or D; o difficulties in wording C as a system's need; 2) while consolidating o difficulties in finding a common aspect among the consolidated entities. Inability to overcome these difficulties in a quick and effective way leads UDE cloud users to become frustrated and discouraged when they feel that they are unable to consolidate, or that building UDE clouds did not add to their understanding of their reality. In the master class we will look into examples of common mistakes, and offer concrete techniques to help with both building a good UDE cloud and the consolidating process. |
Three learning objectives: 1) for the UDE cloud user to be able to identify and avoid typical mistakes in building an UDE Cloud 2) for the user to recognize the points in the process of their thinking that they should be conscious to check that their thinking should not take an unhelpful route 3) for the user to become aware of the techniques to help the UDE Cloud building and consolidating process and to understand how these techniques work and could be applied in their thinking process. Brief content: Among the different Cloud types, the UDE Cloud is most challenging and demanding as it requires the biggest number of skills and has the highest degree of responsibility as it seeks to solve a system, rather than an individual, problem. The major role and contribution of the UDE Cloud is to unfold a manager's understanding of their reality and to guide their thinking to allow them to take conscious actions that will significantly improve the performance of their systems. At the same time mistakes in UDE Clouds could throw the whole system into actions that can be harmful. The key processes of working with UDE Clouds are: • identifying and wording several UDEs • constructing each individual UDE Cloud in such a way that it will manifest its respective UDE and be logically sound, • consolidating UDE Clouds to identify a more generic Cloud, • revealing assumptions justifying logical connections, • challenging assumptions and finding a solution through designing an Injection/set of Injections. Every process is a demanding logical work. In this master class we will look into two areas: 1) while building an UDE Cloud o difficulties to determine what is in box B, which leads to a common mistake of a mirror reflection between an UDE and boxes B and/or D; o difficulties in wording C as a system's Need; 2) while consolidating o difficulties in finding a common aspect among the consolidated entities. Inability to overcome these difficulties in a quick and effective way leads UDE Cloud users to become frustrated and discouraged when they feel that they are unable to consolidate, or that building UDE Clouds did not add to their understanding of their reality. The UDE Cloud building techniques offer a very clear guidance. On the surface, the task is very simple – a user should just answer the pre-determined questions to fill in the boxes in the guided sequence. It shall be noted that the UDE content and wording are also guided by a set of clear rules that will be presented in the master class for the reference, however, no work on practicing UDE wording will be done due to the limited time. The master class will look into examples of common mistakes while constructing and consolidating UDE Clouds, and will offer concrete techniques to help with the both processes. Working on the techniques, we will first look into examples reflecting the common mistakes of filling in boxes B and D: Example 1: In this example it is obvious that what is put in the box B is just a mirror reflection of the wording of the UDE. Why is it a mistake? This UDE is undesirable because the sales from new customers are low. We may find it undesirable only if the desirable state is 'to have more sales from this specific group – new customers'. Writing this down again in the box B does not add anything to deeper or better understanding of the reality. In example 1 box D adds an aspect of quantities in terms of number of new customers, which gives more clarity of where the system wants the focus of activities of sales people to be – attracting new customers vs., for example, increasing sales/contract size with the new customers. With that, this wording may be acceptable as the content of D for this UDE Cloud, though it is not strong enough and quite vague. Still, the wording in D may serve its role even with the generally unhelpful B, if the user manages to surface meaningful assumptions behind B-D. A similar example will be presented to demonstrate a case when what is put in D is a mirror reflection of an UDE. Example 2: We will also look at the case when all three entities – the UDE, box B and box D – are just variations of the same statement. In addition, we will examine cases that will demonstrate common mistakes of wording C in an attempt to answer the question 'What other important need prevents you from always taking an action in D?'. The purpose of looking into the above mistakes is to identify what causes these mistakes and present the technique to recognize the points in the process of thinking that the user should be conscious to check that their thinking should not take an unhelpful route. In the master class we will also spend some time with the technique to ease and improve the consolidation process through learning how to identify the common aspect in the entities to be consolidated. Three questions that could be asked: 1) What is the value of following the suggested sequence of filling in the boxes in the UDE Cloud – B?D?C?D'?A? 2) While consolidating, how to know at which level to look for the consolidated statement - so that the resulting consolidated cloud will be enough generic but will still reflect the concrete system and its subject-matter, and not simply be of the declarative nature that would fit any system? 3) How much practice should it take one to become proficient with the set of skills required to construct quality clouds? 1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 204 |
Conference Proceedings |
|
Looking into UDE clouds – How to get them right |
2013 |
Bad Nauheim, Germany |
Among the different cloud types, the UDE cloud is most challenging and demanding as it requires the biggest number of skills and has the highest degree of responsibility as it seeks to solve a system, rather than an individual, problem. The major role and contribution of the UDE cloud is to unfold a manager's understanding of their reality and to guide their thinking to allow them to take conscious actions that will significantly improve the performance of their systems. At the same time mistakes in UDE clouds could throw the whole system into actions that can be harmful. The key processes of working with UDE clouds are: • identifying and wording several UDEs; • constructing each individual UDE cloud in such a way that it will manifest its respective UDE and be logically sound; • consolidating UDE clouds to identify a more generic cloud; • revealing assumptions justifying logical connections; • challenging assumptions and finding a solution through designing an injection / set of injections. Every process is a demanding logical work. In this master class we will look into two areas: 1) while building an UDE cloud o difficulties to determine what is in box B, which leads to a common mistake of a mirror reflection between an UDE and boxes B and/or D; o difficulties in wording C as a system's need; 2) while consolidating o difficulties in finding a common aspect among the consolidated entities. Inability to overcome these difficulties in a quick and effective way leads UDE cloud users to become frustrated and discouraged when they feel that they are unable to consolidate, or that building UDE clouds did not add to their understanding of their reality. In the master class we will look into examples of common mistakes, and offer concrete techniques to help with both building a good UDE cloud and the consolidating process. |
Three learning objectives: 1) for the UDE cloud user to be able to identify and avoid typical mistakes in building an UDE Cloud 2) for the user to recognize the points in the process of their thinking that they should be conscious to check that their thinking should not take an unhelpful route 3) for the user to become aware of the techniques to help the UDE Cloud building and consolidating process and to understand how these techniques work and could be applied in their thinking process. Brief content: Among the different Cloud types, the UDE Cloud is most challenging and demanding as it requires the biggest number of skills and has the highest degree of responsibility as it seeks to solve a system, rather than an individual, problem. The major role and contribution of the UDE Cloud is to unfold a manager's understanding of their reality and to guide their thinking to allow them to take conscious actions that will significantly improve the performance of their systems. At the same time mistakes in UDE Clouds could throw the whole system into actions that can be harmful. The key processes of working with UDE Clouds are: • identifying and wording several UDEs • constructing each individual UDE Cloud in such a way that it will manifest its respective UDE and be logically sound, • consolidating UDE Clouds to identify a more generic Cloud, • revealing assumptions justifying logical connections, • challenging assumptions and finding a solution through designing an Injection/set of Injections. Every process is a demanding logical work. In this master class we will look into two areas: 1) while building an UDE Cloud o difficulties to determine what is in box B, which leads to a common mistake of a mirror reflection between an UDE and boxes B and/or D; o difficulties in wording C as a system's Need; 2) while consolidating o difficulties in finding a common aspect among the consolidated entities. Inability to overcome these difficulties in a quick and effective way leads UDE Cloud users to become frustrated and discouraged when they feel that they are unable to consolidate, or that building UDE Clouds did not add to their understanding of their reality. The UDE Cloud building techniques offer a very clear guidance. On the surface, the task is very simple – a user should just answer the pre-determined questions to fill in the boxes in the guided sequence. It shall be noted that the UDE content and wording are also guided by a set of clear rules that will be presented in the master class for the reference, however, no work on practicing UDE wording will be done due to the limited time. The master class will look into examples of common mistakes while constructing and consolidating UDE Clouds, and will offer concrete techniques to help with the both processes. Working on the techniques, we will first look into examples reflecting the common mistakes of filling in boxes B and D: Example 1: In this example it is obvious that what is put in the box B is just a mirror reflection of the wording of the UDE. Why is it a mistake? This UDE is undesirable because the sales from new customers are low. We may find it undesirable only if the desirable state is 'to have more sales from this specific group – new customers'. Writing this down again in the box B does not add anything to deeper or better understanding of the reality. In example 1 box D adds an aspect of quantities in terms of number of new customers, which gives more clarity of where the system wants the focus of activities of sales people to be – attracting new customers vs., for example, increasing sales/contract size with the new customers. With that, this wording may be acceptable as the content of D for this UDE Cloud, though it is not strong enough and quite vague. Still, the wording in D may serve its role even with the generally unhelpful B, if the user manages to surface meaningful assumptions behind B-D. A similar example will be presented to demonstrate a case when what is put in D is a mirror reflection of an UDE. Example 2: We will also look at the case when all three entities – the UDE, box B and box D – are just variations of the same statement. In addition, we will examine cases that will demonstrate common mistakes of wording C in an attempt to answer the question 'What other important need prevents you from always taking an action in D?'. The purpose of looking into the above mistakes is to identify what causes these mistakes and present the technique to recognize the points in the process of thinking that the user should be conscious to check that their thinking should not take an unhelpful route. In the master class we will also spend some time with the technique to ease and improve the consolidation process through learning how to identify the common aspect in the entities to be consolidated. Three questions that could be asked: 1) What is the value of following the suggested sequence of filling in the boxes in the UDE Cloud – B?D?C?D'?A? 2) While consolidating, how to know at which level to look for the consolidated statement - so that the resulting consolidated cloud will be enough generic but will still reflect the concrete system and its subject-matter, and not simply be of the declarative nature that would fit any system? 3) How much practice should it take one to become proficient with the set of skills required to construct quality clouds? 1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 205 |
Conference Proceedings |
Fondevila, Erica |
The role of SOPs to secure the Viable Vision change process |
2013 |
Bad Nauheim, Germany |
Through this presentation we describe how, utilizing the strategy and tactics (S&T tree) as guidance, we built a TOC SOP (standard operating procedure) IMPLEMENTATION MANUAL as a robust mechanism that helps every individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge. We go through every aspect detailed in the manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process. Objectives: The sales system's purpose using the S&T's logic. Related documents: documents built/used to support the implementation. Detailed processes: every step of the process and related documents needed. Policies involved: to introduce TOC principles on the bureaucracy of the company. Key performance indicators (KPI's): scorecard of internal and external KPI's that measures performance of the system. As we recognize management attention as the main constraint of companies, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. Once this manual is established as the principal guide for the implementation, it becomes a source for continuous improvement and closes the gaps between the focus on short-term versus long-term horizons. |
Through this presentation we will describe how, utilizing the S&T as guidance, we built a TOC SOP IMPLEMENTATION MANUAL as a robust mechanism that helps every single individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge of the company, this time in the Marketing and Sales System. We will go through every single aspect detailed in the Manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process: - Objectives: Purpose of the whole Sales System using the S&T's logic. - Related Documents: All the documents built/used needed to support the implementation, starting from the S&T's entities related, followed by managerial reports formats, process flow diagrams, power point presentations, instructives and every single document that is needed or can be helpful for any individual that is part of the TOC Sales System. - Detailed Processes and Procedures: details of every step of the process connected with the corresponding S&T's entity associated and the related document needed. - Policies Involved: Elaboration of the policies needed in order to introduce TOC principles on the bureaucracy of the whole company. - KPI's: Definition of internal and external KPI's and how we built a Scorecard that helps us measure very easily the performance of the system through time. As we recognize that management attention is the main constraint every single company deals with every day, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 206 |
Conference Proceedings |
Fiallos, Julio |
The role of SOPs to secure the Viable Vision change process |
2013 |
Bad Nauheim, Germany |
Through this presentation we describe how, utilizing the strategy and tactics (S&T tree) as guidance, we built a TOC SOP (standard operating procedure) IMPLEMENTATION MANUAL as a robust mechanism that helps every individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge. We go through every aspect detailed in the manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process. Objectives: The sales system's purpose using the S&T's logic. Related documents: documents built/used to support the implementation. Detailed processes: every step of the process and related documents needed. Policies involved: to introduce TOC principles on the bureaucracy of the company. Key performance indicators (KPI's): scorecard of internal and external KPI's that measures performance of the system. As we recognize management attention as the main constraint of companies, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. Once this manual is established as the principal guide for the implementation, it becomes a source for continuous improvement and closes the gaps between the focus on short-term versus long-term horizons. |
Through this presentation we will describe how, utilizing the S&T as guidance, we built a TOC SOP IMPLEMENTATION MANUAL as a robust mechanism that helps every single individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge of the company, this time in the Marketing and Sales System. We will go through every single aspect detailed in the Manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process: - Objectives: Purpose of the whole Sales System using the S&T's logic. - Related Documents: All the documents built/used needed to support the implementation, starting from the S&T's entities related, followed by managerial reports formats, process flow diagrams, power point presentations, instructives and every single document that is needed or can be helpful for any individual that is part of the TOC Sales System. - Detailed Processes and Procedures: details of every step of the process connected with the corresponding S&T's entity associated and the related document needed. - Policies Involved: Elaboration of the policies needed in order to introduce TOC principles on the bureaucracy of the whole company. - KPI's: Definition of internal and external KPI's and how we built a Scorecard that helps us measure very easily the performance of the system through time. As we recognize that management attention is the main constraint every single company deals with every day, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 207 |
Conference Proceedings |
|
The role of SOPs to secure the Viable Vision change process |
2013 |
Bad Nauheim, Germany |
Through this presentation we describe how, utilizing the strategy and tactics (S&T tree) as guidance, we built a TOC SOP (standard operating procedure) IMPLEMENTATION MANUAL as a robust mechanism that helps every individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge. We go through every aspect detailed in the manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process. Objectives: The sales system's purpose using the S&T's logic. Related documents: documents built/used to support the implementation. Detailed processes: every step of the process and related documents needed. Policies involved: to introduce TOC principles on the bureaucracy of the company. Key performance indicators (KPI's): scorecard of internal and external KPI's that measures performance of the system. As we recognize management attention as the main constraint of companies, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. Once this manual is established as the principal guide for the implementation, it becomes a source for continuous improvement and closes the gaps between the focus on short-term versus long-term horizons. |
Through this presentation we will describe how, utilizing the S&T as guidance, we built a TOC SOP IMPLEMENTATION MANUAL as a robust mechanism that helps every single individual of the company to get quickly engaged with the process of building, capitalizing and sustaining the decisive competitive edge of the company, this time in the Marketing and Sales System. We will go through every single aspect detailed in the Manual built with the purpose of focusing management attention by assuring a continuous flow through the implementation process: - Objectives: Purpose of the whole Sales System using the S&T's logic. - Related Documents: All the documents built/used needed to support the implementation, starting from the S&T's entities related, followed by managerial reports formats, process flow diagrams, power point presentations, instructives and every single document that is needed or can be helpful for any individual that is part of the TOC Sales System. - Detailed Processes and Procedures: details of every step of the process connected with the corresponding S&T's entity associated and the related document needed. - Policies Involved: Elaboration of the policies needed in order to introduce TOC principles on the bureaucracy of the whole company. - KPI's: Definition of internal and external KPI's and how we built a Scorecard that helps us measure very easily the performance of the system through time. As we recognize that management attention is the main constraint every single company deals with every day, we developed this tool to simplify and standardize the implementation process making it easier to reach harmony by generating stability and growth at the same time. 28 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 208 |
Conference Proceedings |
Fox, Kevin |
Using TOC to improve the effectiveness and efficiency of state government |
2013 |
Bad Nauheim, Germany |
The global economic troubles of the past few years have created significant challenges for governments around the world, and highlighted the critical importance of running government operations more effectively and efficiently. While TOC offers tremendous potential for government to make the great strides that are needed, it faces significant challenges in displacing the more common and less effective methods, including: slashing services / programs, re-organization, technology investments, and lean / six sigma, among others. This presentation discusses the unique challenges governments face (vs. for-profit organizations) both generally, and in applying TOC, and explores some novel techniques for launching and sustaining TOC in government organizations. We share examples and illustrations from several US states who have achieved success with TOC and who are now expanding their efforts state-wide. |
Over the past 3 years the speaker has led highly successful implementations of TOC in three different state governments in the USA. These experiences have resulted in an understanding of the unique challenges government's face in applying TOC, as well as providing an excellent laboratory for testing and validating strategies for leveraging TOC to realize the goals of government. This presentation will share some of those learnings and provide an understanding of a new, simplified application of TOC for generating substantial improvements in government operations, while providing a highly effective platform for continued long term gains. Learning Objectives: 1. Understand some of the unique challenges of applying TOC in a government setting. 2. Discover how a simple, novel approach to applying TOC can generate a large impact. 3. How can one adapt the principles of TOC to apply and appeal to government agencies. Abstract: The global economic troubles of the past few years have created significant challenges for governments around the world, and highlighted the critical importance of running government operations more effectively and efficiently. While TOC offers tremendous potential for government to make the great strides that are needed, it faces significant challenges in displacing the more common and less-effective methods, including: slashing services/ programs, re-organization, technology investments, and Lean/ Six Sigma, among others. This presentation will discuss the unique challenges government's face (vs. for-profit organizations) both generally, and in applying TOC, and explore some novel techniques for launching and sustaining TOC in government organizations. We will share examples and illustrations from several US states who have achieved success with TOC and who are now expanding their efforts state-wide. We'll begin by discussing some of the unique challenges in government including: • Politics and dealing with different political environments • The lack of a clear goal and metrics • The challenge of defining and measuring Throughput • The budget process • Dealing with the wide-array of stake-holders and interest groups • Operating in the transparent, highly visible light of public-scrutiny. These challenges don't change the fundamental validity or power of TOC, they do have significant implications on how TOC is launched, deployed, and spread within government. The presentation will highlight the importance of addressing issues at the operational level, a step below the political/ policy level of government, and why capacity creation is the central need of government today. The presentation will offer a simplified model for applying TOC that has resonated and proven highly effective within a number of state government agencies in the US. Building on the essential TOC principle of focus this model provides government agencies with a simple way of launching TOC and deriving tremendous benefits using little more than the concepts of T,I,OE and the Five Focusing Steps. The speaker will present case studies of this model from the states of Utah, Hawaii and Texas, in the USA, discussing critical issues like defining goals and Throughput, measuring performance, leadership, and engaging staff at all levels of the organization. In these discussions the speaker will present some of the common pitfalls of creating lasting organizational change with TOC and how to institutionalize on-going improvement in government. The presentation will then move to a discussion of strategies for expanding the application of TOC (bringing in more and more of the thinking tools and TOC's proven applications) as part of a long-term process of rolling out TOC widely within a state government. Additional case study material from Utah, Hawaii, and Texas will be used. In conclusion the presentation will relate the challenges and process of changing government back to the four pillars of TOC and illustrate how they can and should be used as the foundation and guideposts for applying TOC to government. 3 Questions that might be asked at the conclusion: 1. How does one generate interest in TOC at a government entity? 2. How are tools like the TP, CCPM and S&T being used in government? 3. How might TOC be incorporated into the process of setting public policy and making law? 1 hour 20 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 209 |
Conference Proceedings |
|
Using TOC to improve the effectiveness and efficiency of state government |
2013 |
Bad Nauheim, Germany |
The global economic troubles of the past few years have created significant challenges for governments around the world, and highlighted the critical importance of running government operations more effectively and efficiently. While TOC offers tremendous potential for government to make the great strides that are needed, it faces significant challenges in displacing the more common and less effective methods, including: slashing services / programs, re-organization, technology investments, and lean / six sigma, among others. This presentation discusses the unique challenges governments face (vs. for-profit organizations) both generally, and in applying TOC, and explores some novel techniques for launching and sustaining TOC in government organizations. We share examples and illustrations from several US states who have achieved success with TOC and who are now expanding their efforts state-wide. |
Over the past 3 years the speaker has led highly successful implementations of TOC in three different state governments in the USA. These experiences have resulted in an understanding of the unique challenges government's face in applying TOC, as well as providing an excellent laboratory for testing and validating strategies for leveraging TOC to realize the goals of government. This presentation will share some of those learnings and provide an understanding of a new, simplified application of TOC for generating substantial improvements in government operations, while providing a highly effective platform for continued long term gains. Learning Objectives: 1. Understand some of the unique challenges of applying TOC in a government setting. 2. Discover how a simple, novel approach to applying TOC can generate a large impact. 3. How can one adapt the principles of TOC to apply and appeal to government agencies. Abstract: The global economic troubles of the past few years have created significant challenges for governments around the world, and highlighted the critical importance of running government operations more effectively and efficiently. While TOC offers tremendous potential for government to make the great strides that are needed, it faces significant challenges in displacing the more common and less-effective methods, including: slashing services/ programs, re-organization, technology investments, and Lean/ Six Sigma, among others. This presentation will discuss the unique challenges government's face (vs. for-profit organizations) both generally, and in applying TOC, and explore some novel techniques for launching and sustaining TOC in government organizations. We will share examples and illustrations from several US states who have achieved success with TOC and who are now expanding their efforts state-wide. We'll begin by discussing some of the unique challenges in government including: • Politics and dealing with different political environments • The lack of a clear goal and metrics • The challenge of defining and measuring Throughput • The budget process • Dealing with the wide-array of stake-holders and interest groups • Operating in the transparent, highly visible light of public-scrutiny. These challenges don't change the fundamental validity or power of TOC, they do have significant implications on how TOC is launched, deployed, and spread within government. The presentation will highlight the importance of addressing issues at the operational level, a step below the political/ policy level of government, and why capacity creation is the central need of government today. The presentation will offer a simplified model for applying TOC that has resonated and proven highly effective within a number of state government agencies in the US. Building on the essential TOC principle of focus this model provides government agencies with a simple way of launching TOC and deriving tremendous benefits using little more than the concepts of T,I,OE and the Five Focusing Steps. The speaker will present case studies of this model from the states of Utah, Hawaii and Texas, in the USA, discussing critical issues like defining goals and Throughput, measuring performance, leadership, and engaging staff at all levels of the organization. In these discussions the speaker will present some of the common pitfalls of creating lasting organizational change with TOC and how to institutionalize on-going improvement in government. The presentation will then move to a discussion of strategies for expanding the application of TOC (bringing in more and more of the thinking tools and TOC's proven applications) as part of a long-term process of rolling out TOC widely within a state government. Additional case study material from Utah, Hawaii, and Texas will be used. In conclusion the presentation will relate the challenges and process of changing government back to the four pillars of TOC and illustrate how they can and should be used as the foundation and guideposts for applying TOC to government. 3 Questions that might be asked at the conclusion: 1. How does one generate interest in TOC at a government entity? 2. How are tools like the TP, CCPM and S&T being used in government? 3. How might TOC be incorporated into the process of setting public policy and making law? 1 hour 20 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 210 |
Conference Proceedings |
Gilani, Ravinder |
Implementing TOC in a cash-constrained organization (Encore) |
2013 |
Bad Nauheim, Germany |
TOC implementation is a huge challenge and it is even more so if the organization has cash as the constraint. However since cash-constrained organizations have their survival at stake, it also offers great opportunity to overcome the first layer of resistance (most difficult layer of disagreement on the problem) as we do not have to convince the decision makers that they need to change. A process has been developed to overcome the cash constraint within 13 weeks based on the implementation experience in the last 12 years in India. |
30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 211 |
Conference Proceedings |
|
Implementing TOC in a cash-constrained organization (Encore) |
2013 |
Bad Nauheim, Germany |
TOC implementation is a huge challenge and it is even more so if the organization has cash as the constraint. However since cash-constrained organizations have their survival at stake, it also offers great opportunity to overcome the first layer of resistance (most difficult layer of disagreement on the problem) as we do not have to convince the decision makers that they need to change. A process has been developed to overcome the cash constraint within 13 weeks based on the implementation experience in the last 12 years in India. |
30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 212 |
Conference Proceedings |
Gilani, Ravinder |
System productivity |
2013 |
Bad Nauheim, Germany |
Every organization would like to improve its productivity. However do we have a clear measure of productivity? Are we talking of workers' productivity, supervisors' productivity or managers' productivity? What about the productivity of functional heads or even the CEO? Most organizations do have some measurements for the productivity of workers or for the lower level employees. Many organizations have Key Result Areas (KRAs) for the middle and senior management. While we have many surrogate measurements for performance or productivity of parts, do we have any one measurement for the whole organization? The only purpose of measurements is to help make the right decisions or taking corrective actions for achieving more and more of the goal units of the organization. Hence the system productivity measurement must state unequivocally if the organization is moving forward, stationary, or slipping back. The second criterion for such a measurement is that it should be simple to measure and people can relate to it intuitively. This is an attempt to suggest one measure for the entire organization--System Productivity. |
I had observed that many organizations are able to increase their sales and profits over many years. So can we say definitely that these organizations have improved? On investigation did observe that these organizations had indeed increased their throughput & profits over the years. Most organizations proudly share their achievements in terms of sales growth, or profit growth. If an organization improves sales, throughput, & profits, is it possible to conclude that the organization has improved also its productivity? What if an organization doubles its sales and profits by replicating the current business? Of course its sales & profits will double. However can we state that it has increased its productivity? Before we answer this, we need to delve into the definition of productivity. As per Oxford dictionary, productivity is defined as the effectiveness of productive efforts or inputs. In very easy to understand language, I would sate that productivity is how much output units we are creating per unit of input resources. Either we can increase output by using more resources or using the current resources better. It is obvious that when an organization is generating more output using the same resources; it can be said to improving its productivity. I have observed that most organizations do not measure any overall organizational productivity measure. Instead they have multitude of parameters for almost every part of the organization. We, the TOC community, do know that measuring every part of the organization is unlikely to inform the overall health of the organization. If we do not even have organizational productivity measures, what are the chances that the organization productivity will improve? What corrective action will we take to improve it? What is the output of an organization? Using TOC terminology it can be the value addition or Throughput (T). What are the inputs every organization requires for generating Throughput? Again using TOC basic measurements? It could Operating Expenses (OE), and Investment (T). Many TOC thinkers & practitioners have been using terms like Operating Productivity & Capital Productivity. These are defined as (T/OE) & (T/I). 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 213 |
Conference Proceedings |
|
System productivity |
2013 |
Bad Nauheim, Germany |
Every organization would like to improve its productivity. However do we have a clear measure of productivity? Are we talking of workers' productivity, supervisors' productivity or managers' productivity? What about the productivity of functional heads or even the CEO? Most organizations do have some measurements for the productivity of workers or for the lower level employees. Many organizations have Key Result Areas (KRAs) for the middle and senior management. While we have many surrogate measurements for performance or productivity of parts, do we have any one measurement for the whole organization? The only purpose of measurements is to help make the right decisions or taking corrective actions for achieving more and more of the goal units of the organization. Hence the system productivity measurement must state unequivocally if the organization is moving forward, stationary, or slipping back. The second criterion for such a measurement is that it should be simple to measure and people can relate to it intuitively. This is an attempt to suggest one measure for the entire organization--System Productivity. |
I had observed that many organizations are able to increase their sales and profits over many years. So can we say definitely that these organizations have improved? On investigation did observe that these organizations had indeed increased their throughput & profits over the years. Most organizations proudly share their achievements in terms of sales growth, or profit growth. If an organization improves sales, throughput, & profits, is it possible to conclude that the organization has improved also its productivity? What if an organization doubles its sales and profits by replicating the current business? Of course its sales & profits will double. However can we state that it has increased its productivity? Before we answer this, we need to delve into the definition of productivity. As per Oxford dictionary, productivity is defined as the effectiveness of productive efforts or inputs. In very easy to understand language, I would sate that productivity is how much output units we are creating per unit of input resources. Either we can increase output by using more resources or using the current resources better. It is obvious that when an organization is generating more output using the same resources; it can be said to improving its productivity. I have observed that most organizations do not measure any overall organizational productivity measure. Instead they have multitude of parameters for almost every part of the organization. We, the TOC community, do know that measuring every part of the organization is unlikely to inform the overall health of the organization. If we do not even have organizational productivity measures, what are the chances that the organization productivity will improve? What corrective action will we take to improve it? What is the output of an organization? Using TOC terminology it can be the value addition or Throughput (T). What are the inputs every organization requires for generating Throughput? Again using TOC basic measurements? It could Operating Expenses (OE), and Investment (T). Many TOC thinkers & practitioners have been using terms like Operating Productivity & Capital Productivity. These are defined as (T/OE) & (T/I). 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 214 |
Online Multimedia |
Covington, John |
Enterprise Fitness - A TOC book club webinar |
2011 |
|
This presentation describes: The impact of culture on TOC or any other change initiative - The leader's impact on culture. - What should be the leader's focus? - A suggested leadership model - How would you whip up a batch of culture? |
38 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 215 |
Online Multimedia |
|
Enterprise Fitness - A TOC book club webinar |
2011 |
|
This presentation describes: The impact of culture on TOC or any other change initiative - The leader's impact on culture. - What should be the leader's focus? - A suggested leadership model - How would you whip up a batch of culture? |
38 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 216 |
Online Multimedia |
|
Enterprise Fitness - A TOC book club webinar |
2011 |
|
This presentation describes: The impact of culture on TOC or any other change initiative - The leader's impact on culture. - What should be the leader's focus? - A suggested leadership model - How would you whip up a batch of culture? |
38 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 217 |
Conference Proceedings |
Goldratt, Rami |
Retail the TOC way: Introduction |
2013 |
Bad Nauheim, Germany |
The standard TOC application for retail focuses on demand pull replenishment. How to set inventory targets, how to dynamically manage these inventory targets, how to utilize the power of aggregation and how to determine the frequency of replenishing stock? While these are important aspects of the solution, the elaborated experience in implementing TOC in various retail companies made it clear that the main focus should not be merely on what to replenish, but rather heavy emphasis must be given to what NOT to replenish. In his 90 minute presentation, Rami Goldratt presents highlights of the considerable developments in applying the concepts of flow to the retail environment. Topics include how to manage vast assortments; how to synchronize new product introduction with liquidation of slow moving items; how to dynamically manage the range; how to manage short product-life cycles, and more. The workshop is a preview for the new S&T tree for retail that will be published in the near future. |
1 hour 20 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 218 |
Conference Proceedings |
|
Retail the TOC way: Introduction |
2013 |
Bad Nauheim, Germany |
The standard TOC application for retail focuses on demand pull replenishment. How to set inventory targets, how to dynamically manage these inventory targets, how to utilize the power of aggregation and how to determine the frequency of replenishing stock? While these are important aspects of the solution, the elaborated experience in implementing TOC in various retail companies made it clear that the main focus should not be merely on what to replenish, but rather heavy emphasis must be given to what NOT to replenish. In his 90 minute presentation, Rami Goldratt presents highlights of the considerable developments in applying the concepts of flow to the retail environment. Topics include how to manage vast assortments; how to synchronize new product introduction with liquidation of slow moving items; how to dynamically manage the range; how to manage short product-life cycles, and more. The workshop is a preview for the new S&T tree for retail that will be published in the near future. |
1 hour 20 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 219 |
Conference Proceedings |
Hitomi, Mitsuo |
Technology breakthrough by operational breakthrough (Mazda) |
2013 |
Bad Nauheim, Germany |
Many of Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. Mazda, the major employer in Hiroshima and often used as a miniature case of Japan's struggle, was facing the following challenges: -Keep employment to fulfill corporate social responsibility in local community -Huge pressure to move out from Japan to cope with intense Yen appreciation -Keep Mazda spirit to deliver innovative cars -Cost reduction without compromising high performance with eco-friendly gas mileage. With four straight years of negative financial performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment stable. Started with bottom-up initiatives and later supported by a top-down commitment, the company utilized TOC's critical chain project management (CCPM) to develop an innovative, new technological advance which it called 'SKYACTIV.' Not only was Mazda able to cut its car development time in half, but it produced a lighter and stronger chassis and, using new technology, the ability to extract a significantly greater amount of energy from its fuel. As a result, the mileage is competitive with hybrid cars without any compromise in performance and far less cost. Among the key performance indicators (KPI's) for Mazda are a huge jump in sales and consequent rise to number one in market share in many global markets, a return to profitability, and increased motivation and collaboration within the company. Moreover, the company has won numerous industry awards for its technological breakthroughs. Above all, nothing more than makes all happy is people's harmony - motivation and collaboration. The company's key learning: There is no limit for technology breakthrough. There is no limit for operational breakthrough. 'Even the sky is not the limit.' |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 220 |
Conference Proceedings |
|
Technology breakthrough by operational breakthrough (Mazda) |
2013 |
Bad Nauheim, Germany |
Many of Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. Mazda, the major employer in Hiroshima and often used as a miniature case of Japan's struggle, was facing the following challenges: -Keep employment to fulfill corporate social responsibility in local community -Huge pressure to move out from Japan to cope with intense Yen appreciation -Keep Mazda spirit to deliver innovative cars -Cost reduction without compromising high performance with eco-friendly gas mileage. With four straight years of negative financial performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment stable. Started with bottom-up initiatives and later supported by a top-down commitment, the company utilized TOC's critical chain project management (CCPM) to develop an innovative, new technological advance which it called 'SKYACTIV.' Not only was Mazda able to cut its car development time in half, but it produced a lighter and stronger chassis and, using new technology, the ability to extract a significantly greater amount of energy from its fuel. As a result, the mileage is competitive with hybrid cars without any compromise in performance and far less cost. Among the key performance indicators (KPI's) for Mazda are a huge jump in sales and consequent rise to number one in market share in many global markets, a return to profitability, and increased motivation and collaboration within the company. Moreover, the company has won numerous industry awards for its technological breakthroughs. Above all, nothing more than makes all happy is people's harmony - motivation and collaboration. The company's key learning: There is no limit for technology breakthrough. There is no limit for operational breakthrough. 'Even the sky is not the limit.' |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 221 |
Conference Proceedings |
Holt, James R. |
Managing complex organizations: A simplified approach |
2013 |
Bad Nauheim, Germany |
Large companies have many work flows that go through different elements (departments, functions, etc.) of the company. The different elements of the company depend upon each other. Traditional management tries to 'divide and conquer' the management challenge by asking each element to perform to the best that it can. Local performance measures are often in conflict with each other. Large organizations need to encourage each element of the company to perform/ improve in a way that directly affects the global performance of the company. The TOC supply chain measures of Throughput-Dollar-Days (TDD) and Inventory-Dollar-Days (IDD) can be modified slightly to achieve both local and global effectiveness in large companies. Recording the time a work task is received, the value of the work and the due date makes it easy to calculate and plot TDD and IDD for any element of the company. These measures can be used to quickly evaluate where there are problems and allocate or realign resources for a much improved level of system performance. |
Large companies (governments and service agencies) depend upon their many elements to 'do their best.' Often, elements manage their own finances (profit and loss statements). And yet, elements are interconnected and frequently depend upon each other's performance. This interdependency in producing coupled with past and future investments makes it difficult to see if actions will 'Generate Throughput' or 'Waste Money.' Elements can easily point fingers at others for preventing better local performance. To deal with linkages between elements in large companies, there must be measures that encourage individual elements to do their best locally, and at the same time, cause the large company to achieve its best global performance. These measures should guide management to make local improvement decisions that will help the large company as a whole. The TOC Measures developed for independent companies in supply chains give suggest a good way to deal with this conflict. Throughput-Dollar-Day (TDD) measures suppliers who might jeopardize the Throughput of a buyer. Inventory-Dollar-Day (IDD) measures the efficiency or effectiveness of the buyer at turning a suppliers investment into a sale of the final product. With just a little modification, TOC supply chain measures can be used to measure the reliability and effectiveness of large companies. Large companies want to: 1. Deliver high quality products according to their promises to their final customer. 2. Do their work in a cost effective manner. These are the same goals as elements within a large company. In large companies, most elements are captive shops. That is, they receive work that is scheduled (or requested) by others and they deliver to another part of the company. Most elements cannot determine their own incoming workload nor establish their own output demand. Captive shops are both buyers and suppliers at the same time. To measure a captive shop correctly, we must use both TDD and IDD. Measuring Throughput-Dollar-Days (TDD) tracks the reliability of their delivery as a supplier over time. Measuring Inventory(or Investment)-Dollar-Days (IDD) gives a snap shot of the effectiveness of the flow or the efficient use of resources. In large companies, the Throughput value of any particular product or task is often hard to define. However, it is pretty easy to know which work tasks are more important than another. Assigning a 'Work Value' to each task is pretty easy. An urgent part could be a 10, a important drawing a 9, writing a proposal an 8, writing a letter a 5, answering an email a 1. Most work tasks come with a 'Due Date,' either explicit or implicit (a length of time the element deems is a suitable response time). A well managed organization delivers to its promises (explicit or implicit). When an element misses its task Due Date, the TDD measure begins. TDD becomes the Work Value * Days Late. Summing TDD over a period of time indicates how reliable an element at keeping it's promise (an ethical measure of performance). If the date of receiving a work task is recorded, it is pretty easy to calculate the value of work and the time that work is within the element's control. Adding together the Work Value * (today-Date Received) for all uncompleted work gives snap shot view of the IDD measure. (Note: a similar measure of Investment-Dollar-Days can compare like operations. Periodic calculations of the investment required for on-time delivery factored by the flow-time is an indicator of effectiveness and efficiency of the process. And, Investment-Dollar-Days is a quick indicator of the impact of changes in level of resources or changes in the speed of delivery.) These two measures can be easily documented on a spreadsheet and the recent history of TDD and IDD plotted. This way, individuals, departments, divisions and easily determine and track both their 'Reliability to promise' and 'Speed of getting things done.' Measuring TDD shows results over a period of time that: Encourages keeping things flowing according to plan. Identifies areas with delivery problems. Identifies areas where investments are needed. Measuring IDD shows a snap shot view of Work-in-progress that: Encourages faster processing. Identifies areas that are over loaded. Identifies areas where improvements are needed. Management can quickly evaluate where there are problems and allocate or realign resources for a much improved level of system performance. These measures give management at all levels the ability to focus improvement efforts and to immediately see the impact of their improvements. TDD an IDD encourage both On-Time delivery of Quality products and Speed in the processing (reducing costs). 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 222 |
Conference Proceedings |
|
Managing complex organizations: A simplified approach |
2013 |
Bad Nauheim, Germany |
Large companies have many work flows that go through different elements (departments, functions, etc.) of the company. The different elements of the company depend upon each other. Traditional management tries to 'divide and conquer' the management challenge by asking each element to perform to the best that it can. Local performance measures are often in conflict with each other. Large organizations need to encourage each element of the company to perform/ improve in a way that directly affects the global performance of the company. The TOC supply chain measures of Throughput-Dollar-Days (TDD) and Inventory-Dollar-Days (IDD) can be modified slightly to achieve both local and global effectiveness in large companies. Recording the time a work task is received, the value of the work and the due date makes it easy to calculate and plot TDD and IDD for any element of the company. These measures can be used to quickly evaluate where there are problems and allocate or realign resources for a much improved level of system performance. |
Large companies (governments and service agencies) depend upon their many elements to 'do their best.' Often, elements manage their own finances (profit and loss statements). And yet, elements are interconnected and frequently depend upon each other's performance. This interdependency in producing coupled with past and future investments makes it difficult to see if actions will 'Generate Throughput' or 'Waste Money.' Elements can easily point fingers at others for preventing better local performance. To deal with linkages between elements in large companies, there must be measures that encourage individual elements to do their best locally, and at the same time, cause the large company to achieve its best global performance. These measures should guide management to make local improvement decisions that will help the large company as a whole. The TOC Measures developed for independent companies in supply chains give suggest a good way to deal with this conflict. Throughput-Dollar-Day (TDD) measures suppliers who might jeopardize the Throughput of a buyer. Inventory-Dollar-Day (IDD) measures the efficiency or effectiveness of the buyer at turning a suppliers investment into a sale of the final product. With just a little modification, TOC supply chain measures can be used to measure the reliability and effectiveness of large companies. Large companies want to: 1. Deliver high quality products according to their promises to their final customer. 2. Do their work in a cost effective manner. These are the same goals as elements within a large company. In large companies, most elements are captive shops. That is, they receive work that is scheduled (or requested) by others and they deliver to another part of the company. Most elements cannot determine their own incoming workload nor establish their own output demand. Captive shops are both buyers and suppliers at the same time. To measure a captive shop correctly, we must use both TDD and IDD. Measuring Throughput-Dollar-Days (TDD) tracks the reliability of their delivery as a supplier over time. Measuring Inventory(or Investment)-Dollar-Days (IDD) gives a snap shot of the effectiveness of the flow or the efficient use of resources. In large companies, the Throughput value of any particular product or task is often hard to define. However, it is pretty easy to know which work tasks are more important than another. Assigning a 'Work Value' to each task is pretty easy. An urgent part could be a 10, a important drawing a 9, writing a proposal an 8, writing a letter a 5, answering an email a 1. Most work tasks come with a 'Due Date,' either explicit or implicit (a length of time the element deems is a suitable response time). A well managed organization delivers to its promises (explicit or implicit). When an element misses its task Due Date, the TDD measure begins. TDD becomes the Work Value * Days Late. Summing TDD over a period of time indicates how reliable an element at keeping it's promise (an ethical measure of performance). If the date of receiving a work task is recorded, it is pretty easy to calculate the value of work and the time that work is within the element's control. Adding together the Work Value * (today-Date Received) for all uncompleted work gives snap shot view of the IDD measure. (Note: a similar measure of Investment-Dollar-Days can compare like operations. Periodic calculations of the investment required for on-time delivery factored by the flow-time is an indicator of effectiveness and efficiency of the process. And, Investment-Dollar-Days is a quick indicator of the impact of changes in level of resources or changes in the speed of delivery.) These two measures can be easily documented on a spreadsheet and the recent history of TDD and IDD plotted. This way, individuals, departments, divisions and easily determine and track both their 'Reliability to promise' and 'Speed of getting things done.' Measuring TDD shows results over a period of time that: Encourages keeping things flowing according to plan. Identifies areas with delivery problems. Identifies areas where investments are needed. Measuring IDD shows a snap shot view of Work-in-progress that: Encourages faster processing. Identifies areas that are over loaded. Identifies areas where improvements are needed. Management can quickly evaluate where there are problems and allocate or realign resources for a much improved level of system performance. These measures give management at all levels the ability to focus improvement efforts and to immediately see the impact of their improvements. TDD an IDD encourage both On-Time delivery of Quality products and Speed in the processing (reducing costs). 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 223 |
Conference Proceedings |
Holt, James R. |
Project and multi-projects management basics workshop |
2013 |
Bad Nauheim, Germany |
This workshop is an introduction to project management the TOC way. We discuss the nature of projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical chain project management (CCPM) scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO on-line basics critical chain project management exam, in advance of the TOCICO fundamentals exam. |
1 hour 16 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 224 |
Conference Proceedings |
|
Project and multi-projects management basics workshop |
2013 |
Bad Nauheim, Germany |
This workshop is an introduction to project management the TOC way. We discuss the nature of projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical chain project management (CCPM) scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO on-line basics critical chain project management exam, in advance of the TOCICO fundamentals exam. |
1 hour 16 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 225 |
Conference Proceedings |
Holt, James R. |
Simplified critical chain project management: Visual project management |
2013 |
Bad Nauheim, Germany |
If we are not doing mass production, then we are doing projects. Yet, 90% of organizations doing projects do not use project management tools. Project management tools are just too much trouble for most projects. Visual Project Management is a simplified approach to critical chain project management (CCPM) that relaxes many project management tools, simplifies reporting and tracks projects using buffer management. Simplified critical chain project management (SCCPM) presents individual and multiple projects in such a way that management, workers and customers all agree with needed management actions. By using Visual Project Management, users learn to become better project managers. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 226 |
Conference Proceedings |
|
Simplified critical chain project management: Visual project management |
2013 |
Bad Nauheim, Germany |
If we are not doing mass production, then we are doing projects. Yet, 90% of organizations doing projects do not use project management tools. Project management tools are just too much trouble for most projects. Visual Project Management is a simplified approach to critical chain project management (CCPM) that relaxes many project management tools, simplifies reporting and tracks projects using buffer management. Simplified critical chain project management (SCCPM) presents individual and multiple projects in such a way that management, workers and customers all agree with needed management actions. By using Visual Project Management, users learn to become better project managers. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 227 |
Conference Proceedings |
Holt, Steven |
Complex systems, TOC and the search for inherent simplicity (Encore) |
2013 |
Bad Nauheim, Germany |
Many improvement methods are in apparent competition and it's difficult to know which one to use in a given situation. The Cynefin Model, by Dave Snowden, can help match the right improvement method to the appropriate domain. The Cynefin Model shows that TOC is especially well qualified for managing complex systems. Further, looking at TOC and the Cynefin Model we can see how the inherent simplicity of TOC's breakthrough solutions are derived. |
38 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 228 |
Conference Proceedings |
|
Complex systems, TOC and the search for inherent simplicity (Encore) |
2013 |
Bad Nauheim, Germany |
Many improvement methods are in apparent competition and it's difficult to know which one to use in a given situation. The Cynefin Model, by Dave Snowden, can help match the right improvement method to the appropriate domain. The Cynefin Model shows that TOC is especially well qualified for managing complex systems. Further, looking at TOC and the Cynefin Model we can see how the inherent simplicity of TOC's breakthrough solutions are derived. |
38 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 229 |
Conference Proceedings |
Holt, Steven |
Fire the consultants to get the green curve and the red curve |
2013 |
Bad Nauheim, Germany |
The original red and green curve version 1.0 had the red curve as good. It was growth. The green curve was bad. It did give faster results, but led to stagnation and eventual collapse. Red and green version 3.0 says you need both: green gives you stability and harmony and red builds upon that foundation to give you enhanced growth. I submit that, unfortunately, the conventional consulting model in which a consultant is brought in by senior executives to get results promotes the negative patterns of green curve 1.0 and sets the stage for the often observed case of successful TOC implementations being abandoned. A consultant working for an executive will tend to use coercive means to drive people to change, including real or perceive promises of rewards and threats of punishment. There is little sense of ownership by the employees. When the implementation pays off and the executive is promoted, people see the opportunity to reject 'someone else's idea' and abandon TOC. The alternative is to allow people to drive change themselves using a policy buffer. This results in broad based ownership, change, and sustainable growth. |
When the Red and Green Curve analogy was initially created it was portrayed as a choice between two paths of action; one leading to faster results but ending in stagnation and collapse (Green) and the other leading to initially slow and then rapidly increasing growth (Red). Version 1.0 gave way to Version 2.0, which embraced both curves as necessary, and then Version 3.0 in which the greater the stability and harmony from Green the greater the potential growth from Red. And, yet, there is a disturbingly common pattern of successful TOC implementations being abandoned despite early successes that follows the pattern of Green Curve 1.0. I will argue that this is not a coincidence and that one cause of it is the conventional way that companies work with consultants. Consultants are usually brought in by one or more senior executives, usually because there is a problem that the company has not been able to deal with and has become a crisis that needs fast action. The consultant is granted much of the authority of the executive to recommend or make changes. Companies like to hire experienced consultants; ones that have a proven track record. This means the consultants have experienced-based confidence that they can quickly analyze the situation, decide on a course of action and implement it—leading to rapid positive results. And that's what they do; we have many TOC success stories to show for it. But, consider what that means. The consultant/executive retains the authority. Changes are made quickly, often without a lot of explanation. The changes are mandatory. And 'sponsorship' and 'support' of senior management often translates as rewards if you do what the consultant says and punishment if you don't. This is a fundamentally coercive style of management. We end up using poor management practices in order to promote TOC, something that is supposed to be good for everyone. This can create disharmony in the company and if/when the executive is promoted or leaves to take on a bigger challenge elsewhere the implementation is often abandoned or rejected by either the new executive or the employees or both. After all, it was never really theirs to begin with. It doesn't have to be that way. There is a fundamental choice to make and it can be explained as Driving People vs. Driving Change. April K. Mills described these as: Driving people: using some coercion (e.g., orders, fear of negative consequences, removal of positive consequences) to externally compel someone to change. Driving change: choosing a change for yourself and clearing the obstacles for others to internally choose the change, too. The conflict appears to be a choice between using a coercive style to promote commonality and rapid results or a more cooperative model that promotes grassroots ownership of the implementation and broad based innovation. The common consultant model follows the Driving People approach. The Driving Change approach would make use of a Policy Buffer, which is a safe-to-fail experimentation zone with set boundaries in which some current policies, procedures, metrics, methods and/or processes would not have to be followed so that new ways can be tried out. This is particularly effective in Complex situations in which 'the one right answer' simply cannot be determined in advance. In those situations, the best approach is to use an evolutionary path based on exploration (innovation and experimentation) and then exploitation (turning the experiments into common methods and solutions that can be adopted more broadly). The Driving Change approach could be sped up using TOC and the Cynefin Framework. As it expanded and matured it would yield increased experimentation and rapid sharing of successful ideas. It would all but eliminate the Not Invented Here reaction and result in increasingly rapid improvement, expansion of knowledge, and growth. Consequently, it would provide both enhanced stability and harmony, the intent of Green Curve 3.0, as well as the expanded growth of Red Curve 3.0. Counterpoint Argument: Simply put, Driving Change and a Policy Buffer sounds like misguided flailing around and management abandoning their responsibilities to the share holders. The management knows they need help and have already done all they can internally. Doing more of the same won't help and, worse yet, relaxing current practices when things are already not going well could seriously damage the company. And, even if it did work, it would take way too long to show any real pay off. Fire The Consultants Conflict Cloud: Story: In the interest of getting quick results in implementing TOC it is common for executives to hire TOC consultants. The consultants use essentially coercive practices to implement TOC without getting real ownership from the non-executives. This cloud leads to a number of UDEs: 1) People don't really develop ownership of the change. 2) If the executive or the consultant leave the implementation flounders and collapses. 3) In hindsight TOC is not seen as the cause of good results; cause is attributed to things like 'top management support' which then reinforces why it is needed the next time. B-D Assumptions: 1) We've tried to fix it and can't, only an outsider knows the answers 2) We can't delay any longer, we need results fast and consultants have them. 3) Consultants are experts and they know and will tell us what we need to do. 4) Consultants don't have to make friends, they can make tough calls and then leave, it doesn't matter if people like them as long as their ideas get results. C-D' Assumptions: 1) People will willingly embrace their own ideas. 2) People often know what should be done and are hampered by internally created policy constraints 3) A skilled and motivated workforce will outperform any consultant 4) It will take a long time to get everyone aligned and motivated. D-D' Assumptions: 1) We have to hire a consultant or not hire a consultant 2) We don't have a lot of time, we have to choose one or the other. The real injection is that we need to do both, so it breaks D to D' and addresses the counter argument. A consultant should help determine where to take action and what sorts of action to take, then they should help craft an implementation approach that focuses on creating a sense of ownership and bias for action on the part of everyone in the company—executives and non-executives alike. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 230 |
Conference Proceedings |
|
Fire the consultants to get the green curve and the red curve |
2013 |
Bad Nauheim, Germany |
The original red and green curve version 1.0 had the red curve as good. It was growth. The green curve was bad. It did give faster results, but led to stagnation and eventual collapse. Red and green version 3.0 says you need both: green gives you stability and harmony and red builds upon that foundation to give you enhanced growth. I submit that, unfortunately, the conventional consulting model in which a consultant is brought in by senior executives to get results promotes the negative patterns of green curve 1.0 and sets the stage for the often observed case of successful TOC implementations being abandoned. A consultant working for an executive will tend to use coercive means to drive people to change, including real or perceive promises of rewards and threats of punishment. There is little sense of ownership by the employees. When the implementation pays off and the executive is promoted, people see the opportunity to reject 'someone else's idea' and abandon TOC. The alternative is to allow people to drive change themselves using a policy buffer. This results in broad based ownership, change, and sustainable growth. |
When the Red and Green Curve analogy was initially created it was portrayed as a choice between two paths of action; one leading to faster results but ending in stagnation and collapse (Green) and the other leading to initially slow and then rapidly increasing growth (Red). Version 1.0 gave way to Version 2.0, which embraced both curves as necessary, and then Version 3.0 in which the greater the stability and harmony from Green the greater the potential growth from Red. And, yet, there is a disturbingly common pattern of successful TOC implementations being abandoned despite early successes that follows the pattern of Green Curve 1.0. I will argue that this is not a coincidence and that one cause of it is the conventional way that companies work with consultants. Consultants are usually brought in by one or more senior executives, usually because there is a problem that the company has not been able to deal with and has become a crisis that needs fast action. The consultant is granted much of the authority of the executive to recommend or make changes. Companies like to hire experienced consultants; ones that have a proven track record. This means the consultants have experienced-based confidence that they can quickly analyze the situation, decide on a course of action and implement it—leading to rapid positive results. And that's what they do; we have many TOC success stories to show for it. But, consider what that means. The consultant/executive retains the authority. Changes are made quickly, often without a lot of explanation. The changes are mandatory. And 'sponsorship' and 'support' of senior management often translates as rewards if you do what the consultant says and punishment if you don't. This is a fundamentally coercive style of management. We end up using poor management practices in order to promote TOC, something that is supposed to be good for everyone. This can create disharmony in the company and if/when the executive is promoted or leaves to take on a bigger challenge elsewhere the implementation is often abandoned or rejected by either the new executive or the employees or both. After all, it was never really theirs to begin with. It doesn't have to be that way. There is a fundamental choice to make and it can be explained as Driving People vs. Driving Change. April K. Mills described these as: Driving people: using some coercion (e.g., orders, fear of negative consequences, removal of positive consequences) to externally compel someone to change. Driving change: choosing a change for yourself and clearing the obstacles for others to internally choose the change, too. The conflict appears to be a choice between using a coercive style to promote commonality and rapid results or a more cooperative model that promotes grassroots ownership of the implementation and broad based innovation. The common consultant model follows the Driving People approach. The Driving Change approach would make use of a Policy Buffer, which is a safe-to-fail experimentation zone with set boundaries in which some current policies, procedures, metrics, methods and/or processes would not have to be followed so that new ways can be tried out. This is particularly effective in Complex situations in which 'the one right answer' simply cannot be determined in advance. In those situations, the best approach is to use an evolutionary path based on exploration (innovation and experimentation) and then exploitation (turning the experiments into common methods and solutions that can be adopted more broadly). The Driving Change approach could be sped up using TOC and the Cynefin Framework. As it expanded and matured it would yield increased experimentation and rapid sharing of successful ideas. It would all but eliminate the Not Invented Here reaction and result in increasingly rapid improvement, expansion of knowledge, and growth. Consequently, it would provide both enhanced stability and harmony, the intent of Green Curve 3.0, as well as the expanded growth of Red Curve 3.0. Counterpoint Argument: Simply put, Driving Change and a Policy Buffer sounds like misguided flailing around and management abandoning their responsibilities to the share holders. The management knows they need help and have already done all they can internally. Doing more of the same won't help and, worse yet, relaxing current practices when things are already not going well could seriously damage the company. And, even if it did work, it would take way too long to show any real pay off. Fire The Consultants Conflict Cloud: Story: In the interest of getting quick results in implementing TOC it is common for executives to hire TOC consultants. The consultants use essentially coercive practices to implement TOC without getting real ownership from the non-executives. This cloud leads to a number of UDEs: 1) People don't really develop ownership of the change. 2) If the executive or the consultant leave the implementation flounders and collapses. 3) In hindsight TOC is not seen as the cause of good results; cause is attributed to things like 'top management support' which then reinforces why it is needed the next time. B-D Assumptions: 1) We've tried to fix it and can't, only an outsider knows the answers 2) We can't delay any longer, we need results fast and consultants have them. 3) Consultants are experts and they know and will tell us what we need to do. 4) Consultants don't have to make friends, they can make tough calls and then leave, it doesn't matter if people like them as long as their ideas get results. C-D' Assumptions: 1) People will willingly embrace their own ideas. 2) People often know what should be done and are hampered by internally created policy constraints 3) A skilled and motivated workforce will outperform any consultant 4) It will take a long time to get everyone aligned and motivated. D-D' Assumptions: 1) We have to hire a consultant or not hire a consultant 2) We don't have a lot of time, we have to choose one or the other. The real injection is that we need to do both, so it breaks D to D' and addresses the counter argument. A consultant should help determine where to take action and what sorts of action to take, then they should help craft an implementation approach that focuses on creating a sense of ownership and bias for action on the part of everyone in the company—executives and non-executives alike. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 231 |
Conference Proceedings |
Humpert, Don |
V.I.P. Mortgage, Inc.: A case study |
2013 |
Bad Nauheim, Germany |
This case study covers a three-year period of consulting work with this middle-sized independent mortgage company from the introduction of TOC as a management framework in March 2010 to the present. The environment of a mortgage company cannot be classified as traditional operations (suitable for a DBR solution) nor as a project environment (suitable for a CCPM solution). V.I.P. Mortgage worked with Aligned Consulting Services to develop a TOC solution for the mortgage industry. V.I.P. Mortgage used the classic TOC thinking processes (TP) as the whole system intervention. The company successfully adapted its mortgage automation system to support a buffer-managed, flow-focused operations system. The company developed its performance management system to encourage behaviors that facilitate flow. The TOC-based solution has profoundly influenced every sales, operational, financial, and human resources system in the company. While applying TOC, V.I.P. Mortgage grew from 50 to over 260 employees during a period of turmoil and upheaval in the home mortgage industry, achieving its long-term goal in 2012 of exceeding $1 billion in loan volume. In this context, this case demonstrates that TOC is more than a process of ongoing improvement; it can be framed as an organization theory to grow successful companies. |
V.I.P. Mortgage, Inc.: A Case Study This case-study covers a three-year period of consulting work with this company, from the introduction of TOC as a management framework in March 2010 to the present. V.I.P. Mortgage, Inc. is a middle-sized independent mortgage company headquartered in Scottsdale, Arizona. The environment of a mortgage company cannot be classified as traditional operations (suitable for a DBR solution) nor as a project environment (suitable for a CCPM solution). An S&T tree has yet to be developed for this type of business. Since no 'off the shelf' TOC solution has been developed for the mortgage industry, I worked with V.I.P. Mortgage to build one. V.I.P. Mortgage finished 2009 having funded $216M in home mortgage loans, and when introduced to TOC they had 57 employees. The company funded $1.061B in 2012, and finished the year with 265 employees. This success and growth took place during a period of turmoil and upheaval in the home mortgage industry; at least 388 mortgage lenders that were in business in late 2006 no longer exist (www.ml-implode.com). In addition to presenting a technical solution for mortgage operations, this case study also illustrates how TOC can provide a guiding framework for a small entrepreneurship as it transitions to a measurement-driven, systems-based company. What to Change? We used the classic TOC Thinking Processes (TP) to identify what to change, what to change to, and how to cause the change. We used a map of key necessary conditions to success (adapted from Dettmer, 2007) to guide the elicitation of undesirable effects (UDEs). These formed the basis for a Current Reality Tree (CRT). Operationally, the loan processing department was identified as the company bottleneck. A core problem was that the company had no production management system to speak of; loans were 'pushed' into operational flow by essentially independent loan officers with no visibility of the system as a whole. Additionally, the completeness and accuracy of loans submitted for processing was often poor. This placed an additional burden on the processing department. What to Change To? The Future Reality Tree (FRT) incorporated several injections, but the most challenging was to implement what we initially called a 'TOC-based production system.' Being essentially an I-shaped plant, we recognized that the processing department would have to serve as the control point for the rest of the company. We would have to apply fundamental principles of operational flow. The company had already invested heavily in a mortgage automation system (Encompass360, Bankers Ed.). This would serve as the information technology backbone for managing flow. How We Caused the Change? We developed an intermediate objectives (I/O) map from the injections in the FRT. Rather than constructing a traditional Transition Tree, however, we converted the I/O map into a CCPM project plan. In implementation, we used the movie version of The Goal to internalize the five focusing steps in employees. The company implemented several changes to exploit the capacity of the processing department, but the greatest challenge was effectively subordinating loan officers to operational flow. Loan officer behaviors had to be changed to improve the accuracy and completeness of loan files entering the flow. Performance scorecards were developed for loan officers that included assessment criteria related to the quality of their files and readiness for processing. The allocation of quarterly sales bonuses was revised, basing it solely upon scorecard performance. Training was designed and conducted to educate loan officers about how their individual efforts fit into the system as a whole. Quality control was implemented prior to processing loans to reduce the number of 'bad' files forwarded for processing. Technologically, the mortgage automation system was also modified. Critically, a queue of files was put in place ahead of each processing team to create a mechanism to 'choke the release' of files to the bottleneck. The processing manager now maintains a balanced 'inventory buffer' of loan files for each processing team from which individual processors pull in priority order and work at their best speed. We incorporated a four-zone buffer management system based on a management due date. In sum, we changed from a 'Push' system driven by individual loan officers to a 'Flow' system accommodating all loans, but driven by company priorities. Lessons Learned and Implications: Subordinating loan officers to the bottleneck in the Processing Department required major changes in the company's culture and systems. The scorecard became the basis for an entirely new performance management system. V.I.P. Mortgage also incorporated a suite of psychological assessments into its selection process to screen prospective loan officers based factors relevant to flow; the importance of loan officer conscientiousness has become a major factor in recruiting and selecting new loan officers. The scorecard has also become the basis for goal-setting, a proven method of employee motivation (Latham, 2007). TOC has profoundly influenced every sales, operational, financial, and human resources system in the company. Most important, V.I.P. Mortgage incorporated the values inherent in TOC into its own vision and philosophy. In this context, this case demonstrates that TOC is more than a process of ongoing improvement; it can be framed as an organization theory to grow successful companies. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 232 |
Conference Proceedings |
|
V.I.P. Mortgage, Inc.: A case study |
2013 |
Bad Nauheim, Germany |
This case study covers a three-year period of consulting work with this middle-sized independent mortgage company from the introduction of TOC as a management framework in March 2010 to the present. The environment of a mortgage company cannot be classified as traditional operations (suitable for a DBR solution) nor as a project environment (suitable for a CCPM solution). V.I.P. Mortgage worked with Aligned Consulting Services to develop a TOC solution for the mortgage industry. V.I.P. Mortgage used the classic TOC thinking processes (TP) as the whole system intervention. The company successfully adapted its mortgage automation system to support a buffer-managed, flow-focused operations system. The company developed its performance management system to encourage behaviors that facilitate flow. The TOC-based solution has profoundly influenced every sales, operational, financial, and human resources system in the company. While applying TOC, V.I.P. Mortgage grew from 50 to over 260 employees during a period of turmoil and upheaval in the home mortgage industry, achieving its long-term goal in 2012 of exceeding $1 billion in loan volume. In this context, this case demonstrates that TOC is more than a process of ongoing improvement; it can be framed as an organization theory to grow successful companies. |
V.I.P. Mortgage, Inc.: A Case Study This case-study covers a three-year period of consulting work with this company, from the introduction of TOC as a management framework in March 2010 to the present. V.I.P. Mortgage, Inc. is a middle-sized independent mortgage company headquartered in Scottsdale, Arizona. The environment of a mortgage company cannot be classified as traditional operations (suitable for a DBR solution) nor as a project environment (suitable for a CCPM solution). An S&T tree has yet to be developed for this type of business. Since no 'off the shelf' TOC solution has been developed for the mortgage industry, I worked with V.I.P. Mortgage to build one. V.I.P. Mortgage finished 2009 having funded $216M in home mortgage loans, and when introduced to TOC they had 57 employees. The company funded $1.061B in 2012, and finished the year with 265 employees. This success and growth took place during a period of turmoil and upheaval in the home mortgage industry; at least 388 mortgage lenders that were in business in late 2006 no longer exist (www.ml-implode.com). In addition to presenting a technical solution for mortgage operations, this case study also illustrates how TOC can provide a guiding framework for a small entrepreneurship as it transitions to a measurement-driven, systems-based company. What to Change? We used the classic TOC Thinking Processes (TP) to identify what to change, what to change to, and how to cause the change. We used a map of key necessary conditions to success (adapted from Dettmer, 2007) to guide the elicitation of undesirable effects (UDEs). These formed the basis for a Current Reality Tree (CRT). Operationally, the loan processing department was identified as the company bottleneck. A core problem was that the company had no production management system to speak of; loans were 'pushed' into operational flow by essentially independent loan officers with no visibility of the system as a whole. Additionally, the completeness and accuracy of loans submitted for processing was often poor. This placed an additional burden on the processing department. What to Change To? The Future Reality Tree (FRT) incorporated several injections, but the most challenging was to implement what we initially called a 'TOC-based production system.' Being essentially an I-shaped plant, we recognized that the processing department would have to serve as the control point for the rest of the company. We would have to apply fundamental principles of operational flow. The company had already invested heavily in a mortgage automation system (Encompass360, Bankers Ed.). This would serve as the information technology backbone for managing flow. How We Caused the Change? We developed an intermediate objectives (I/O) map from the injections in the FRT. Rather than constructing a traditional Transition Tree, however, we converted the I/O map into a CCPM project plan. In implementation, we used the movie version of The Goal to internalize the five focusing steps in employees. The company implemented several changes to exploit the capacity of the processing department, but the greatest challenge was effectively subordinating loan officers to operational flow. Loan officer behaviors had to be changed to improve the accuracy and completeness of loan files entering the flow. Performance scorecards were developed for loan officers that included assessment criteria related to the quality of their files and readiness for processing. The allocation of quarterly sales bonuses was revised, basing it solely upon scorecard performance. Training was designed and conducted to educate loan officers about how their individual efforts fit into the system as a whole. Quality control was implemented prior to processing loans to reduce the number of 'bad' files forwarded for processing. Technologically, the mortgage automation system was also modified. Critically, a queue of files was put in place ahead of each processing team to create a mechanism to 'choke the release' of files to the bottleneck. The processing manager now maintains a balanced 'inventory buffer' of loan files for each processing team from which individual processors pull in priority order and work at their best speed. We incorporated a four-zone buffer management system based on a management due date. In sum, we changed from a 'Push' system driven by individual loan officers to a 'Flow' system accommodating all loans, but driven by company priorities. Lessons Learned and Implications: Subordinating loan officers to the bottleneck in the Processing Department required major changes in the company's culture and systems. The scorecard became the basis for an entirely new performance management system. V.I.P. Mortgage also incorporated a suite of psychological assessments into its selection process to screen prospective loan officers based factors relevant to flow; the importance of loan officer conscientiousness has become a major factor in recruiting and selecting new loan officers. The scorecard has also become the basis for goal-setting, a proven method of employee motivation (Latham, 2007). TOC has profoundly influenced every sales, operational, financial, and human resources system in the company. Most important, V.I.P. Mortgage incorporated the values inherent in TOC into its own vision and philosophy. In this context, this case demonstrates that TOC is more than a process of ongoing improvement; it can be framed as an organization theory to grow successful companies. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 233 |
Conference Proceedings |
Hurtado, Andres |
Increasing flow into customer´s world |
2013 |
Bad Nauheim, Germany |
Managers constantly are learning more and more how to PUSH. Discounts, incentives and rewards based on volume, minimum order quantity or sales based on fixed quota. These mechanisms create a lose-lose environment due to surpluses and shortages it contributes to create a long supply chain. Today we know that using the TOC distribution solution we (for sure) are able to reduce the replenishment lead time and also to synchronize and accelerate the flow along the system. However new additional challenges will appear: how to decide the transition period to progressively introduce products? How to persuade suppliers to become part of the game?, What kind of changes should be implemented in the communication with the customer in order to ensure that results are validated and fully recognized as a consequence of the new operational model? In other words, how to ensure a smooth transition from the conventional wisdom and practices to this new environment? This time we will be sharing the experience from having the management attention focused on finding answers to these kinds of questions. |
This is a sequel of Grupo Berlin (BOSCH representative in Ecuador) case presented in Chicago 2012. This time we will be covering the Marketing and Sales perspective of S&T Viable Vision implementation. We will be highlighting the way this management team is currently synchronizing (more and more) all company functions (Operations, Logistics, Purchasing, Marketing, Sales, IT…) around to Capitalize and Sustain their Decisive Competitive Edge which is based on Inventory Turns. From Marketing and Sales perspective, moving from conventional paradigm of local optima (PUSH) to global optima (PULL) is not trivial at all. As Eli said 'elaborated and sophisticated systems have been developed to waste and distort management attention'. Managers constantly are learning more and more how to PUSH. Often they have developed sophisticated systems to ensure the inventory is moving, (often as much as they can), from their side to the next links. For instance: Discounts, incentives and rewards based on volume, minimum order quantity or sales based on fixed quota. These mechanisms create a loose-loose environment due to surpluses and shortages it contributes to create along the supply chain. On the other hand, we already know that PULL systems, based on TOC Distribution Solution create a new win-win dimension for commercial relationships along supply chains. If we strategically allocate buffers, increase the frequency of order as well as the supply and implement the dynamic buffer management on each stock location along the supply chain, we (for sure) will reduce the replenishment lead time and will be able to synchronize and accelerate the flow along the system. But when we have thousands of SKUs (some produced, some purchased to be sold), how to decide the transition period to progressively include products? how to persuade suppliers to become part of the game?, What kind of changes should be implemented in the interaction and communication with the customer in order to ensure that results are validated and fully recognized as a consequence of the new operational model? What kind of considerations we need to do when need to go further downstream into the supply chain entities? In other words, how to ensure a smooth transition from the conventional wisdom and practices to this new environment? How to ensure that Marketing and Sales people takes full responsibility on it? This time we will be sharing the experience from having the management attention focused on finding answers to these kinds of questions. Today, customers operating under replenishment to consumption model are growing (in sales) twice than the conventional market. This is happening during more than one year. This time participants will see the processes and developments Tecnova managers have implemented to ensure the effectiveness of the solution. Building new value based relationship with customers (and providers) moving from conventional big volume - lower price to the world of increase customer`s ROI. 1. Elements to build the flow inside the company. 2. Elements to build the flow between the company and the customer. 3. Elements to build the flow upwards with providers. All those are necessary conditions to support the new operational model. Material covered: Company situation before implementation, the process they have been covered as well as the obstacles, learning points, results, next challenges and conclusions. Attendee benefits: Check, analyze and criticize: 1. The characteristics of the new win-win commercial dimension to build relationships base on the Inventory Turns Decisive Competitive Edge a. Managerial report currently used in the implementation to: 1)Validate the results generation as a direct consequence of Inventory Turns Offer implementation (more availability with less inventory), 2) Check and validate cash releasing and 3) Decide how to increase the portfolio. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 234 |
Conference Proceedings |
|
Increasing flow into customer´s world |
2013 |
Bad Nauheim, Germany |
Managers constantly are learning more and more how to PUSH. Discounts, incentives and rewards based on volume, minimum order quantity or sales based on fixed quota. These mechanisms create a lose-lose environment due to surpluses and shortages it contributes to create a long supply chain. Today we know that using the TOC distribution solution we (for sure) are able to reduce the replenishment lead time and also to synchronize and accelerate the flow along the system. However new additional challenges will appear: how to decide the transition period to progressively introduce products? How to persuade suppliers to become part of the game?, What kind of changes should be implemented in the communication with the customer in order to ensure that results are validated and fully recognized as a consequence of the new operational model? In other words, how to ensure a smooth transition from the conventional wisdom and practices to this new environment? This time we will be sharing the experience from having the management attention focused on finding answers to these kinds of questions. |
This is a sequel of Grupo Berlin (BOSCH representative in Ecuador) case presented in Chicago 2012. This time we will be covering the Marketing and Sales perspective of S&T Viable Vision implementation. We will be highlighting the way this management team is currently synchronizing (more and more) all company functions (Operations, Logistics, Purchasing, Marketing, Sales, IT…) around to Capitalize and Sustain their Decisive Competitive Edge which is based on Inventory Turns. From Marketing and Sales perspective, moving from conventional paradigm of local optima (PUSH) to global optima (PULL) is not trivial at all. As Eli said 'elaborated and sophisticated systems have been developed to waste and distort management attention'. Managers constantly are learning more and more how to PUSH. Often they have developed sophisticated systems to ensure the inventory is moving, (often as much as they can), from their side to the next links. For instance: Discounts, incentives and rewards based on volume, minimum order quantity or sales based on fixed quota. These mechanisms create a loose-loose environment due to surpluses and shortages it contributes to create along the supply chain. On the other hand, we already know that PULL systems, based on TOC Distribution Solution create a new win-win dimension for commercial relationships along supply chains. If we strategically allocate buffers, increase the frequency of order as well as the supply and implement the dynamic buffer management on each stock location along the supply chain, we (for sure) will reduce the replenishment lead time and will be able to synchronize and accelerate the flow along the system. But when we have thousands of SKUs (some produced, some purchased to be sold), how to decide the transition period to progressively include products? how to persuade suppliers to become part of the game?, What kind of changes should be implemented in the interaction and communication with the customer in order to ensure that results are validated and fully recognized as a consequence of the new operational model? What kind of considerations we need to do when need to go further downstream into the supply chain entities? In other words, how to ensure a smooth transition from the conventional wisdom and practices to this new environment? How to ensure that Marketing and Sales people takes full responsibility on it? This time we will be sharing the experience from having the management attention focused on finding answers to these kinds of questions. Today, customers operating under replenishment to consumption model are growing (in sales) twice than the conventional market. This is happening during more than one year. This time participants will see the processes and developments Tecnova managers have implemented to ensure the effectiveness of the solution. Building new value based relationship with customers (and providers) moving from conventional big volume - lower price to the world of increase customer`s ROI. 1. Elements to build the flow inside the company. 2. Elements to build the flow between the company and the customer. 3. Elements to build the flow upwards with providers. All those are necessary conditions to support the new operational model. Material covered: Company situation before implementation, the process they have been covered as well as the obstacles, learning points, results, next challenges and conclusions. Attendee benefits: Check, analyze and criticize: 1. The characteristics of the new win-win commercial dimension to build relationships base on the Inventory Turns Decisive Competitive Edge a. Managerial report currently used in the implementation to: 1)Validate the results generation as a direct consequence of Inventory Turns Offer implementation (more availability with less inventory), 2) Check and validate cash releasing and 3) Decide how to increase the portfolio. 32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 235 |
Conference Proceedings |
Jacob, Dee |
Turning buffer management on its ear -- Why our project buffers are providing the wrong signals |
2013 |
Bad Nauheim, Germany |
Buffer management has been at the core of the production-based, replenishment-based, and project management-based solutions. In project management, organizations use these signals to decide to take action or not to take action assuming this gauge is reliable. This session provides an understanding of when current buffer management methods may be providing erroneous signals and how to change it to provide a more reliable gauge. This session also provides: 1) The derivation of critical chain buffer management 2) The circumstances where current buffer management signal could be in error 3) The change needed to provide better signals. |
When Critical Chain was introduced in 1990 at the Jonah Upgrade Workshop in Jerusalem, the focus was on how it took the same scheduling principles as DBR but modified them for projects. As the solution set evolved, Buffer Management was incorporated simply utilizing static buffers. The amount of time needed to protect the Critical Chain was set at the beginning and then divided into thirds. As the project progressed, the buffer zones did not change. This led to questions of whether red was really red. The question was answered by looking at the Critical Chain work accomplished. 'Fever charts' were invented that plotted how much buffer had been used versus how much Critical Chain work had been accomplished. The chart was mapped so that that the zones grew proportionately smaller as more and more of the Critical Chain was accomplished. However, this was much like looking at a gas gauge and determining whether to fill up based on how much gas you had used based on how far you had driven. The next foray into Critical Chain buffer management change the focused from looking at buffer used versus critical chain accomplished into looking proactively at buffer remaining versus critical chain remaining. This resulted in a ratio oriented buffer management of either buffer remaining over critical chain remaining or vice versa; mapping the status was based on where you were for these ratios. This derivation moved buffer management to a more proactive basis, but still contained an erroneous assumption – that is that the buffer needed for the critical chain over time was proportional through out. Analyzing the key differences between project and production environments led to a break through in thinking about buffer management. Production environments best served by DBR involved small activity variation, larger queuing issues. Project environments best served by Critical Chain involved larger variation associated with tasks, less queuing. The key difference was variation. If one characterized the variation of tasks of the critical chain, then one could begin to map how much buffer would be needed for the variation remaining and assess the current status to the needs for the tasks remaining. This technique could also incorporate both task and iteration variability – providing the true gauge of whether action was needed or not. The difference in the latter case is that buffer needed and buffer zones would decrement as tasks are accomplished. As critical chain work was accomplished on highly variable tasks, buffer needs for the remaining work would step down in not linearly, but in relationship to the previous variation needing to be covered and the new remaining variation needing to be covered. This enables the ultimate view of real red, yellow and green buffer zones appropriate for the actual status of the project. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 236 |
Conference Proceedings |
|
Turning buffer management on its ear -- Why our project buffers are providing the wrong signals |
2013 |
Bad Nauheim, Germany |
Buffer management has been at the core of the production-based, replenishment-based, and project management-based solutions. In project management, organizations use these signals to decide to take action or not to take action assuming this gauge is reliable. This session provides an understanding of when current buffer management methods may be providing erroneous signals and how to change it to provide a more reliable gauge. This session also provides: 1) The derivation of critical chain buffer management 2) The circumstances where current buffer management signal could be in error 3) The change needed to provide better signals. |
When Critical Chain was introduced in 1990 at the Jonah Upgrade Workshop in Jerusalem, the focus was on how it took the same scheduling principles as DBR but modified them for projects. As the solution set evolved, Buffer Management was incorporated simply utilizing static buffers. The amount of time needed to protect the Critical Chain was set at the beginning and then divided into thirds. As the project progressed, the buffer zones did not change. This led to questions of whether red was really red. The question was answered by looking at the Critical Chain work accomplished. 'Fever charts' were invented that plotted how much buffer had been used versus how much Critical Chain work had been accomplished. The chart was mapped so that that the zones grew proportionately smaller as more and more of the Critical Chain was accomplished. However, this was much like looking at a gas gauge and determining whether to fill up based on how much gas you had used based on how far you had driven. The next foray into Critical Chain buffer management change the focused from looking at buffer used versus critical chain accomplished into looking proactively at buffer remaining versus critical chain remaining. This resulted in a ratio oriented buffer management of either buffer remaining over critical chain remaining or vice versa; mapping the status was based on where you were for these ratios. This derivation moved buffer management to a more proactive basis, but still contained an erroneous assumption – that is that the buffer needed for the critical chain over time was proportional through out. Analyzing the key differences between project and production environments led to a break through in thinking about buffer management. Production environments best served by DBR involved small activity variation, larger queuing issues. Project environments best served by Critical Chain involved larger variation associated with tasks, less queuing. The key difference was variation. If one characterized the variation of tasks of the critical chain, then one could begin to map how much buffer would be needed for the variation remaining and assess the current status to the needs for the tasks remaining. This technique could also incorporate both task and iteration variability – providing the true gauge of whether action was needed or not. The difference in the latter case is that buffer needed and buffer zones would decrement as tasks are accomplished. As critical chain work was accomplished on highly variable tasks, buffer needs for the remaining work would step down in not linearly, but in relationship to the previous variation needing to be covered and the new remaining variation needing to be covered. This enables the ultimate view of real red, yellow and green buffer zones appropriate for the actual status of the project. 34 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 237 |
Conference Proceedings |
Jaeck, Pierre |
Throughput accounting, transfer pricing, and the international fiscal environment |
2013 |
Bad Nauheim, Germany |
The goal of the presentation is to focus on the issues generated by transfer pricing policies when implementing a management accounting system based on throughput accounting in a multinational company operating in 53 countries around the world. An international transfer pricing system has to be documented and justified to the local tax authorities. The objective of the session is first to review the main transfer pricing rules available and then to present the simplified solution we finally implemented. We need to change the subsidiaries and the branches of the company in order to transform a cost center to a profit center in France because we have to reimburse French investment funds. Since throughput accounting prevents cost allocation, it becomes very difficult to design a transfer pricing solution based on a 'cost plus' methodology. The evaporating cloud of the dilemma is provided. To overcome this dilemma, we defined a simplified transfer pricing solution. |
Learning Objectives: I would like to present the 'state-of-the-art' on transfer pricing. I would also like to point out the huge impact the international tax system has on transfer pricing policies. I would like to point out some difficulties we faced with Throughput Accounting in the case of a multinational company under LBO (Leveraged Buy Out). Questions: Would the situation be different if not under LBO? Is it possible to do it another way in order to avoid cost allocation? If Throughput Accounting is implemented, does it mean 2 management accounting systems? Abstract: When the company I work for decided to implement a new accounting system, there were discussions on which management accounting methods and tools. Many people from Finance department defended the Cost World (ABC and Standard accounting) while I and others from Finance defended the Throughput World since we already implemented an Operation Management System based on TOC. Figure 1 - Evaporating Cloud We agreed on a solution based on Throughput Accounting. But we faced some problems when we decided to tackle the transfer price policies in order to organize the revenue collection. Revenue collection from 53 countries was necessary due to the fact the company was under a LBO. It means that Geoservices (French company) needed to reimburse the investment fund without any revenues in France. In fact, almost 99% of the business is made abroad. So it was necessary to transform a cost center to a profit center taking into account the international fiscal environment. Actually, the transfer pricing policies have to be justified and documented worldwide to the tax authorities. Figure 2 - Example of transfers The aim of the session is to present the issues we faced at the time and how we resolved them. We defined a simplified 'cost plus' method aligned with Throughput Accounting. It is certainly interesting to share experiences on this topic with others! 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 238 |
Conference Proceedings |
|
Throughput accounting, transfer pricing, and the international fiscal environment |
2013 |
Bad Nauheim, Germany |
The goal of the presentation is to focus on the issues generated by transfer pricing policies when implementing a management accounting system based on throughput accounting in a multinational company operating in 53 countries around the world. An international transfer pricing system has to be documented and justified to the local tax authorities. The objective of the session is first to review the main transfer pricing rules available and then to present the simplified solution we finally implemented. We need to change the subsidiaries and the branches of the company in order to transform a cost center to a profit center in France because we have to reimburse French investment funds. Since throughput accounting prevents cost allocation, it becomes very difficult to design a transfer pricing solution based on a 'cost plus' methodology. The evaporating cloud of the dilemma is provided. To overcome this dilemma, we defined a simplified transfer pricing solution. |
Learning Objectives: I would like to present the 'state-of-the-art' on transfer pricing. I would also like to point out the huge impact the international tax system has on transfer pricing policies. I would like to point out some difficulties we faced with Throughput Accounting in the case of a multinational company under LBO (Leveraged Buy Out). Questions: Would the situation be different if not under LBO? Is it possible to do it another way in order to avoid cost allocation? If Throughput Accounting is implemented, does it mean 2 management accounting systems? Abstract: When the company I work for decided to implement a new accounting system, there were discussions on which management accounting methods and tools. Many people from Finance department defended the Cost World (ABC and Standard accounting) while I and others from Finance defended the Throughput World since we already implemented an Operation Management System based on TOC. Figure 1 - Evaporating Cloud We agreed on a solution based on Throughput Accounting. But we faced some problems when we decided to tackle the transfer price policies in order to organize the revenue collection. Revenue collection from 53 countries was necessary due to the fact the company was under a LBO. It means that Geoservices (French company) needed to reimburse the investment fund without any revenues in France. In fact, almost 99% of the business is made abroad. So it was necessary to transform a cost center to a profit center taking into account the international fiscal environment. Actually, the transfer pricing policies have to be justified and documented worldwide to the tax authorities. Figure 2 - Example of transfers The aim of the session is to present the issues we faced at the time and how we resolved them. We defined a simplified 'cost plus' method aligned with Throughput Accounting. It is certainly interesting to share experiences on this topic with others! 29 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 239 |
Conference Proceedings |
Jasinavicius, Nerius |
Our quest on making TOC the main way of managing the country (opening plenary session) |
2013 |
Bad Nauheim, Germany |
This presentation describes the quest of Nerius from being introduced to theory of constraints (TOC) to making it a significant factor in the Lithuanian government. Narius's introduction to TOC was forced by an ultimatum by his father, the Minister of Industry: Read The Goal or leave home. Later as a joke, he and some friends started a blog (common sense) describing mistakes made in business and in government. Today it is the largest blog in Lithuania. Some history of Lithuania is provided: 3 million population, regained independence in 1990, part of European Union. In 2009 the Lithuanian President wanted a country vision; in response and as a joke Nerius and his friends described as the goal of the country: To be happy people. To achieve this goal they wanted improvements and measurements in three areas: the economy, education and healthcare. Measures were put in place for each of the three areas. For example for the economy, how many jobs exist today and what is the added value per job. The presentation then describes a couple TOC projects: Guarantee Funds success story (reported in last year's TOCICO conference; lead times to pay business employees when their employers went bankrupt was reduced from 18 months to 2.1 months during a doubling of demand and with no increase in government investment or operating expense) and a TOC project in healthcare. One past and two future TOC conferences are described. |
56 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 240 |
Conference Proceedings |
|
Our quest on making TOC the main way of managing the country (opening plenary session) |
2013 |
Bad Nauheim, Germany |
This presentation describes the quest of Nerius from being introduced to theory of constraints (TOC) to making it a significant factor in the Lithuanian government. Narius's introduction to TOC was forced by an ultimatum by his father, the Minister of Industry: Read The Goal or leave home. Later as a joke, he and some friends started a blog (common sense) describing mistakes made in business and in government. Today it is the largest blog in Lithuania. Some history of Lithuania is provided: 3 million population, regained independence in 1990, part of European Union. In 2009 the Lithuanian President wanted a country vision; in response and as a joke Nerius and his friends described as the goal of the country: To be happy people. To achieve this goal they wanted improvements and measurements in three areas: the economy, education and healthcare. Measures were put in place for each of the three areas. For example for the economy, how many jobs exist today and what is the added value per job. The presentation then describes a couple TOC projects: Guarantee Funds success story (reported in last year's TOCICO conference; lead times to pay business employees when their employers went bankrupt was reduced from 18 months to 2.1 months during a doubling of demand and with no increase in government investment or operating expense) and a TOC project in healthcare. One past and two future TOC conferences are described. |
56 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 241 |
Conference Proceedings |
Kasichainula, Ramakrishna |
Implementation of CCPM in the pharmaceutical industry |
2013 |
Bad Nauheim, Germany |
In this paper, I take you through the journey of the critical chain project management (CCPM) implementation in our company (Dr. Reddy's Laboratories Limited). CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). During the initial interactions, it was found that • Many projects are under development and there are always some projects on hold due to resources non-availability / changes in business priorities. Some products are under development for years together with diluted efforts. • Many projects are stuck during execution due to logistics / resources / technical issues. • Due date performance and cycle time are not measured wrt original start date and original due date but to continually adjusted revisions. • Throughput is inconsistent and skewed to the end of the financial year. After going through the TOC critical chain workshops with senior members of the organization, the team was convinced to take up the goal. • To implement and instutionalize a procedure for managing the product development. • To significantly improve and sustain the due date performance (DDP), cycle time and productivity performance. GC has customized the project management strategy & tactic (S&T) tree as a guideline for the implementation in Global Generics and PSAI • CCPM implementation is done in a phased manner with the support of a dedicated facilitation team from Dr. Reddy's and GC consultants. Learning of each phase implementation is used in subsequent phase implementation. |
In this paper, I take you through the journey of CCPM implementation in our company (Dir. Reddy's Laboratories Limited). We are a global pharmaceutical company committed to providing affordable and innovative medicines for healthier lives through our three core businesses: Pharmaceutical Services and Active Ingredients (PSAI), Global Generics and Proprietary Products. CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). The purpose of this paper is restricted to CCPM implementation only. 1. During the initial interactions, It was found that • Many projects under development and there were always some projects on hold due to resources non availability / change in business priorities. Some products were under development for years together with diluted efforts. • Many Projects were struck during execution of projects due to logistics / resources / technical issues. • Due Date performance and Cycle time were not measured wrt original start date and original due date. • Throughput was inconsistent and skewed to the end of the financial year. 2. After going through the workshops with senior members of the organization, the team was convinced to take up the goal to • To put in place a procedure for managing the product development and institutionalize. • To significantly improve the DDP, Cycle time and Productivity and sustain the performance. 3. Details of the implementation are described below GC presented the solution to the Leadership team using strategy & tactic tree (S&T Tree). Reservations from the team are clarified and buy in is obtained. Various team members for the implementation team were identified and roles were clearly defined. CCPM was implemented in phased manner. Learning of initial phase was used in subsequent phases. Phase 1: Generic Development for NA EU (Product filings and Introduction to market for US, EU and CANADA) Phase 2: Generic Development for Russia and India (Product filings and Introduction to market for India, Russia and rest of the countries) Phase 3: API Product development (Drug master filings for US, EU and Canada) Enablers 1. Dir. Reddy's had formal project management organization and hence CCPM was rolled out very quickly. 2. Top management commitment was demonstrated in ensuring the key stakeholders presence in all meetings, freezing of the projects, accepting staggered dates, task updates, project progress reviews. 3. Facilitation team (FT) was created from resources within the organization and dedicated for the implementation of CCPM. FT helped in creating the templates, project plans, training of project managers, task managers and resource managers. 4. Facilitation Team was trained and mentored by senior members of Goldratt Schools. Close association with GC Project Leader / Goldratt Schools enabled the team to bring in the cultural change quickly and sustain. 5. Quick results obtained immediately after freezing increased the buy-in of the stakeholders. 6. It was an easy task to roll out, train people on using Concerto because of its user friendly interface and good reporting. Challenges: 1. Projects were managed by Product Delivery Teams (PDT). Each team had key resources (development and analytical) reporting to the project manager and the support was provided by other common functions. During Phase 1 implementation, freezing across the teams resulted in 1-2 teams not having any projects. During Phase 2, freezing was done within each PDT and it was found to be more effective than freezing across the projects. 2. We identified the virtual drum as the integration stage and staggered the projects during the initial days. After experiencing the execution for two years, we switched to WIP control in place of staggering as it is found to be simple and effective. A project was released only after completion of integration stage of an existing project. 3. Staggering (TOCICO Dictionary, 163) is defined as: In multi-project critical chain project management, the process of releasing projects based on the availability and capability or capacity of the drum or virtual drum. 4. Usage: Once the drum resource has completed the last task on one project, another comparable project is released to execution. Staggering limits the number of projects being worked on at one time. 5. See project pacing, virtual drum. 6. During the second year of implementation, in one of the portfolios, we had too many projects in the Red due to a number of issues and it was difficult to deal with all of them. Top management had to focus on many projects and following the priorities had become difficult. The following systems were in place to quickly improve the situation. • BU head conducted daily meetings with all project managers for a period of two months to review the issues blocking the progress of the projects and ensure maximum management attention. Issues were assigned to the right people and tracked on daily basis. • Daily meetings of Project Manager with resources and group leaders were held to ensure the tasks are monitored closely and issues are either resolved / escalated. • BU head along with all function heads reviewed projects that were not progressing once in a fortnight during the Flow Meeting. Issue resolution trend is monitored closely. WIP and WIQ in critical stages are monitored to reduce the bunching up. 7. We got very good results initially. After that, there were changes in the portfolio, more products done at partner site, and a complete change in leadership team; these changes posed a huge challenge in sustaining the culture and results. Results: 1. Due date performance (on-time delivery) across all the portfolios is improved to 65% from less than 25%. Cycle time is reduced by 40%. Throughput is improved. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 242 |
Conference Proceedings |
Tayeb, Mickey |
Implementation of CCPM in the pharmaceutical industry |
2013 |
Bad Nauheim, Germany |
In this paper, I take you through the journey of the critical chain project management (CCPM) implementation in our company (Dr. Reddy's Laboratories Limited). CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). During the initial interactions, it was found that • Many projects are under development and there are always some projects on hold due to resources non-availability / changes in business priorities. Some products are under development for years together with diluted efforts. • Many projects are stuck during execution due to logistics / resources / technical issues. • Due date performance and cycle time are not measured wrt original start date and original due date but to continually adjusted revisions. • Throughput is inconsistent and skewed to the end of the financial year. After going through the TOC critical chain workshops with senior members of the organization, the team was convinced to take up the goal. • To implement and instutionalize a procedure for managing the product development. • To significantly improve and sustain the due date performance (DDP), cycle time and productivity performance. GC has customized the project management strategy & tactic (S&T) tree as a guideline for the implementation in Global Generics and PSAI • CCPM implementation is done in a phased manner with the support of a dedicated facilitation team from Dr. Reddy's and GC consultants. Learning of each phase implementation is used in subsequent phase implementation. |
In this paper, I take you through the journey of CCPM implementation in our company (Dir. Reddy's Laboratories Limited). We are a global pharmaceutical company committed to providing affordable and innovative medicines for healthier lives through our three core businesses: Pharmaceutical Services and Active Ingredients (PSAI), Global Generics and Proprietary Products. CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). The purpose of this paper is restricted to CCPM implementation only. 1. During the initial interactions, It was found that • Many projects under development and there were always some projects on hold due to resources non availability / change in business priorities. Some products were under development for years together with diluted efforts. • Many Projects were struck during execution of projects due to logistics / resources / technical issues. • Due Date performance and Cycle time were not measured wrt original start date and original due date. • Throughput was inconsistent and skewed to the end of the financial year. 2. After going through the workshops with senior members of the organization, the team was convinced to take up the goal to • To put in place a procedure for managing the product development and institutionalize. • To significantly improve the DDP, Cycle time and Productivity and sustain the performance. 3. Details of the implementation are described below GC presented the solution to the Leadership team using strategy & tactic tree (S&T Tree). Reservations from the team are clarified and buy in is obtained. Various team members for the implementation team were identified and roles were clearly defined. CCPM was implemented in phased manner. Learning of initial phase was used in subsequent phases. Phase 1: Generic Development for NA EU (Product filings and Introduction to market for US, EU and CANADA) Phase 2: Generic Development for Russia and India (Product filings and Introduction to market for India, Russia and rest of the countries) Phase 3: API Product development (Drug master filings for US, EU and Canada) Enablers 1. Dir. Reddy's had formal project management organization and hence CCPM was rolled out very quickly. 2. Top management commitment was demonstrated in ensuring the key stakeholders presence in all meetings, freezing of the projects, accepting staggered dates, task updates, project progress reviews. 3. Facilitation team (FT) was created from resources within the organization and dedicated for the implementation of CCPM. FT helped in creating the templates, project plans, training of project managers, task managers and resource managers. 4. Facilitation Team was trained and mentored by senior members of Goldratt Schools. Close association with GC Project Leader / Goldratt Schools enabled the team to bring in the cultural change quickly and sustain. 5. Quick results obtained immediately after freezing increased the buy-in of the stakeholders. 6. It was an easy task to roll out, train people on using Concerto because of its user friendly interface and good reporting. Challenges: 1. Projects were managed by Product Delivery Teams (PDT). Each team had key resources (development and analytical) reporting to the project manager and the support was provided by other common functions. During Phase 1 implementation, freezing across the teams resulted in 1-2 teams not having any projects. During Phase 2, freezing was done within each PDT and it was found to be more effective than freezing across the projects. 2. We identified the virtual drum as the integration stage and staggered the projects during the initial days. After experiencing the execution for two years, we switched to WIP control in place of staggering as it is found to be simple and effective. A project was released only after completion of integration stage of an existing project. 3. Staggering (TOCICO Dictionary, 163) is defined as: In multi-project critical chain project management, the process of releasing projects based on the availability and capability or capacity of the drum or virtual drum. 4. Usage: Once the drum resource has completed the last task on one project, another comparable project is released to execution. Staggering limits the number of projects being worked on at one time. 5. See project pacing, virtual drum. 6. During the second year of implementation, in one of the portfolios, we had too many projects in the Red due to a number of issues and it was difficult to deal with all of them. Top management had to focus on many projects and following the priorities had become difficult. The following systems were in place to quickly improve the situation. • BU head conducted daily meetings with all project managers for a period of two months to review the issues blocking the progress of the projects and ensure maximum management attention. Issues were assigned to the right people and tracked on daily basis. • Daily meetings of Project Manager with resources and group leaders were held to ensure the tasks are monitored closely and issues are either resolved / escalated. • BU head along with all function heads reviewed projects that were not progressing once in a fortnight during the Flow Meeting. Issue resolution trend is monitored closely. WIP and WIQ in critical stages are monitored to reduce the bunching up. 7. We got very good results initially. After that, there were changes in the portfolio, more products done at partner site, and a complete change in leadership team; these changes posed a huge challenge in sustaining the culture and results. Results: 1. Due date performance (on-time delivery) across all the portfolios is improved to 65% from less than 25%. Cycle time is reduced by 40%. Throughput is improved. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 243 |
Conference Proceedings |
|
Implementation of CCPM in the pharmaceutical industry |
2013 |
Bad Nauheim, Germany |
In this paper, I take you through the journey of the critical chain project management (CCPM) implementation in our company (Dr. Reddy's Laboratories Limited). CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). During the initial interactions, it was found that • Many projects are under development and there are always some projects on hold due to resources non-availability / changes in business priorities. Some products are under development for years together with diluted efforts. • Many projects are stuck during execution due to logistics / resources / technical issues. • Due date performance and cycle time are not measured wrt original start date and original due date but to continually adjusted revisions. • Throughput is inconsistent and skewed to the end of the financial year. After going through the TOC critical chain workshops with senior members of the organization, the team was convinced to take up the goal. • To implement and instutionalize a procedure for managing the product development. • To significantly improve and sustain the due date performance (DDP), cycle time and productivity performance. GC has customized the project management strategy & tactic (S&T) tree as a guideline for the implementation in Global Generics and PSAI • CCPM implementation is done in a phased manner with the support of a dedicated facilitation team from Dr. Reddy's and GC consultants. Learning of each phase implementation is used in subsequent phase implementation. |
In this paper, I take you through the journey of CCPM implementation in our company (Dir. Reddy's Laboratories Limited). We are a global pharmaceutical company committed to providing affordable and innovative medicines for healthier lives through our three core businesses: Pharmaceutical Services and Active Ingredients (PSAI), Global Generics and Proprietary Products. CCPM is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). The purpose of this paper is restricted to CCPM implementation only. 1. During the initial interactions, It was found that • Many projects under development and there were always some projects on hold due to resources non availability / change in business priorities. Some products were under development for years together with diluted efforts. • Many Projects were struck during execution of projects due to logistics / resources / technical issues. • Due Date performance and Cycle time were not measured wrt original start date and original due date. • Throughput was inconsistent and skewed to the end of the financial year. 2. After going through the workshops with senior members of the organization, the team was convinced to take up the goal to • To put in place a procedure for managing the product development and institutionalize. • To significantly improve the DDP, Cycle time and Productivity and sustain the performance. 3. Details of the implementation are described below GC presented the solution to the Leadership team using strategy & tactic tree (S&T Tree). Reservations from the team are clarified and buy in is obtained. Various team members for the implementation team were identified and roles were clearly defined. CCPM was implemented in phased manner. Learning of initial phase was used in subsequent phases. Phase 1: Generic Development for NA EU (Product filings and Introduction to market for US, EU and CANADA) Phase 2: Generic Development for Russia and India (Product filings and Introduction to market for India, Russia and rest of the countries) Phase 3: API Product development (Drug master filings for US, EU and Canada) Enablers 1. Dir. Reddy's had formal project management organization and hence CCPM was rolled out very quickly. 2. Top management commitment was demonstrated in ensuring the key stakeholders presence in all meetings, freezing of the projects, accepting staggered dates, task updates, project progress reviews. 3. Facilitation team (FT) was created from resources within the organization and dedicated for the implementation of CCPM. FT helped in creating the templates, project plans, training of project managers, task managers and resource managers. 4. Facilitation Team was trained and mentored by senior members of Goldratt Schools. Close association with GC Project Leader / Goldratt Schools enabled the team to bring in the cultural change quickly and sustain. 5. Quick results obtained immediately after freezing increased the buy-in of the stakeholders. 6. It was an easy task to roll out, train people on using Concerto because of its user friendly interface and good reporting. Challenges: 1. Projects were managed by Product Delivery Teams (PDT). Each team had key resources (development and analytical) reporting to the project manager and the support was provided by other common functions. During Phase 1 implementation, freezing across the teams resulted in 1-2 teams not having any projects. During Phase 2, freezing was done within each PDT and it was found to be more effective than freezing across the projects. 2. We identified the virtual drum as the integration stage and staggered the projects during the initial days. After experiencing the execution for two years, we switched to WIP control in place of staggering as it is found to be simple and effective. A project was released only after completion of integration stage of an existing project. 3. Staggering (TOCICO Dictionary, 163) is defined as: In multi-project critical chain project management, the process of releasing projects based on the availability and capability or capacity of the drum or virtual drum. 4. Usage: Once the drum resource has completed the last task on one project, another comparable project is released to execution. Staggering limits the number of projects being worked on at one time. 5. See project pacing, virtual drum. 6. During the second year of implementation, in one of the portfolios, we had too many projects in the Red due to a number of issues and it was difficult to deal with all of them. Top management had to focus on many projects and following the priorities had become difficult. The following systems were in place to quickly improve the situation. • BU head conducted daily meetings with all project managers for a period of two months to review the issues blocking the progress of the projects and ensure maximum management attention. Issues were assigned to the right people and tracked on daily basis. • Daily meetings of Project Manager with resources and group leaders were held to ensure the tasks are monitored closely and issues are either resolved / escalated. • BU head along with all function heads reviewed projects that were not progressing once in a fortnight during the Flow Meeting. Issue resolution trend is monitored closely. WIP and WIQ in critical stages are monitored to reduce the bunching up. 7. We got very good results initially. After that, there were changes in the portfolio, more products done at partner site, and a complete change in leadership team; these changes posed a huge challenge in sustaining the culture and results. Results: 1. Due date performance (on-time delivery) across all the portfolios is improved to 65% from less than 25%. Cycle time is reduced by 40%. Throughput is improved. 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 244 |
Conference Proceedings |
Keith, Mark |
Using TOC-TP to convert operational risk assessment into competitive advantage for financial services firms |
2013 |
Bad Nauheim, Germany |
This presentation demonstrates the use of an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of a financial services firm's risk profile, identifying and challenging an underlying erroneous assumption. The process followed is presented, and a case study examined. Participants learn how to use an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of the firm's risk profile. Participants examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'raising the goal.' Also, participants learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. |
LEARNING OBJECTIVES: 1. Participants will learn how to use an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile. 2. Participants will examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'Raising the Goal.' 3. Participants will learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. QUESTIONS FOR ELABORATION: 1. Were there risks that existed but were not identified in the assessment phase? How did they manifest? What were the implications? 2. How were the tests for assessing the value proposition determined? Were there any significant surprises (unanticipated outcomes)? 3. Were there any significant unanticipated benefits (returns outside the noise)? ABSTRACT: It is not unusual for Financial Services Firms to look for solutions within other industries when trying to address problems that cannot be resolved with the solution set available. There have been several occurrences: • Immobilizing Securities – Shipbuilding Industry. • Work Cells – Manufacturing Industry. • Risk Measurement and Management – Insurance Industry. Adoption and application of 'borrowed' solutions has proven to work well within Financial Services over the past 30 or so years. Problems start to manifest when application of the solution is spread into environments that are significantly different than the original. Dr. Eli Goldratt described this problem in his 'Standing on the Shoulders of Giants' paper. These are the circumstances that the Financial Services Industry faces today. They borrowed a portfolio based risk assessment application from the Insurance Industry and have applied it to Operating Risk, with great challenges and, some might say, without much success. The main issue is that the risk assessment identifies many symptoms that are individually addressed, which creates the 'mowing the dandelions' approach to operational risk mitigation. This presentation will demonstrate the use of an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile, identifying and challenging an underlying erroneous assumption. One of the main differentiators in this application is when deciding which assumption to challenge. We select the one that will align the solution with the value proposition of the firm (the market's significant need). The next step is to run small batches with fast feedback loops to assess the market's perception of the value of the solution. This allows a choice to accelerate the delivery of the solution to the market or to pivot and challenge a different assumption. The presentation will close with a discussion from the following case study. Case Study: Under pressure from Federal Bank Examiners, Trust Company ABC undertook a review of its Compliance, Audit, Policy, and Risk control functions. The action taken and next step for each is: Control Function Action Taken Next Step. Compliance Created and initiated execution on a Compliance Monitoring Program Secure outside expertise and consultation for execution and compliance testing. Audit Create a high level Audit Strategy Internal Audit creates and implements a program. Policy Review existing policies to determine adequacy Develop policies and procedures for new controls that will be put in place. Risk Create the Trust Company ABC Risk and Control Assessment Interpret the Risk and Control Assessment. Determine the accuracy of each component: Obtain Board consensus. Determine the course of action. With respect to the control function, Risk, Trust Company ABC is now thrust into the teeth of the conflict. Typically, with a Risk and Control Assessment, the firm can rank its risks and focus on the top risks identifying the controls / control gaps and documenting with measurements. These actions fulfill the necessary condition of Closing Control Gaps. However, Trust Company ABC leadership is seeking change. They currently function as the 'provider of last resort' to the firm's financial advisors. Leadership seeks to become the 'preferred provider' to its financial advisors. Can the firm do the following simultaneously? Necessary Condition Action: B: Be the Preferred Provider D: Increase Risk by taking the Risks necessary to become the preferred provider. C: Close Control Gap D': Decrease Risk. Answer: Yes. Raise the Goal + Focus on Flow (key leverage point) + Tie to the Financial Advisors' Value Proposition. These create the effects of: 1. Being a Preferred Provider. 2. Closing the Control Gaps. This conflict, Increase Risk ?? Decrease Risk, is fundamental to every organization. For Trust Company ABC, the manifestation is illuminated because of the external scrutiny (Examiners) and the conflicting goals of Business Leadership and the enterprise of Risk Control. Implications: The TOC community of practice knows this: The thinking tools and applications of TOC create powerful risk mitigation strategies and tactics. These tools and applications are universally applicable through all industries and all strata within organizations. However, 'risk' is an enterprise unto itself – fully formed and evolving with tremendous inertia (as well as clout). The green field for TOC, a leverage point for proliferating the adoption of TOC, is in the enterprise of RISK. For attendees outside of Financial Services, this presentation will document the strategies, tactics, and outcomes of bringing TOC into a firm through the risk mitigation door, especially in highly regulated industries. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 245 |
Conference Proceedings |
Eby, Matt |
Using TOC-TP to convert operational risk assessment into competitive advantage for financial services firms |
2013 |
Bad Nauheim, Germany |
This presentation demonstrates the use of an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of a financial services firm's risk profile, identifying and challenging an underlying erroneous assumption. The process followed is presented, and a case study examined. Participants learn how to use an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of the firm's risk profile. Participants examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'raising the goal.' Also, participants learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. |
LEARNING OBJECTIVES: 1. Participants will learn how to use an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile. 2. Participants will examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'Raising the Goal.' 3. Participants will learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. QUESTIONS FOR ELABORATION: 1. Were there risks that existed but were not identified in the assessment phase? How did they manifest? What were the implications? 2. How were the tests for assessing the value proposition determined? Were there any significant surprises (unanticipated outcomes)? 3. Were there any significant unanticipated benefits (returns outside the noise)? ABSTRACT: It is not unusual for Financial Services Firms to look for solutions within other industries when trying to address problems that cannot be resolved with the solution set available. There have been several occurrences: • Immobilizing Securities – Shipbuilding Industry. • Work Cells – Manufacturing Industry. • Risk Measurement and Management – Insurance Industry. Adoption and application of 'borrowed' solutions has proven to work well within Financial Services over the past 30 or so years. Problems start to manifest when application of the solution is spread into environments that are significantly different than the original. Dr. Eli Goldratt described this problem in his 'Standing on the Shoulders of Giants' paper. These are the circumstances that the Financial Services Industry faces today. They borrowed a portfolio based risk assessment application from the Insurance Industry and have applied it to Operating Risk, with great challenges and, some might say, without much success. The main issue is that the risk assessment identifies many symptoms that are individually addressed, which creates the 'mowing the dandelions' approach to operational risk mitigation. This presentation will demonstrate the use of an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile, identifying and challenging an underlying erroneous assumption. One of the main differentiators in this application is when deciding which assumption to challenge. We select the one that will align the solution with the value proposition of the firm (the market's significant need). The next step is to run small batches with fast feedback loops to assess the market's perception of the value of the solution. This allows a choice to accelerate the delivery of the solution to the market or to pivot and challenge a different assumption. The presentation will close with a discussion from the following case study. Case Study: Under pressure from Federal Bank Examiners, Trust Company ABC undertook a review of its Compliance, Audit, Policy, and Risk control functions. The action taken and next step for each is: Control Function Action Taken Next Step. Compliance Created and initiated execution on a Compliance Monitoring Program Secure outside expertise and consultation for execution and compliance testing. Audit Create a high level Audit Strategy Internal Audit creates and implements a program. Policy Review existing policies to determine adequacy Develop policies and procedures for new controls that will be put in place. Risk Create the Trust Company ABC Risk and Control Assessment Interpret the Risk and Control Assessment. Determine the accuracy of each component: Obtain Board consensus. Determine the course of action. With respect to the control function, Risk, Trust Company ABC is now thrust into the teeth of the conflict. Typically, with a Risk and Control Assessment, the firm can rank its risks and focus on the top risks identifying the controls / control gaps and documenting with measurements. These actions fulfill the necessary condition of Closing Control Gaps. However, Trust Company ABC leadership is seeking change. They currently function as the 'provider of last resort' to the firm's financial advisors. Leadership seeks to become the 'preferred provider' to its financial advisors. Can the firm do the following simultaneously? Necessary Condition Action: B: Be the Preferred Provider D: Increase Risk by taking the Risks necessary to become the preferred provider. C: Close Control Gap D': Decrease Risk. Answer: Yes. Raise the Goal + Focus on Flow (key leverage point) + Tie to the Financial Advisors' Value Proposition. These create the effects of: 1. Being a Preferred Provider. 2. Closing the Control Gaps. This conflict, Increase Risk ?? Decrease Risk, is fundamental to every organization. For Trust Company ABC, the manifestation is illuminated because of the external scrutiny (Examiners) and the conflicting goals of Business Leadership and the enterprise of Risk Control. Implications: The TOC community of practice knows this: The thinking tools and applications of TOC create powerful risk mitigation strategies and tactics. These tools and applications are universally applicable through all industries and all strata within organizations. However, 'risk' is an enterprise unto itself – fully formed and evolving with tremendous inertia (as well as clout). The green field for TOC, a leverage point for proliferating the adoption of TOC, is in the enterprise of RISK. For attendees outside of Financial Services, this presentation will document the strategies, tactics, and outcomes of bringing TOC into a firm through the risk mitigation door, especially in highly regulated industries. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 246 |
Conference Proceedings |
|
Using TOC-TP to convert operational risk assessment into competitive advantage for financial services firms |
2013 |
Bad Nauheim, Germany |
This presentation demonstrates the use of an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of a financial services firm's risk profile, identifying and challenging an underlying erroneous assumption. The process followed is presented, and a case study examined. Participants learn how to use an operational risk assessment and the change matrix conflict cloud to identify the focal point (root cause) of the firm's risk profile. Participants examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'raising the goal.' Also, participants learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. |
LEARNING OBJECTIVES: 1. Participants will learn how to use an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile. 2. Participants will examine and explore the reasons that the problems / risks exist, determine the convergence to a core problem, and the effect of 'Raising the Goal.' 3. Participants will learn how to align the resolution of the core conflict with the firm's value proposition to the market and how to run small batch / fast cycle times to test the value assumptions. QUESTIONS FOR ELABORATION: 1. Were there risks that existed but were not identified in the assessment phase? How did they manifest? What were the implications? 2. How were the tests for assessing the value proposition determined? Were there any significant surprises (unanticipated outcomes)? 3. Were there any significant unanticipated benefits (returns outside the noise)? ABSTRACT: It is not unusual for Financial Services Firms to look for solutions within other industries when trying to address problems that cannot be resolved with the solution set available. There have been several occurrences: • Immobilizing Securities – Shipbuilding Industry. • Work Cells – Manufacturing Industry. • Risk Measurement and Management – Insurance Industry. Adoption and application of 'borrowed' solutions has proven to work well within Financial Services over the past 30 or so years. Problems start to manifest when application of the solution is spread into environments that are significantly different than the original. Dr. Eli Goldratt described this problem in his 'Standing on the Shoulders of Giants' paper. These are the circumstances that the Financial Services Industry faces today. They borrowed a portfolio based risk assessment application from the Insurance Industry and have applied it to Operating Risk, with great challenges and, some might say, without much success. The main issue is that the risk assessment identifies many symptoms that are individually addressed, which creates the 'mowing the dandelions' approach to operational risk mitigation. This presentation will demonstrate the use of an operational risk assessment and the Change Matrix Conflict Cloud to identify the focal point (root cause) of the firm's risk profile, identifying and challenging an underlying erroneous assumption. One of the main differentiators in this application is when deciding which assumption to challenge. We select the one that will align the solution with the value proposition of the firm (the market's significant need). The next step is to run small batches with fast feedback loops to assess the market's perception of the value of the solution. This allows a choice to accelerate the delivery of the solution to the market or to pivot and challenge a different assumption. The presentation will close with a discussion from the following case study. Case Study: Under pressure from Federal Bank Examiners, Trust Company ABC undertook a review of its Compliance, Audit, Policy, and Risk control functions. The action taken and next step for each is: Control Function Action Taken Next Step. Compliance Created and initiated execution on a Compliance Monitoring Program Secure outside expertise and consultation for execution and compliance testing. Audit Create a high level Audit Strategy Internal Audit creates and implements a program. Policy Review existing policies to determine adequacy Develop policies and procedures for new controls that will be put in place. Risk Create the Trust Company ABC Risk and Control Assessment Interpret the Risk and Control Assessment. Determine the accuracy of each component: Obtain Board consensus. Determine the course of action. With respect to the control function, Risk, Trust Company ABC is now thrust into the teeth of the conflict. Typically, with a Risk and Control Assessment, the firm can rank its risks and focus on the top risks identifying the controls / control gaps and documenting with measurements. These actions fulfill the necessary condition of Closing Control Gaps. However, Trust Company ABC leadership is seeking change. They currently function as the 'provider of last resort' to the firm's financial advisors. Leadership seeks to become the 'preferred provider' to its financial advisors. Can the firm do the following simultaneously? Necessary Condition Action: B: Be the Preferred Provider D: Increase Risk by taking the Risks necessary to become the preferred provider. C: Close Control Gap D': Decrease Risk. Answer: Yes. Raise the Goal + Focus on Flow (key leverage point) + Tie to the Financial Advisors' Value Proposition. These create the effects of: 1. Being a Preferred Provider. 2. Closing the Control Gaps. This conflict, Increase Risk ?? Decrease Risk, is fundamental to every organization. For Trust Company ABC, the manifestation is illuminated because of the external scrutiny (Examiners) and the conflicting goals of Business Leadership and the enterprise of Risk Control. Implications: The TOC community of practice knows this: The thinking tools and applications of TOC create powerful risk mitigation strategies and tactics. These tools and applications are universally applicable through all industries and all strata within organizations. However, 'risk' is an enterprise unto itself – fully formed and evolving with tremendous inertia (as well as clout). The green field for TOC, a leverage point for proliferating the adoption of TOC, is in the enterprise of RISK. For attendees outside of Financial Services, this presentation will document the strategies, tactics, and outcomes of bringing TOC into a firm through the risk mitigation door, especially in highly regulated industries. 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 247 |
Conference Proceedings |
Kishira, Yuji |
Holistic government transformation management by TOC with proof of concept case study in Miyazaki Prefecture |
2013 |
Bad Nauheim, Germany |
TOC uses a systemic thinking approach for managing organizations. This systemic thinking can be applied to the management of government too. We can ask a question: 'Is Japan as a country effective as a system?' Most Japanese people would answer that today's government management is not necessarily effective as a system. On top of that, constant political / government scandals repeatedly happen, losing the trust of tax payers. The problems are huge enough, barking all the time year after year to get the attention of lots of people, yet we feel it is an unavoidable reality to the extent that we put undesirable meanings to the words 'politics' and 'bureaucracy'. It might be a good-enough enormity of an unaffected area for us to stand on the shoulders of a giant. This presentation shows the following: -The Japanese government officials' constant dilemma of ever-changing political initiatives –The TOC simple injection surfaced by challenging basic assumptions to bring more result / value to tax payers -A case study of the Miyazaki Prefecture showing the TOC process and results after another political scandal (Governor and government executives arrested). –The holistic country management initiative to expand the TOC knowledge throughout Japan with case studies. -Standing on the shoulders of a giant process revealed in this process. |
TOC uses a systemic thinking approach for managing organizations. This systemic thinking can be applied to government management too. We can ask a question: 'Is Japan as a country effective as system?' Most Japanese people would answer that today's Government Management is not necessarily effective as a system. On top of that, constant political/Government scandals repeatedly happen, losing the trust of tax payers. The problems are huge enough, barking all the time year after year to get the attention of lots of people, yet we feel it is unavoidable reality to the extent that we put undesirable meanings to the words 'politics' and 'bureaucracy'. It might be a good enough enormity of unaffected area for us to stand on the shoulder of a giant. Reality is exceedingly simple. There must be a very simple solution. This presentation will show the following: -Japanese Government officials' constant dilemma in ever-changing political initiatives -TOC simple injection by challenging basic assumptions (sectionalism, budget focus, conservatism, politics and bureaucracy) to bring more result/value to tax payers -A case study of Miyazaki Prefecture showing process and results after political scandal (Governor and Governments executives arrested) -Holistic country management initiative to expand the knowledge throughout Japan with case studies -Standing on the Shoulders of a Giant process revealed in this process. This presentation will be valuable for individuals at any level in their organization, at any level of TOC expertise (novice through advanced). Three benefits: • Gain insights into the possibility to use TOC for government management • Learn a simple process of holistic change management • Gain exposure to various implementations that are achieving unprecedented results in Japan. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 248 |
Conference Proceedings |
|
Holistic government transformation management by TOC with proof of concept case study in Miyazaki Prefecture |
2013 |
Bad Nauheim, Germany |
TOC uses a systemic thinking approach for managing organizations. This systemic thinking can be applied to the management of government too. We can ask a question: 'Is Japan as a country effective as a system?' Most Japanese people would answer that today's government management is not necessarily effective as a system. On top of that, constant political / government scandals repeatedly happen, losing the trust of tax payers. The problems are huge enough, barking all the time year after year to get the attention of lots of people, yet we feel it is an unavoidable reality to the extent that we put undesirable meanings to the words 'politics' and 'bureaucracy'. It might be a good-enough enormity of an unaffected area for us to stand on the shoulders of a giant. This presentation shows the following: -The Japanese government officials' constant dilemma of ever-changing political initiatives –The TOC simple injection surfaced by challenging basic assumptions to bring more result / value to tax payers -A case study of the Miyazaki Prefecture showing the TOC process and results after another political scandal (Governor and government executives arrested). –The holistic country management initiative to expand the TOC knowledge throughout Japan with case studies. -Standing on the shoulders of a giant process revealed in this process. |
TOC uses a systemic thinking approach for managing organizations. This systemic thinking can be applied to government management too. We can ask a question: 'Is Japan as a country effective as system?' Most Japanese people would answer that today's Government Management is not necessarily effective as a system. On top of that, constant political/Government scandals repeatedly happen, losing the trust of tax payers. The problems are huge enough, barking all the time year after year to get the attention of lots of people, yet we feel it is unavoidable reality to the extent that we put undesirable meanings to the words 'politics' and 'bureaucracy'. It might be a good enough enormity of unaffected area for us to stand on the shoulder of a giant. Reality is exceedingly simple. There must be a very simple solution. This presentation will show the following: -Japanese Government officials' constant dilemma in ever-changing political initiatives -TOC simple injection by challenging basic assumptions (sectionalism, budget focus, conservatism, politics and bureaucracy) to bring more result/value to tax payers -A case study of Miyazaki Prefecture showing process and results after political scandal (Governor and Governments executives arrested) -Holistic country management initiative to expand the knowledge throughout Japan with case studies -Standing on the Shoulders of a Giant process revealed in this process. This presentation will be valuable for individuals at any level in their organization, at any level of TOC expertise (novice through advanced). Three benefits: • Gain insights into the possibility to use TOC for government management • Learn a simple process of holistic change management • Gain exposure to various implementations that are achieving unprecedented results in Japan. 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 249 |
Conference Proceedings |
Knight, Alex |
The development of TOC applications for the service sector |
2013 |
Bad Nauheim, Germany |
This presentation highlights some of the core developments over the last thirty years and in particular focuses on areas where modification of the standard applications was not sufficient and a different approach was required (one that remains firmly rooted in the underpinning theory). In each instance Alex Knight demonstrates that the breakthrough has come purely from the derivation of the underlying theory and has never required the addition or integration with other theories. In particular, Alex highlights the following points: 1. There are many examples where the assumptions upon which the generic TOC applications for manufacturing were built are not valid in the service environment. As an example, the concept of choking the release to help identify the constraint is a core first step in all of the operations, project and distribution / supply chain environments and yet this is often simply not a valid option in most services. The implications of this are far reaching and require a rethink in the development and adaptation of the TOC applications for the service sector. 2. The distinction between an operations and project environment are also not always valid in a service environment. Alex exposes a number of examples where ‘both and neither' of the conditions can exist. As a result, this basis of distinction is no longer really very helpful. Alternative criteria for establishing the position and size of buffers are required. 3. The whole concept of developing a schedule for resources to follow is often redundant. Demand emerges alongside frequent and major changes in both mix and volumes in extremely short time scales. Creating sufficient protective capacity at very short notice becomes a key issue. Establishing the processes for this require a different perspective to the traditional applications. Some of the lessons learned in this environment may have implications for changing the way schedules are developed for other environments. 4. It is inferred from standard TOC processes and the transformational strategy and tactics (S&T) trees that initiating the analysis and eradication of underlying causes of delay should be embarked upon once the system is being guided by buffer management. In many of these service environments, it is more appropriate to initiate this analysis and supporting actions before any attempt to introduce buffer management. The process of on-going improvement (POOGI) is more of a driving force than DBR (the TOC production/operations application) or CCPM (the TOC project management application). 5. In many service environments, the un-desirable effect (UDE) of ‘too early' is just as valid as ‘too late'. As a result, there has been a need to invent a new buffer system and associated algorithms. 6. Exposing excess capacity can often happen in a matter of hours, days or weeks. This means that the synchronization of sales efforts to increase sales is very important. With staffing as a major part of the operating expense (OE) of many service industries, it is very tempting to cut OE the moment excess capacity has been revealed. In some industries, the very first steps have to be to plan and start the processes to increase sales even before the decisive competitive edge (DCE) has been achieved. 7. Many service industries have high levels of front-line professional staff who must be bought in to the approach. The number of people who can threaten the implementation's success if they do not believe in it is typically a magnitude of order higher. Many are very skeptical about anything to do with management. This has major implications for the approach and intensity of the buy-in that is required. 8. The customer is often an active participant in the delivery of the service and cannot be treated like a piece of work-in-progress. Also, exploitation of the constraint to maximize throughput per constraint minute may be inappropriate. We cannot reduce the lead time for someone to die to free up capacity. 9. Changing the mind-set of a TOC professional to work in the service industry has often taken significantly longer than starting with new recruits who have no knowledge of TOC. |
In his business novel ‘The Goal' Dir. Goldratt demonstrated how a seemingly complex manufacturing environment could adopt his process of on-going improvement and achieve a remarkable breakthrough in performance in a very short time scale and continue to exploit these new capabilities to achieve a long running decisive competitive edge. He also demonstrated that such a breakthrough in performance was achieved through the use of three simple measures and the development and implementation of an application derived from the five focusing steps of his Theory of Constraints. I was lucky enough to meet Eli when I was just starting out in my career and to be mentored by him for over half my life. Throughout this period I worked with him in many different relationships including: as a customer, supplier and partner. At times he was my boss but throughout these many years he was always a friend and a mentor. In this last role he helped me develop TOC applications for many new and exciting industries including financial services, insurance, the legal sector, health and social care, universities, travel and tourism and even a number of charities. I know the work in charities was especially important to Eli as he was keen to show how the Theory of Constraints could be successfully applied to any goal oriented environment. Our work with the National Childbirth Trust in the UK was something he was always keen to hear more about. In some instances this work only required a slight modification to the standard applications but time and time again Eli taught me the importance of going back to basics and developing a solution and supporting application from the first principles of TOC. At times this has felt a rather lonely role in the TOC community but Eli always supported me and created forums where I could share the learning guided by him. He helped me and my partners of QFI consulting, Bill West and Helen Gibb build a thriving TOC consultancy that now has over thirty full time consulting staff working in these many different sectors. We also run two Masters programs, the first is a TOC Masters in Health and Social Care for our customers and the second is a TOC Masters in Consulting for our own staff. One of my ambitions is to attract many of the current TOC professionals and more importantly many new people into the TOC community to develop the application of TOC in many more industries across the globe. I think this can be an easy entry point for young and new people into the TOC world and provide them with a meaningful and fulfilling career. This presentation highlights some of the core developments over the last thirty years and in particular focuses on areas where modification of the standard applications was not sufficient and a different approach was required but one that remains firmly rooted in the underpinning theory. In each instance I will try and demonstrate that the breakthrough has come purely from the derivation of the underlying theory and has never required the addition or integration with other theories. In particular I will highlight the following points: 1. There are many examples where the assumptions upon which the generic TOC applications were built are not valid in the service environment. As an example the concept of choking the release to help identify the constraint is a core first step in both the operations, project and supply chain environment and yet this is often simply not a valid option. The implications of this are far reaching and require a rethink in the development and even focus of the new TOC applications developed for the service sector. 2. The distinction between an operations and project environment are also not always valid in a service environment. I will expose a number of examples where ‘both and neither' of the conditions can exist. As a result this basis of distinction is no longer really very helpful. Alternative criteria for establishing the position and size of buffers are required. 3. The whole concept of developing a schedule for resources to follow is often redundant. Demand emerges alongside frequent and major changes in both mix and volumes in extremely short timescales. Creating sufficient protective capacity at very short notice becomes a key issue. Establishing the processes for this require a different perspective to the traditional applications. Some of the lessons learnt in this environment may have implications for changing the way schedules are developed for other environments. 4. It is inferred from standard TOC processes and the S and T trees that initiating the analysis and eradication of underlying causes of delay should be embarked upon once the system is being guided by buffer management. In many of these service environments it is more appropriate to initiate this analysis and supporting actions before any attempt to introduce buffer management. POOGI is more of a driving force than DBR or CCPM. 5. In many service environments the UDE of ‘too early' is just as valid as ‘too late'. As a result there has been a need to invent a new buffer system and associated algorithms. 6. Exposing excess capacity can often happen in a matter of hours, days or weeks. This means that the synchronization of sales efforts to increase sales is very important. With staff as a major part of the OE of many service industries it is very tempting to cut OE the moment excess capacity has been revealed. In some industries the very first steps have to be to plan and start the processes to increase sales even before the DCE has been achieved. 7. Many service industries have high levels of front line professional staff who must be bought in to the approach. The number of people who can threaten the implementations success if they do not believe in it is typically a magnitude of order higher. Many are very skeptical about anything to do with management. This has major implications for the approach and intensity of the buy in that is required. 8. The customer is often an active participant in the delivery of the service and cannot be treated like a piece of work in progress. Also exploitation of the constraint to maximize throughput per constraint minute may be inappropriate. We cannot reduce the lead time for someone to die to free up capacity. 9. Changing the mind-set of a TOC professional to work in the service industry has often taken significantly longer than starting with new recruits who have no knowledge of TOC. 1 hour 22 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 250 |
Conference Proceedings |
|
The development of TOC applications for the service sector |
2013 |
Bad Nauheim, Germany |
This presentation highlights some of the core developments over the last thirty years and in particular focuses on areas where modification of the standard applications was not sufficient and a different approach was required (one that remains firmly rooted in the underpinning theory). In each instance Alex Knight demonstrates that the breakthrough has come purely from the derivation of the underlying theory and has never required the addition or integration with other theories. In particular, Alex highlights the following points: 1. There are many examples where the assumptions upon which the generic TOC applications for manufacturing were built are not valid in the service environment. As an example, the concept of choking the release to help identify the constraint is a core first step in all of the operations, project and distribution / supply chain environments and yet this is often simply not a valid option in most services. The implications of this are far reaching and require a rethink in the development and adaptation of the TOC applications for the service sector. 2. The distinction between an operations and project environment are also not always valid in a service environment. Alex exposes a number of examples where ‘both and neither' of the conditions can exist. As a result, this basis of distinction is no longer really very helpful. Alternative criteria for establishing the position and size of buffers are required. 3. The whole concept of developing a schedule for resources to follow is often redundant. Demand emerges alongside frequent and major changes in both mix and volumes in extremely short time scales. Creating sufficient protective capacity at very short notice becomes a key issue. Establishing the processes for this require a different perspective to the traditional applications. Some of the lessons learned in this environment may have implications for changing the way schedules are developed for other environments. 4. It is inferred from standard TOC processes and the transformational strategy and tactics (S&T) trees that initiating the analysis and eradication of underlying causes of delay should be embarked upon once the system is being guided by buffer management. In many of these service environments, it is more appropriate to initiate this analysis and supporting actions before any attempt to introduce buffer management. The process of on-going improvement (POOGI) is more of a driving force than DBR (the TOC production/operations application) or CCPM (the TOC project management application). 5. In many service environments, the un-desirable effect (UDE) of ‘too early' is just as valid as ‘too late'. As a result, there has been a need to invent a new buffer system and associated algorithms. 6. Exposing excess capacity can often happen in a matter of hours, days or weeks. This means that the synchronization of sales efforts to increase sales is very important. With staffing as a major part of the operating expense (OE) of many service industries, it is very tempting to cut OE the moment excess capacity has been revealed. In some industries, the very first steps have to be to plan and start the processes to increase sales even before the decisive competitive edge (DCE) has been achieved. 7. Many service industries have high levels of front-line professional staff who must be bought in to the approach. The number of people who can threaten the implementation's success if they do not believe in it is typically a magnitude of order higher. Many are very skeptical about anything to do with management. This has major implications for the approach and intensity of the buy-in that is required. 8. The customer is often an active participant in the delivery of the service and cannot be treated like a piece of work-in-progress. Also, exploitation of the constraint to maximize throughput per constraint minute may be inappropriate. We cannot reduce the lead time for someone to die to free up capacity. 9. Changing the mind-set of a TOC professional to work in the service industry has often taken significantly longer than starting with new recruits who have no knowledge of TOC. |
In his business novel ‘The Goal' Dir. Goldratt demonstrated how a seemingly complex manufacturing environment could adopt his process of on-going improvement and achieve a remarkable breakthrough in performance in a very short time scale and continue to exploit these new capabilities to achieve a long running decisive competitive edge. He also demonstrated that such a breakthrough in performance was achieved through the use of three simple measures and the development and implementation of an application derived from the five focusing steps of his Theory of Constraints. I was lucky enough to meet Eli when I was just starting out in my career and to be mentored by him for over half my life. Throughout this period I worked with him in many different relationships including: as a customer, supplier and partner. At times he was my boss but throughout these many years he was always a friend and a mentor. In this last role he helped me develop TOC applications for many new and exciting industries including financial services, insurance, the legal sector, health and social care, universities, travel and tourism and even a number of charities. I know the work in charities was especially important to Eli as he was keen to show how the Theory of Constraints could be successfully applied to any goal oriented environment. Our work with the National Childbirth Trust in the UK was something he was always keen to hear more about. In some instances this work only required a slight modification to the standard applications but time and time again Eli taught me the importance of going back to basics and developing a solution and supporting application from the first principles of TOC. At times this has felt a rather lonely role in the TOC community but Eli always supported me and created forums where I could share the learning guided by him. He helped me and my partners of QFI consulting, Bill West and Helen Gibb build a thriving TOC consultancy that now has over thirty full time consulting staff working in these many different sectors. We also run two Masters programs, the first is a TOC Masters in Health and Social Care for our customers and the second is a TOC Masters in Consulting for our own staff. One of my ambitions is to attract many of the current TOC professionals and more importantly many new people into the TOC community to develop the application of TOC in many more industries across the globe. I think this can be an easy entry point for young and new people into the TOC world and provide them with a meaningful and fulfilling career. This presentation highlights some of the core developments over the last thirty years and in particular focuses on areas where modification of the standard applications was not sufficient and a different approach was required but one that remains firmly rooted in the underpinning theory. In each instance I will try and demonstrate that the breakthrough has come purely from the derivation of the underlying theory and has never required the addition or integration with other theories. In particular I will highlight the following points: 1. There are many examples where the assumptions upon which the generic TOC applications were built are not valid in the service environment. As an example the concept of choking the release to help identify the constraint is a core first step in both the operations, project and supply chain environment and yet this is often simply not a valid option. The implications of this are far reaching and require a rethink in the development and even focus of the new TOC applications developed for the service sector. 2. The distinction between an operations and project environment are also not always valid in a service environment. I will expose a number of examples where ‘both and neither' of the conditions can exist. As a result this basis of distinction is no longer really very helpful. Alternative criteria for establishing the position and size of buffers are required. 3. The whole concept of developing a schedule for resources to follow is often redundant. Demand emerges alongside frequent and major changes in both mix and volumes in extremely short timescales. Creating sufficient protective capacity at very short notice becomes a key issue. Establishing the processes for this require a different perspective to the traditional applications. Some of the lessons learnt in this environment may have implications for changing the way schedules are developed for other environments. 4. It is inferred from standard TOC processes and the S and T trees that initiating the analysis and eradication of underlying causes of delay should be embarked upon once the system is being guided by buffer management. In many of these service environments it is more appropriate to initiate this analysis and supporting actions before any attempt to introduce buffer management. POOGI is more of a driving force than DBR or CCPM. 5. In many service environments the UDE of ‘too early' is just as valid as ‘too late'. As a result there has been a need to invent a new buffer system and associated algorithms. 6. Exposing excess capacity can often happen in a matter of hours, days or weeks. This means that the synchronization of sales efforts to increase sales is very important. With staff as a major part of the OE of many service industries it is very tempting to cut OE the moment excess capacity has been revealed. In some industries the very first steps have to be to plan and start the processes to increase sales even before the DCE has been achieved. 7. Many service industries have high levels of front line professional staff who must be bought in to the approach. The number of people who can threaten the implementations success if they do not believe in it is typically a magnitude of order higher. Many are very skeptical about anything to do with management. This has major implications for the approach and intensity of the buy in that is required. 8. The customer is often an active participant in the delivery of the service and cannot be treated like a piece of work in progress. Also exploitation of the constraint to maximize throughput per constraint minute may be inappropriate. We cannot reduce the lead time for someone to die to free up capacity. 9. Changing the mind-set of a TOC professional to work in the service industry has often taken significantly longer than starting with new recruits who have no knowledge of TOC. 1 hour 22 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 251 |
Conference Proceedings |
van der Zel, Kobus |
TOC demand-pull saves Colovos from liquidation |
2013 |
Bad Nauheim, Germany |
Why change? More than 50 banks rejected the company, Colovos, after defaulting on its loan. The existing bank hired a turnaround firm to start liquidating Colovos. What to Change? A shortage of cash to buy products from its Asian vendors drove Colovos' poor performance. Inventory turns dropped as low as 1.5 times. What to change to? A simulation showed that the $3 million in cash that Colovos so desperately needed, was tied up in its inventory. Within 3 months inventory was reduced by 20%, releasing $1 million in cash. This progress secured outside investment of $500 thousand and a partial refinancing loan while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1 million), which allowed for full refinancing. How to cause the change? This was the BIG problem: how does one convince a bank to stop liquidation proceedings with a turnaround plan that reduces the bank's main asset and precious collateral (inventory) by more than half? |
Presentation Objective: To Create Awareness of the Power of using TOC processes in distressed and bankruptcy situations. Why Change: A company facing bankruptcy or liquidation due to a shortage of cash imposed by their Bank has one of the strongest motivations to change. Colovos Company was rejected by more than 50 Banks after breaching their loan covenants and being asked to refinance their loan more than a year before. The existing Bank therefore hired a turnaround firm to start liquidation proceedings. What to Change: The reason for the loan default by Colovos Company was poor financial performance driven by a shortage of cash to buy products from their Asian vendors. Some vendors had stopped shipment at the same time that the Bank started reducing loan availability, causing a vicious cycle of distress. Inventory turns dropped as low as 1.5 times. What to Change to: Global Turnarounds Inc. was introduced to Colovos Company by TOC Equity Partners (One of the 50+ lenders approached by Colovos). An inventory simulation showed that the cash so desperately needed by Colovos was tied up in their own inventory – and that $3 million in cash could be released within one year by adopting the TOC Demand-pull solution. A turnaround contract was signed with fees based on reaching monthly profitability and inventory reduction targets. Within 3 months inventory was reduced by 20%, releasing $1m in cash to be applied to loan payback and vendor payables. This progress was sufficient to secure outside investment of $500k and get a partial refinancing loan in place while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1m) within one year which allowed for the full refinancing of the delinquent loan. How to Cause the Change: This was where the big problem was – How do you convince a Bank to stop liquidation proceedings with a turnaround plan that will reduce their asset and precious collateral (inventory) by more than half? Material Covered: This presentation will review the buy-in process used to bridge the large gap between Colovos Company and the Bank, including: • How to turn dysfunctional Bank meetings from shouting matches into constructive sharing of information, • The level of financial detail required in a Bank plan, • Ensuring concessions from all company Stakeholders – not asking the Bank to hold the entire bag, • How to use and present operational inventory reduction knowledge and methodology in a non-threatening way to the Bank's financial experts, • How to take control of cash flow and operations in a distressed situation to maximize cash using TOC Demand-pull, • How to communicate replenishment triggers to vendors and the entire supply chain.33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 252 |
Conference Proceedings |
Levit, Mark |
TOC demand-pull saves Colovos from liquidation |
2013 |
Bad Nauheim, Germany |
Why change? More than 50 banks rejected the company, Colovos, after defaulting on its loan. The existing bank hired a turnaround firm to start liquidating Colovos. What to Change? A shortage of cash to buy products from its Asian vendors drove Colovos' poor performance. Inventory turns dropped as low as 1.5 times. What to change to? A simulation showed that the $3 million in cash that Colovos so desperately needed, was tied up in its inventory. Within 3 months inventory was reduced by 20%, releasing $1 million in cash. This progress secured outside investment of $500 thousand and a partial refinancing loan while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1 million), which allowed for full refinancing. How to cause the change? This was the BIG problem: how does one convince a bank to stop liquidation proceedings with a turnaround plan that reduces the bank's main asset and precious collateral (inventory) by more than half? |
Presentation Objective: To Create Awareness of the Power of using TOC processes in distressed and bankruptcy situations. Why Change: A company facing bankruptcy or liquidation due to a shortage of cash imposed by their Bank has one of the strongest motivations to change. Colovos Company was rejected by more than 50 Banks after breaching their loan covenants and being asked to refinance their loan more than a year before. The existing Bank therefore hired a turnaround firm to start liquidation proceedings. What to Change: The reason for the loan default by Colovos Company was poor financial performance driven by a shortage of cash to buy products from their Asian vendors. Some vendors had stopped shipment at the same time that the Bank started reducing loan availability, causing a vicious cycle of distress. Inventory turns dropped as low as 1.5 times. What to Change to: Global Turnarounds Inc. was introduced to Colovos Company by TOC Equity Partners (One of the 50+ lenders approached by Colovos). An inventory simulation showed that the cash so desperately needed by Colovos was tied up in their own inventory – and that $3 million in cash could be released within one year by adopting the TOC Demand-pull solution. A turnaround contract was signed with fees based on reaching monthly profitability and inventory reduction targets. Within 3 months inventory was reduced by 20%, releasing $1m in cash to be applied to loan payback and vendor payables. This progress was sufficient to secure outside investment of $500k and get a partial refinancing loan in place while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1m) within one year which allowed for the full refinancing of the delinquent loan. How to Cause the Change: This was where the big problem was – How do you convince a Bank to stop liquidation proceedings with a turnaround plan that will reduce their asset and precious collateral (inventory) by more than half? Material Covered: This presentation will review the buy-in process used to bridge the large gap between Colovos Company and the Bank, including: • How to turn dysfunctional Bank meetings from shouting matches into constructive sharing of information, • The level of financial detail required in a Bank plan, • Ensuring concessions from all company Stakeholders – not asking the Bank to hold the entire bag, • How to use and present operational inventory reduction knowledge and methodology in a non-threatening way to the Bank's financial experts, • How to take control of cash flow and operations in a distressed situation to maximize cash using TOC Demand-pull, • How to communicate replenishment triggers to vendors and the entire supply chain.33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 253 |
Conference Proceedings |
|
TOC demand-pull saves Colovos from liquidation |
2013 |
Bad Nauheim, Germany |
Why change? More than 50 banks rejected the company, Colovos, after defaulting on its loan. The existing bank hired a turnaround firm to start liquidating Colovos. What to Change? A shortage of cash to buy products from its Asian vendors drove Colovos' poor performance. Inventory turns dropped as low as 1.5 times. What to change to? A simulation showed that the $3 million in cash that Colovos so desperately needed, was tied up in its inventory. Within 3 months inventory was reduced by 20%, releasing $1 million in cash. This progress secured outside investment of $500 thousand and a partial refinancing loan while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1 million), which allowed for full refinancing. How to cause the change? This was the BIG problem: how does one convince a bank to stop liquidation proceedings with a turnaround plan that reduces the bank's main asset and precious collateral (inventory) by more than half? |
Presentation Objective: To Create Awareness of the Power of using TOC processes in distressed and bankruptcy situations. Why Change: A company facing bankruptcy or liquidation due to a shortage of cash imposed by their Bank has one of the strongest motivations to change. Colovos Company was rejected by more than 50 Banks after breaching their loan covenants and being asked to refinance their loan more than a year before. The existing Bank therefore hired a turnaround firm to start liquidation proceedings. What to Change: The reason for the loan default by Colovos Company was poor financial performance driven by a shortage of cash to buy products from their Asian vendors. Some vendors had stopped shipment at the same time that the Bank started reducing loan availability, causing a vicious cycle of distress. Inventory turns dropped as low as 1.5 times. What to Change to: Global Turnarounds Inc. was introduced to Colovos Company by TOC Equity Partners (One of the 50+ lenders approached by Colovos). An inventory simulation showed that the cash so desperately needed by Colovos was tied up in their own inventory – and that $3 million in cash could be released within one year by adopting the TOC Demand-pull solution. A turnaround contract was signed with fees based on reaching monthly profitability and inventory reduction targets. Within 3 months inventory was reduced by 20%, releasing $1m in cash to be applied to loan payback and vendor payables. This progress was sufficient to secure outside investment of $500k and get a partial refinancing loan in place while the turnaround plan continued. Inventory was then further reduced to more than 50% or $3 million (from $6.1m) within one year which allowed for the full refinancing of the delinquent loan. How to Cause the Change: This was where the big problem was – How do you convince a Bank to stop liquidation proceedings with a turnaround plan that will reduce their asset and precious collateral (inventory) by more than half? Material Covered: This presentation will review the buy-in process used to bridge the large gap between Colovos Company and the Bank, including: • How to turn dysfunctional Bank meetings from shouting matches into constructive sharing of information, • The level of financial detail required in a Bank plan, • Ensuring concessions from all company Stakeholders – not asking the Bank to hold the entire bag, • How to use and present operational inventory reduction knowledge and methodology in a non-threatening way to the Bank's financial experts, • How to take control of cash flow and operations in a distressed situation to maximize cash using TOC Demand-pull, • How to communicate replenishment triggers to vendors and the entire supply chain.33 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 254 |
Conference Proceedings |
Walsh, Daniel P. |
Critical chain: Adding the 3rd dimension upgrade workshop |
2013 |
Bad Nauheim, Germany |
The development of project management thinking and new techniques has at times been slow and deliberate. Perhaps, this is in part, due to the fatalistic feeling that the very nature of project environments contributes to the willingness to accept the status quo. The pyramids and sphinx's were certainly projects yet how they were built remains as mysterious as the artifacts themselves. Millenniums would go by before Henry Gantt developed the Gantt technique in the 1920's. In the late 1930's operations research efforts contributed significantly to better understanding the relationship between task dependencies and the impact of constrained resources that led to the concept of critical path. Then in the late 1950's the US Navy in collaboration with Booz & Allen developed the Program Evaluation, & Review Technique (PERT). Starting in the 1960's the emphasis shifted to taking advantage of computers to improve project management. There were many contributors, such as John Fondhal at Stanford University, developing the algorithms that were to become the foundation for the project management software tools that are prevalent today. These tools offered new features to plan, schedule and execute, however, the thinking captured in the algorithms for the most part were not new. It wasn't until 1997 when Eliyahu Goldratt published the Critical Chain introducing the critical chain technique as an alternative to the critical path did we have the next major change in project management thinking. |
1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 255 |
Conference Proceedings |
|
Critical chain: Adding the 3rd dimension upgrade workshop |
2013 |
Bad Nauheim, Germany |
The development of project management thinking and new techniques has at times been slow and deliberate. Perhaps, this is in part, due to the fatalistic feeling that the very nature of project environments contributes to the willingness to accept the status quo. The pyramids and sphinx's were certainly projects yet how they were built remains as mysterious as the artifacts themselves. Millenniums would go by before Henry Gantt developed the Gantt technique in the 1920's. In the late 1930's operations research efforts contributed significantly to better understanding the relationship between task dependencies and the impact of constrained resources that led to the concept of critical path. Then in the late 1950's the US Navy in collaboration with Booz & Allen developed the Program Evaluation, & Review Technique (PERT). Starting in the 1960's the emphasis shifted to taking advantage of computers to improve project management. There were many contributors, such as John Fondhal at Stanford University, developing the algorithms that were to become the foundation for the project management software tools that are prevalent today. These tools offered new features to plan, schedule and execute, however, the thinking captured in the algorithms for the most part were not new. It wasn't until 1997 when Eliyahu Goldratt published the Critical Chain introducing the critical chain technique as an alternative to the critical path did we have the next major change in project management thinking. |
1 hour 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 256 |
Conference Proceedings |
Winiarek, Maciej |
TOC tools in early years: How to teach TOC tools to children who cant write |
2013 |
Bad Nauheim, Germany |
We teach TOC thinking processes (TP) to very small children and their parents and teachers at same time. Many adults think that teaching smartness can start only when children can write and read. Also many adults think that children have to be taught by parents or teachers to acquire some wisdom. Having in mind the latest discoveries in the human brain and human ability to learn, we created a package for children in age 5-9 to teach them TOC tools that develop children's natural abilities that lead to smart thinking and wise decisions-- beginning in the kindergarten. |
31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 257 |
Conference Proceedings |
|
TOC tools in early years: How to teach TOC tools to children who cant write |
2013 |
Bad Nauheim, Germany |
We teach TOC thinking processes (TP) to very small children and their parents and teachers at same time. Many adults think that teaching smartness can start only when children can write and read. Also many adults think that children have to be taught by parents or teachers to acquire some wisdom. Having in mind the latest discoveries in the human brain and human ability to learn, we created a package for children in age 5-9 to teach them TOC tools that develop children's natural abilities that lead to smart thinking and wise decisions-- beginning in the kindergarten. |
31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 258 |
Conference Proceedings |
Woeppel, Mark |
TOC tapped to accelerate Gulf of Mexico cleanup (Encore) |
2013 |
Bad Nauheim, Germany |
In June 2010, Pinnacle Strategies was called upon by BP to rapidly improve supply chain availability and decontamination efforts of what may be the worst environmental disaster in the US. Only weeks earlier, BP's Deepwater Horizon platform exploded, taking 11 lives and sending oil gushing for three months into the Gulf of Mexico. Less than 48 hours after the initial inquiry, Pinnacle Strategies (www.pinnacle-strategies.com) began a marathon of visits across North America and Europe that led to an almost instant doubling, tripling, and in one case 10 fold increase, of manufacturing capacity for boom, skimmers, and absorbents. Later, after the well was capped, Pinnacle Strategies led improvement activities at decontamination sites across five states where thousands of boats, ships, and rigs were decontaminated before returning to their normal service. In this presentation, Mark Woeppel describes the theory of constraints steps used to achieve the extraordinary increases in capacity by improving bottlenecks at dozens of factories, ensuring that supply never constrained the fight against the oil spill. He also describes how they accelerated the cleaning of contaminated vessels saving more than $700 million by identifying key measurements and planning the bottleneck into the operation. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 259 |
Conference Proceedings |
|
TOC tapped to accelerate Gulf of Mexico cleanup (Encore) |
2013 |
Bad Nauheim, Germany |
In June 2010, Pinnacle Strategies was called upon by BP to rapidly improve supply chain availability and decontamination efforts of what may be the worst environmental disaster in the US. Only weeks earlier, BP's Deepwater Horizon platform exploded, taking 11 lives and sending oil gushing for three months into the Gulf of Mexico. Less than 48 hours after the initial inquiry, Pinnacle Strategies (www.pinnacle-strategies.com) began a marathon of visits across North America and Europe that led to an almost instant doubling, tripling, and in one case 10 fold increase, of manufacturing capacity for boom, skimmers, and absorbents. Later, after the well was capped, Pinnacle Strategies led improvement activities at decontamination sites across five states where thousands of boats, ships, and rigs were decontaminated before returning to their normal service. In this presentation, Mark Woeppel describes the theory of constraints steps used to achieve the extraordinary increases in capacity by improving bottlenecks at dozens of factories, ensuring that supply never constrained the fight against the oil spill. He also describes how they accelerated the cleaning of contaminated vessels saving more than $700 million by identifying key measurements and planning the bottleneck into the operation. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 260 |
Conference Proceedings |
Zulechner, Kerstin |
Sourcing – An unresolved issue |
2013 |
Bad Nauheim, Germany |
The business-to-business (B2B) business interface remains a difficult proposition for most businesses. Needed collaboration is hampered due to the naturally adversarial situation suppliers and their clients are in. Both parties have the same goal to make as much money as possible. This, sort of, common goal is the source of insufficient collaboration. What business culture needs is a way to collaborate properly without having to relinquish their goal. This paper / presentation proposes a way to not only make the desired collaboration possible (without endangering the goal) but starts participating businesses on a path of increased effectiveness. These businesses should be able to achieve more of their goal than before. The tool uses technology to bring businesses together through shared information. The information clients and suppliers share and the tool itself is structured in such a way to lead businesses to focus on the appropriate direction for supply chain improvement. |
We know interfaces are the most common sources of problems. Software developers try to minimize interfaces and when they look for bugs, they look there. Managers daily experience problems between their organization and others within the same company. Information or material passing between departments often experiences problems at department interfaces. The type of interface most difficult to deal with is with our customers and our suppliers. I want to focus on the supplier – customer interface from the points of view of our purchasing, our operations and the suppliers. I propose a solution direction using (software) technology to make this difficult interface much more tractable. This software tool needs to be attractive enough to move B2B business partners in the direction of real process improvement. Problems from Clients' Point of View: 1. Quoted (and real) lead times are often longer than our needs. Sourcing either takes too long or costs a great deal to invest in inventory. 2. Even when a supplier promises a due date (and lead-time) we cannot count on his reliability. 3. We have no influence over the delivery of our orders until due dates have passed. (Suppliers understandably object to early follow-up.) 4. Suppliers have no real sense of our priorities or urgency. They seem to cherry pick orders convenient to them. 5. Suppliers respond quickly to whoever shouts loudest. The size of the customer (order) is one key way to measure loudness. 6. The above 5 points apply equally, if slightly modified, to make to stock situations. Problems from Suppliers' Point of View: 1. Customers are unreliable. a. Forecasts they make are frequently changed. b. Items that are urgent are suddenly no longer urgent and vice versa. 2. Clients frequently are not entirely truthful about their requirements. a. We send an item (on time) and then it languishes in their inventory. b. Alternatively they sometimes hoard an item to the extent that this item is not needed at the client but desperately needed at another of our clients. 3. Every client demands priority. Priority is only possible one at a time. 4. The above 3 points apply equally, if slightly modified, to make to stock situations. Problems with Business Culture and Rules The parties on either side of this interface are usually businesses with owners (or shareholders) who expect their managers to maximize profits. Given this expectation proper collaboration is difficult (impossible) to achieve. Even within the same corporation divisions are often measured in ways that generally also make good collaboration a very ambitious target. Problems in Operations. TOC people ‘know' most operations in a supply chain suffer from problems that tend to make them unreliable, take too long (to deliver); cost too much and require too much inventory. As we have seen above a large part of the blame is placed on suppliers and clients. However, many know the following (and more) are very often true: 1. Touch-time in production is usually less than 10% of the lead time (and often much less). 2. Common practices ensure too much WIP in production. 3. Production planning often has know clear vision of the near term load on the factory. They often cannot predict accurately enough when a new order will be delivered. 4. Buffer management as we know it is often non-existent, or not used. 5. Improvement initiatives are (focused) in the wrong places. Consequences: As long as these problems between B2B ‘partners' exist time and materials will be wasted. Solving the problem will reduce waste of resources (the solution would be ‘green'); the entire economy will benefit from lower cost and investment and because a solution shortens lead-times, business cycles become less violent. Bullwhip effects will be significantly smaller. A Proposal: A. Since proper collaboration is so difficult to achieve (both parties compete for $) a useful tool valuable to both parties is needed. It needs to become essential for a successful B2B business. B. The software technology is not enough! It must incite and encourage significant improvements not only at the interface but also within the two partners. Technology is only a tool; it's the processes that must be changed for the better. C. An Internet platform (not a difficult proposition) to provide B2B partners transparent information about all orders. Clients see their suppliers, suppliers their clients. Both see where every order is on the time-line (green, yellow, red and black). Operating rules both might work to: a. Partners expect 90% of all orders to be shipped by the red line. b. Suppliers provide relevant information about orders that have crossed the red line. D. The tool is expanded for both parties so they can actually achieve point a. without resorting to added lead-time or more stock. Buffer management, planned load, continual improvement support and other tools become part of the package. E. Operating companies cannot launch such a platform. The service must be neutral and above all provide significant help to all parties. My target is ambitious. Is the view worth the climb? Can we get initial users big and powerful enough to cause the solution to grow rapidly? 27 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 261 |
Conference Proceedings |
Burkhard, Rudolf |
Sourcing – An unresolved issue |
2013 |
Bad Nauheim, Germany |
The business-to-business (B2B) business interface remains a difficult proposition for most businesses. Needed collaboration is hampered due to the naturally adversarial situation suppliers and their clients are in. Both parties have the same goal to make as much money as possible. This, sort of, common goal is the source of insufficient collaboration. What business culture needs is a way to collaborate properly without having to relinquish their goal. This paper / presentation proposes a way to not only make the desired collaboration possible (without endangering the goal) but starts participating businesses on a path of increased effectiveness. These businesses should be able to achieve more of their goal than before. The tool uses technology to bring businesses together through shared information. The information clients and suppliers share and the tool itself is structured in such a way to lead businesses to focus on the appropriate direction for supply chain improvement. |
We know interfaces are the most common sources of problems. Software developers try to minimize interfaces and when they look for bugs, they look there. Managers daily experience problems between their organization and others within the same company. Information or material passing between departments often experiences problems at department interfaces. The type of interface most difficult to deal with is with our customers and our suppliers. I want to focus on the supplier – customer interface from the points of view of our purchasing, our operations and the suppliers. I propose a solution direction using (software) technology to make this difficult interface much more tractable. This software tool needs to be attractive enough to move B2B business partners in the direction of real process improvement. Problems from Clients' Point of View: 1. Quoted (and real) lead times are often longer than our needs. Sourcing either takes too long or costs a great deal to invest in inventory. 2. Even when a supplier promises a due date (and lead-time) we cannot count on his reliability. 3. We have no influence over the delivery of our orders until due dates have passed. (Suppliers understandably object to early follow-up.) 4. Suppliers have no real sense of our priorities or urgency. They seem to cherry pick orders convenient to them. 5. Suppliers respond quickly to whoever shouts loudest. The size of the customer (order) is one key way to measure loudness. 6. The above 5 points apply equally, if slightly modified, to make to stock situations. Problems from Suppliers' Point of View: 1. Customers are unreliable. a. Forecasts they make are frequently changed. b. Items that are urgent are suddenly no longer urgent and vice versa. 2. Clients frequently are not entirely truthful about their requirements. a. We send an item (on time) and then it languishes in their inventory. b. Alternatively they sometimes hoard an item to the extent that this item is not needed at the client but desperately needed at another of our clients. 3. Every client demands priority. Priority is only possible one at a time. 4. The above 3 points apply equally, if slightly modified, to make to stock situations. Problems with Business Culture and Rules The parties on either side of this interface are usually businesses with owners (or shareholders) who expect their managers to maximize profits. Given this expectation proper collaboration is difficult (impossible) to achieve. Even within the same corporation divisions are often measured in ways that generally also make good collaboration a very ambitious target. Problems in Operations. TOC people ‘know' most operations in a supply chain suffer from problems that tend to make them unreliable, take too long (to deliver); cost too much and require too much inventory. As we have seen above a large part of the blame is placed on suppliers and clients. However, many know the following (and more) are very often true: 1. Touch-time in production is usually less than 10% of the lead time (and often much less). 2. Common practices ensure too much WIP in production. 3. Production planning often has know clear vision of the near term load on the factory. They often cannot predict accurately enough when a new order will be delivered. 4. Buffer management as we know it is often non-existent, or not used. 5. Improvement initiatives are (focused) in the wrong places. Consequences: As long as these problems between B2B ‘partners' exist time and materials will be wasted. Solving the problem will reduce waste of resources (the solution would be ‘green'); the entire economy will benefit from lower cost and investment and because a solution shortens lead-times, business cycles become less violent. Bullwhip effects will be significantly smaller. A Proposal: A. Since proper collaboration is so difficult to achieve (both parties compete for $) a useful tool valuable to both parties is needed. It needs to become essential for a successful B2B business. B. The software technology is not enough! It must incite and encourage significant improvements not only at the interface but also within the two partners. Technology is only a tool; it's the processes that must be changed for the better. C. An Internet platform (not a difficult proposition) to provide B2B partners transparent information about all orders. Clients see their suppliers, suppliers their clients. Both see where every order is on the time-line (green, yellow, red and black). Operating rules both might work to: a. Partners expect 90% of all orders to be shipped by the red line. b. Suppliers provide relevant information about orders that have crossed the red line. D. The tool is expanded for both parties so they can actually achieve point a. without resorting to added lead-time or more stock. Buffer management, planned load, continual improvement support and other tools become part of the package. E. Operating companies cannot launch such a platform. The service must be neutral and above all provide significant help to all parties. My target is ambitious. Is the view worth the climb? Can we get initial users big and powerful enough to cause the solution to grow rapidly? 27 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 262 |
Conference Proceedings |
|
Sourcing – An unresolved issue |
2013 |
Bad Nauheim, Germany |
The business-to-business (B2B) business interface remains a difficult proposition for most businesses. Needed collaboration is hampered due to the naturally adversarial situation suppliers and their clients are in. Both parties have the same goal to make as much money as possible. This, sort of, common goal is the source of insufficient collaboration. What business culture needs is a way to collaborate properly without having to relinquish their goal. This paper / presentation proposes a way to not only make the desired collaboration possible (without endangering the goal) but starts participating businesses on a path of increased effectiveness. These businesses should be able to achieve more of their goal than before. The tool uses technology to bring businesses together through shared information. The information clients and suppliers share and the tool itself is structured in such a way to lead businesses to focus on the appropriate direction for supply chain improvement. |
We know interfaces are the most common sources of problems. Software developers try to minimize interfaces and when they look for bugs, they look there. Managers daily experience problems between their organization and others within the same company. Information or material passing between departments often experiences problems at department interfaces. The type of interface most difficult to deal with is with our customers and our suppliers. I want to focus on the supplier – customer interface from the points of view of our purchasing, our operations and the suppliers. I propose a solution direction using (software) technology to make this difficult interface much more tractable. This software tool needs to be attractive enough to move B2B business partners in the direction of real process improvement. Problems from Clients' Point of View: 1. Quoted (and real) lead times are often longer than our needs. Sourcing either takes too long or costs a great deal to invest in inventory. 2. Even when a supplier promises a due date (and lead-time) we cannot count on his reliability. 3. We have no influence over the delivery of our orders until due dates have passed. (Suppliers understandably object to early follow-up.) 4. Suppliers have no real sense of our priorities or urgency. They seem to cherry pick orders convenient to them. 5. Suppliers respond quickly to whoever shouts loudest. The size of the customer (order) is one key way to measure loudness. 6. The above 5 points apply equally, if slightly modified, to make to stock situations. Problems from Suppliers' Point of View: 1. Customers are unreliable. a. Forecasts they make are frequently changed. b. Items that are urgent are suddenly no longer urgent and vice versa. 2. Clients frequently are not entirely truthful about their requirements. a. We send an item (on time) and then it languishes in their inventory. b. Alternatively they sometimes hoard an item to the extent that this item is not needed at the client but desperately needed at another of our clients. 3. Every client demands priority. Priority is only possible one at a time. 4. The above 3 points apply equally, if slightly modified, to make to stock situations. Problems with Business Culture and Rules The parties on either side of this interface are usually businesses with owners (or shareholders) who expect their managers to maximize profits. Given this expectation proper collaboration is difficult (impossible) to achieve. Even within the same corporation divisions are often measured in ways that generally also make good collaboration a very ambitious target. Problems in Operations. TOC people ‘know' most operations in a supply chain suffer from problems that tend to make them unreliable, take too long (to deliver); cost too much and require too much inventory. As we have seen above a large part of the blame is placed on suppliers and clients. However, many know the following (and more) are very often true: 1. Touch-time in production is usually less than 10% of the lead time (and often much less). 2. Common practices ensure too much WIP in production. 3. Production planning often has know clear vision of the near term load on the factory. They often cannot predict accurately enough when a new order will be delivered. 4. Buffer management as we know it is often non-existent, or not used. 5. Improvement initiatives are (focused) in the wrong places. Consequences: As long as these problems between B2B ‘partners' exist time and materials will be wasted. Solving the problem will reduce waste of resources (the solution would be ‘green'); the entire economy will benefit from lower cost and investment and because a solution shortens lead-times, business cycles become less violent. Bullwhip effects will be significantly smaller. A Proposal: A. Since proper collaboration is so difficult to achieve (both parties compete for $) a useful tool valuable to both parties is needed. It needs to become essential for a successful B2B business. B. The software technology is not enough! It must incite and encourage significant improvements not only at the interface but also within the two partners. Technology is only a tool; it's the processes that must be changed for the better. C. An Internet platform (not a difficult proposition) to provide B2B partners transparent information about all orders. Clients see their suppliers, suppliers their clients. Both see where every order is on the time-line (green, yellow, red and black). Operating rules both might work to: a. Partners expect 90% of all orders to be shipped by the red line. b. Suppliers provide relevant information about orders that have crossed the red line. D. The tool is expanded for both parties so they can actually achieve point a. without resorting to added lead-time or more stock. Buffer management, planned load, continual improvement support and other tools become part of the package. E. Operating companies cannot launch such a platform. The service must be neutral and above all provide significant help to all parties. My target is ambitious. Is the view worth the climb? Can we get initial users big and powerful enough to cause the solution to grow rapidly? 27 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 263 |
Conference Proceedings |
Barnard, Alan |
Insights and updates on the theory of constraints thinking processes (pdf only) |
2003 |
Cambridge, England |
The objective of this presentation is to share some insights for further development on simplifying and possibly improving some of the key TOC thinking processes (TP) tools used to enhance our ability to construct and communicate solutions that solve problem. The presentation is organized to provide: 1. An executive overview of the TOC describing how the TP simplifies complexity by providing the processes and insights to find the few leverage points that govern performance for building the necessary levers (holistic rules) to improve the system as a whole. 2. The Viable Vision is applying the TOC five-focusing steps to the boardroom and using the TP to overcome situations where the company is stuck. 3. The strategy & tactics (S&T) tree can be used to expose inherent conflicts, to identify the problems that block exploitation and/or elevation as the starting UDE's to improve speed and reliability of the analysis. Five types of assumptions can be used to check S&T logic: 1. Assumption of group sufficiency –missing link. 2. Assumption of part sufficiency – weakest link. 3. Assumption of part necessity – conflict condition. 4. Assumption of best alternative – best practice considering limitations. 5. Assumption of sequence – focus/priority condition. The causes of these erroneous assumptions are due to a lack of understanding of the system, to not understanding the governing laws and to not identifying its system constraint. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 264 |
Conference Proceedings |
|
Insights and updates on the theory of constraints thinking processes (pdf only) |
2003 |
Cambridge, England |
The objective of this presentation is to share some insights for further development on simplifying and possibly improving some of the key TOC thinking processes (TP) tools used to enhance our ability to construct and communicate solutions that solve problem. The presentation is organized to provide: 1. An executive overview of the TOC describing how the TP simplifies complexity by providing the processes and insights to find the few leverage points that govern performance for building the necessary levers (holistic rules) to improve the system as a whole. 2. The Viable Vision is applying the TOC five-focusing steps to the boardroom and using the TP to overcome situations where the company is stuck. 3. The strategy & tactics (S&T) tree can be used to expose inherent conflicts, to identify the problems that block exploitation and/or elevation as the starting UDE's to improve speed and reliability of the analysis. Five types of assumptions can be used to check S&T logic: 1. Assumption of group sufficiency –missing link. 2. Assumption of part sufficiency – weakest link. 3. Assumption of part necessity – conflict condition. 4. Assumption of best alternative – best practice considering limitations. 5. Assumption of sequence – focus/priority condition. The causes of these erroneous assumptions are due to a lack of understanding of the system, to not understanding the governing laws and to not identifying its system constraint. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 265 |
Conference Proceedings |
Cohen, Oded |
Incorporating TOC into sales management: A real case study (pdf only) |
2003 |
Cambridge, England |
The presentation describes the implementation of TOC in the sales function of an organization. The company sells/distributes services directly to the market through its direct sales force; there is no shortage in supplying the products; the sales force recruits the direct sales people; and there is no shortage of good direct sales people in the market. The change sequence questions (What to change? To what to change to? and How to cause the change?) were applied in analyzing the company. The answers to these questions are: What to change?: The way we plan the use of our resources and the supervision of the execution. To what to change?: We plan, schedule and supervise the use of our resources systematically, using the five focusing steps. How to cause the change? We learn how to customize the ideas to our environment and we educate our people and support them with appropriate tools and help. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 266 |
Conference Proceedings |
|
Incorporating TOC into sales management: A real case study (pdf only) |
2003 |
Cambridge, England |
The presentation describes the implementation of TOC in the sales function of an organization. The company sells/distributes services directly to the market through its direct sales force; there is no shortage in supplying the products; the sales force recruits the direct sales people; and there is no shortage of good direct sales people in the market. The change sequence questions (What to change? To what to change to? and How to cause the change?) were applied in analyzing the company. The answers to these questions are: What to change?: The way we plan the use of our resources and the supervision of the execution. To what to change?: We plan, schedule and supervise the use of our resources systematically, using the five focusing steps. How to cause the change? We learn how to customize the ideas to our environment and we educate our people and support them with appropriate tools and help. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 267 |
Conference Proceedings |
Gilani, Ravinder |
Increasing cash for manufacturing organizations through theory of constraints (pdf only) |
2003 |
Cambridge, England |
This presentation describes situations where cash is the constraint and actions that will eliminate that constraint. Some cash draining practices of cash starved organizations are purchasing more than immediate requirements to take advantage of quantity discount; combining supplies to get freight advantage; producing more than immediate requirements for better capacity utilization; not selling obsolete material below purchase price / book value. Exploiting a cash constraint means rotating the cash faster: reduce cash-to-cash cycle time; reduce cash collection time (Receivables); reduce manufacturing lead time (not processing time), and thereby WIP, and FG inventory; reduce supplier lead time, and thereby RM inventory. Do not waste idle cash in the form of surplus / obsolete material and equipment. Exploiting the cash constraint means shrinking collection time, raw materials lead time, shrinking manufacturing lead time. Exploiting the cash constraint also means selling surplus / obsolete materials. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 268 |
Conference Proceedings |
|
Increasing cash for manufacturing organizations through theory of constraints (pdf only) |
2003 |
Cambridge, England |
This presentation describes situations where cash is the constraint and actions that will eliminate that constraint. Some cash draining practices of cash starved organizations are purchasing more than immediate requirements to take advantage of quantity discount; combining supplies to get freight advantage; producing more than immediate requirements for better capacity utilization; not selling obsolete material below purchase price / book value. Exploiting a cash constraint means rotating the cash faster: reduce cash-to-cash cycle time; reduce cash collection time (Receivables); reduce manufacturing lead time (not processing time), and thereby WIP, and FG inventory; reduce supplier lead time, and thereby RM inventory. Do not waste idle cash in the form of surplus / obsolete material and equipment. Exploiting the cash constraint means shrinking collection time, raw materials lead time, shrinking manufacturing lead time. Exploiting the cash constraint also means selling surplus / obsolete materials. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 269 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Making TOC the main way: The Goldratt Group strategy and tactic tree and the Viable Vision process (pdf) |
2003 |
Cambridge, England |
Goldratt presents the structure of the strategy and tactics tree, the strategy, the tactic, the parallel assumption, the sufficiency assumption, the necessity assumption, and the linkages from one level to the next in the tree. After providing the details of the structure, Goldratt presents levels 1 and 2 of the Goldratt Group strategy and tactics tree. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 270 |
Conference Proceedings |
|
Making TOC the main way: The Goldratt Group strategy and tactic tree and the Viable Vision process (pdf) |
2003 |
Cambridge, England |
Goldratt presents the structure of the strategy and tactics tree, the strategy, the tactic, the parallel assumption, the sufficiency assumption, the necessity assumption, and the linkages from one level to the next in the tree. After providing the details of the structure, Goldratt presents levels 1 and 2 of the Goldratt Group strategy and tactics tree. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 271 |
Conference Proceedings |
Goldratt, Rami |
Solutions for sales: Logistics and requirements (pdf only) |
2003 |
Cambridge, England |
This presentation describes a three-day workshop. Three to five team presentations are worked on in the workshop with at least one participant for each presentation group being knowledgeable about the client. Each participant works on an offer to a specific prospect with whom a meeting is scheduled. The content of the workshop includes 1. What is a sale (characteristics of a major sale; practical approach to major sales; and the sales cycle)? 2. Analysis of the current status (Identifying a prospect; Analyzing the prospect's problems; Communicating the prospect's problems; and Building the bridge from the problem to the solution). 3. Presenting the offer. 4. Obtaining commitment. Each point is outlined in detail. The sales cloud is presented: A Close the sale B Avoid objections D Not present the product and its qualities at the initial stage C Raise the prospect's interest. D' Present the product and its qualities at the initial stage. The solution is therefore before presenting the product an agreement must be reached about the problem and its magnitude. Each step in the process is described: Introduction, Analysis of the current situation, Present the offer; and Obtain commitment. Forms are provided for estimating the impact of the problem on the organization, building a generic cloud, etc. The procedures for each step are listed. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 272 |
Conference Proceedings |
|
Solutions for sales: Logistics and requirements (pdf only) |
2003 |
Cambridge, England |
This presentation describes a three-day workshop. Three to five team presentations are worked on in the workshop with at least one participant for each presentation group being knowledgeable about the client. Each participant works on an offer to a specific prospect with whom a meeting is scheduled. The content of the workshop includes 1. What is a sale (characteristics of a major sale; practical approach to major sales; and the sales cycle)? 2. Analysis of the current status (Identifying a prospect; Analyzing the prospect's problems; Communicating the prospect's problems; and Building the bridge from the problem to the solution). 3. Presenting the offer. 4. Obtaining commitment. Each point is outlined in detail. The sales cloud is presented: A Close the sale B Avoid objections D Not present the product and its qualities at the initial stage C Raise the prospect's interest. D' Present the product and its qualities at the initial stage. The solution is therefore before presenting the product an agreement must be reached about the problem and its magnitude. Each step in the process is described: Introduction, Analysis of the current situation, Present the offer; and Obtain commitment. Forms are provided for estimating the impact of the problem on the organization, building a generic cloud, etc. The procedures for each step are listed. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 273 |
Conference Proceedings |
Gupta, Sanjeev |
Using software to accelerate TOC adoption (pdf only) |
2003 |
Cambridge, England |
This presentation describes the implementation of the five focusing steps and the harsh reality that step 3 subordination is the most difficult step in implementation. Mechanizing subordination through the use of software is proposed. Subordination challenges include: translating management decisions into usable instructions for first-line supervisors; communicating instructions in a timely manner, without distortion; ensuring that instructions are being followed; and keeping instructions current so that there are no excuses. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 274 |
Conference Proceedings |
|
Using software to accelerate TOC adoption (pdf only) |
2003 |
Cambridge, England |
This presentation describes the implementation of the five focusing steps and the harsh reality that step 3 subordination is the most difficult step in implementation. Mechanizing subordination through the use of software is proposed. Subordination challenges include: translating management decisions into usable instructions for first-line supervisors; communicating instructions in a timely manner, without distortion; ensuring that instructions are being followed; and keeping instructions current so that there are no excuses. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 275 |
Conference Proceedings |
Kendall, Gerald |
The 4X4 (pdf) |
2003 |
Cambridge, England |
This presentation describes the structure of a 4 X 4 implementation. The first four days are structured to present the TOC body of knowledge in each functional area (measures, production, supply chain, projects, human resources, sales, marketing and strategy and tactics). These are presented using the Goldratt Satellite Program, Insights, exercises, etc. In the second four days the thinking processes are used to identify what is blocking the company from achieving the Viable Vision (in four years the company net profit is equal to today's sales). Individual clouds are structured, a generic cloud is constructed and primary and supporting injections are identified. Individual injections are identified from the generic injection; negative UDEs are presented and trimmed; obstacles to implementation are presented and trimmed. The eighth day is a buffer. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 276 |
Conference Proceedings |
|
The 4X4 (pdf) |
2003 |
Cambridge, England |
This presentation describes the structure of a 4 X 4 implementation. The first four days are structured to present the TOC body of knowledge in each functional area (measures, production, supply chain, projects, human resources, sales, marketing and strategy and tactics). These are presented using the Goldratt Satellite Program, Insights, exercises, etc. In the second four days the thinking processes are used to identify what is blocking the company from achieving the Viable Vision (in four years the company net profit is equal to today's sales). Individual clouds are structured, a generic cloud is constructed and primary and supporting injections are identified. Individual injections are identified from the generic injection; negative UDEs are presented and trimmed; obstacles to implementation are presented and trimmed. The eighth day is a buffer. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 277 |
Conference Proceedings |
Knight, Alex |
Making TOC the main way of managing the health system (pdf) |
2003 |
Cambridge, England |
This presentation provided the health context: UK healthcare is the largest employer in Europe with a workforce of over 1.3 million people, many of whom operate as highly qualified front-line staff (doctors and nurses); the largest London teaching hospital employs more staff than, for example, the whole of Hewlett Packard Europe; in a typical teaching hospital, there are more than 400,000 visits to outpatient clinics per year; 60,000 inpatients; 25,000 operations and 75,000 attendances to the accident and emergency department; the 'Number One' pledge of the UK government at the last election was to deliver a breakthrough in performance in healthcare; in the last three years, the national budget has been increased by over 30% and the number of patients treated has increased by 3.7%; there are backlogs of between 9 and 18 months for operations; and many chief executive / senior management posts remain unfilled. The chain of activities in healthcare includes inputs from ambulances, general practitioner referrals and elective surgery patients to admissions and emergency, acute, community hospital, residential and nursing care, and social and healthcare activities. Buffers were placed in the emergency department to identify and eliminate problems through weekly multi-team one-hour buffer management meetings. Results include: hospital '1' treated over 95% of patients in less than 4 hours; hospital '2' achieved 100% performance at 4 hours; therefore, it shifted its goal to three hours and achieved over 95%. Buffer management has been implemented across the full system to identify and eliminate problems, thus reducing task time averages and standard deviations associated with patient care. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 278 |
Conference Proceedings |
Schragenheim, Eli |
Making TOC the main way of managing the health system (pdf) |
2003 |
Cambridge, England |
This presentation provided the health context: UK healthcare is the largest employer in Europe with a workforce of over 1.3 million people, many of whom operate as highly qualified front-line staff (doctors and nurses); the largest London teaching hospital employs more staff than, for example, the whole of Hewlett Packard Europe; in a typical teaching hospital, there are more than 400,000 visits to outpatient clinics per year; 60,000 inpatients; 25,000 operations and 75,000 attendances to the accident and emergency department; the 'Number One' pledge of the UK government at the last election was to deliver a breakthrough in performance in healthcare; in the last three years, the national budget has been increased by over 30% and the number of patients treated has increased by 3.7%; there are backlogs of between 9 and 18 months for operations; and many chief executive / senior management posts remain unfilled. The chain of activities in healthcare includes inputs from ambulances, general practitioner referrals and elective surgery patients to admissions and emergency, acute, community hospital, residential and nursing care, and social and healthcare activities. Buffers were placed in the emergency department to identify and eliminate problems through weekly multi-team one-hour buffer management meetings. Results include: hospital '1' treated over 95% of patients in less than 4 hours; hospital '2' achieved 100% performance at 4 hours; therefore, it shifted its goal to three hours and achieved over 95%. Buffer management has been implemented across the full system to identify and eliminate problems, thus reducing task time averages and standard deviations associated with patient care. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 279 |
Conference Proceedings |
Gibb, Helen |
Making TOC the main way of managing the health system (pdf) |
2003 |
Cambridge, England |
This presentation provided the health context: UK healthcare is the largest employer in Europe with a workforce of over 1.3 million people, many of whom operate as highly qualified front-line staff (doctors and nurses); the largest London teaching hospital employs more staff than, for example, the whole of Hewlett Packard Europe; in a typical teaching hospital, there are more than 400,000 visits to outpatient clinics per year; 60,000 inpatients; 25,000 operations and 75,000 attendances to the accident and emergency department; the 'Number One' pledge of the UK government at the last election was to deliver a breakthrough in performance in healthcare; in the last three years, the national budget has been increased by over 30% and the number of patients treated has increased by 3.7%; there are backlogs of between 9 and 18 months for operations; and many chief executive / senior management posts remain unfilled. The chain of activities in healthcare includes inputs from ambulances, general practitioner referrals and elective surgery patients to admissions and emergency, acute, community hospital, residential and nursing care, and social and healthcare activities. Buffers were placed in the emergency department to identify and eliminate problems through weekly multi-team one-hour buffer management meetings. Results include: hospital '1' treated over 95% of patients in less than 4 hours; hospital '2' achieved 100% performance at 4 hours; therefore, it shifted its goal to three hours and achieved over 95%. Buffer management has been implemented across the full system to identify and eliminate problems, thus reducing task time averages and standard deviations associated with patient care. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 280 |
Conference Proceedings |
Schragenheim, Amir |
Making TOC the main way of managing the health system (pdf) |
2003 |
Cambridge, England |
This presentation provided the health context: UK healthcare is the largest employer in Europe with a workforce of over 1.3 million people, many of whom operate as highly qualified front-line staff (doctors and nurses); the largest London teaching hospital employs more staff than, for example, the whole of Hewlett Packard Europe; in a typical teaching hospital, there are more than 400,000 visits to outpatient clinics per year; 60,000 inpatients; 25,000 operations and 75,000 attendances to the accident and emergency department; the 'Number One' pledge of the UK government at the last election was to deliver a breakthrough in performance in healthcare; in the last three years, the national budget has been increased by over 30% and the number of patients treated has increased by 3.7%; there are backlogs of between 9 and 18 months for operations; and many chief executive / senior management posts remain unfilled. The chain of activities in healthcare includes inputs from ambulances, general practitioner referrals and elective surgery patients to admissions and emergency, acute, community hospital, residential and nursing care, and social and healthcare activities. Buffers were placed in the emergency department to identify and eliminate problems through weekly multi-team one-hour buffer management meetings. Results include: hospital '1' treated over 95% of patients in less than 4 hours; hospital '2' achieved 100% performance at 4 hours; therefore, it shifted its goal to three hours and achieved over 95%. Buffer management has been implemented across the full system to identify and eliminate problems, thus reducing task time averages and standard deviations associated with patient care. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 281 |
Conference Proceedings |
|
Making TOC the main way of managing the health system (pdf) |
2003 |
Cambridge, England |
This presentation provided the health context: UK healthcare is the largest employer in Europe with a workforce of over 1.3 million people, many of whom operate as highly qualified front-line staff (doctors and nurses); the largest London teaching hospital employs more staff than, for example, the whole of Hewlett Packard Europe; in a typical teaching hospital, there are more than 400,000 visits to outpatient clinics per year; 60,000 inpatients; 25,000 operations and 75,000 attendances to the accident and emergency department; the 'Number One' pledge of the UK government at the last election was to deliver a breakthrough in performance in healthcare; in the last three years, the national budget has been increased by over 30% and the number of patients treated has increased by 3.7%; there are backlogs of between 9 and 18 months for operations; and many chief executive / senior management posts remain unfilled. The chain of activities in healthcare includes inputs from ambulances, general practitioner referrals and elective surgery patients to admissions and emergency, acute, community hospital, residential and nursing care, and social and healthcare activities. Buffers were placed in the emergency department to identify and eliminate problems through weekly multi-team one-hour buffer management meetings. Results include: hospital '1' treated over 95% of patients in less than 4 hours; hospital '2' achieved 100% performance at 4 hours; therefore, it shifted its goal to three hours and achieved over 95%. Buffer management has been implemented across the full system to identify and eliminate problems, thus reducing task time averages and standard deviations associated with patient care. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 282 |
Conference Proceedings |
Schragenheim, Eli |
Learning from experience: A personal and managerial feedback loop (pdf only) |
2003 |
Cambridge, England |
This presentation describes a number of undesirable effects (UDEs) associated with not learning from previous events such as people making serious or costly mistakes: people are unable to pinpoint the flawed paradigm; when significant change occurs people operate under the wrong or old paradigms; etc. Learning the right lesson from a specific event is critical so a control system must be able to quickly identify and correct faulty paradigms within the organization. We conduct a thinking processes (TP) analysis with the objective of identifying the flawed paradigm. The author describes a paradigm in TOC terms as a small cause-and-effect tree. The existence of a flawed paradigm might be exhibited as a gap in expectation or performance (a surprise). The gap can be treated as the DD' of an evaporating cloud (EC). In the current reality tree (CRT) the cause of the gap is hypothesized and validated. The differences between the typical TP analysis using many UDEs and this type of analysis using one UDE are discussed. The flawed paradigm is identified and analyzed using the cloud and the future reality tree. The full seven-step learning from experience process is outlined and some implementations are provided. A fictional case is provided to illustrate the process. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 283 |
Conference Proceedings |
|
Learning from experience: A personal and managerial feedback loop (pdf only) |
2003 |
Cambridge, England |
This presentation describes a number of undesirable effects (UDEs) associated with not learning from previous events such as people making serious or costly mistakes: people are unable to pinpoint the flawed paradigm; when significant change occurs people operate under the wrong or old paradigms; etc. Learning the right lesson from a specific event is critical so a control system must be able to quickly identify and correct faulty paradigms within the organization. We conduct a thinking processes (TP) analysis with the objective of identifying the flawed paradigm. The author describes a paradigm in TOC terms as a small cause-and-effect tree. The existence of a flawed paradigm might be exhibited as a gap in expectation or performance (a surprise). The gap can be treated as the DD' of an evaporating cloud (EC). In the current reality tree (CRT) the cause of the gap is hypothesized and validated. The differences between the typical TP analysis using many UDEs and this type of analysis using one UDE are discussed. The flawed paradigm is identified and analyzed using the cloud and the future reality tree. The full seven-step learning from experience process is outlined and some implementations are provided. A fictional case is provided to illustrate the process. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 284 |
Conference Proceedings |
van Zantwijk, Yohyon |
TOC for distribution: The integrated supply chain (pdf only) |
2003 |
Cambridge, England |
This presentation describes four types of supply chain structures: Type 1: Industry A to distribution to industry B; Type 2: Industry A to distribution to professional end user; Type 3: Industry A to distribution to retailer to end consumer; and Type 4: Industry A to distribution to end consumer. The dynamics of the economies of scale and scope both in manufacturing and retail produce increased competition and a focus on reducing costs and simultaneously increasing value. This approach causes the conflict of pressure to reduce responsiveness and the increased complexity of processes. The presentation describes the value propositions for end-users and the generic Viable Visions for each link in the supply chain (Industry A, Distribution, and Retail). |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 285 |
Conference Proceedings |
|
TOC for distribution: The integrated supply chain (pdf only) |
2003 |
Cambridge, England |
This presentation describes four types of supply chain structures: Type 1: Industry A to distribution to industry B; Type 2: Industry A to distribution to professional end user; Type 3: Industry A to distribution to retailer to end consumer; and Type 4: Industry A to distribution to end consumer. The dynamics of the economies of scale and scope both in manufacturing and retail produce increased competition and a focus on reducing costs and simultaneously increasing value. This approach causes the conflict of pressure to reduce responsiveness and the increased complexity of processes. The presentation describes the value propositions for end-users and the generic Viable Visions for each link in the supply chain (Industry A, Distribution, and Retail). |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 286 |
Conference Proceedings |
Walsh, Daniel P. |
Integrated enterprise scheduling (pdf only) |
2003 |
Cambridge, England |
Scheduling challenges include: organizations require distinct scheduling algorithms; and significant misunderstanding of what algorithm is appropriate. Most algorithms are cost world focused. System definition must have the system design and one must have the different scheduling algorithms harmonized and focused on throughput. The TOC systemic approach is: 1. Define the goal of the organization & the necessary conditions that the organization cannot violate. 2. Define the system within which the organization exists … the foundation …3. Define the strategy / tactics to manage the system so that the organization reaches its goal. 4. Define the metrics that the organization will use to manage its pursuit of its goal. 5. Identify the system's constraint that prevents the organization from achieving more of its goal. 6. Exploit the system's constraint … and the day to day … 7. Subordinate the rest of the organization to the system's constraint. 8. Elevate the system's constraint (go back to step 5). Remanufacturing (MRO) environments are different and have higher risks than traditional manufacturing. The enterprise resource planning (ERP) system must have replenishment, EVM/throughput accounting, critical chain and drum buffer rope as the major components. Planning is accomplished through MRP II, ERP and TOC; synchronization is accomplished through integrated enterprise scheduling; and control is accomplished through buffer management. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 287 |
Conference Proceedings |
|
Integrated enterprise scheduling (pdf only) |
2003 |
Cambridge, England |
Scheduling challenges include: organizations require distinct scheduling algorithms; and significant misunderstanding of what algorithm is appropriate. Most algorithms are cost world focused. System definition must have the system design and one must have the different scheduling algorithms harmonized and focused on throughput. The TOC systemic approach is: 1. Define the goal of the organization & the necessary conditions that the organization cannot violate. 2. Define the system within which the organization exists … the foundation …3. Define the strategy / tactics to manage the system so that the organization reaches its goal. 4. Define the metrics that the organization will use to manage its pursuit of its goal. 5. Identify the system's constraint that prevents the organization from achieving more of its goal. 6. Exploit the system's constraint … and the day to day … 7. Subordinate the rest of the organization to the system's constraint. 8. Elevate the system's constraint (go back to step 5). Remanufacturing (MRO) environments are different and have higher risks than traditional manufacturing. The enterprise resource planning (ERP) system must have replenishment, EVM/throughput accounting, critical chain and drum buffer rope as the major components. Planning is accomplished through MRP II, ERP and TOC; synchronization is accomplished through integrated enterprise scheduling; and control is accomplished through buffer management. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 288 |
Conference Proceedings |
Warchalowski, Jack |
Impact of changing business environment on TOC implementation (pdf only) |
2003 |
Cambridge, England |
This presentation describes a case study of a vinyl cover stock manufacturer. Products are used in automobiles and industrial applications. Two large equipment, capital intensive V-plants produce revenues of $250 million. Business issues include a large order backlog, high expedited freight, marginal corporate profitability, large capital investment, aging and poorly maintained capital equipment, seasoned and senior leadership team with new, young president (daughter of chairman and owner), and recently reduced work force in both facilities. The presentation describes the TOC journey and results. The core conflict for the automotive supply chain preventing it from making more money is the focus on the requirement of satisfying the end customer by implementing rules that satisfy this need versus the requirement that each link in the chain optimize its operations by letting each link establish rules to minimize its cost (for example). This conflict dictates that the automotive release (push) system is used throughout the automobile industry. Lessons learned include: don't implement TOC applications in isolation – understand the overall industry and consider the company's role in its supply chain – holistic application; don't ignore previous decisions the company has made that have yet to impact the organization; make sure the leadership team can make the journey – it takes 3 to 6 months to get a new VP up to speed; and don't let your own pride prevent you from changing the direction of the solution. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 289 |
Conference Proceedings |
Duncan, Patrick |
Impact of changing business environment on TOC implementation (pdf only) |
2003 |
Cambridge, England |
This presentation describes a case study of a vinyl cover stock manufacturer. Products are used in automobiles and industrial applications. Two large equipment, capital intensive V-plants produce revenues of $250 million. Business issues include a large order backlog, high expedited freight, marginal corporate profitability, large capital investment, aging and poorly maintained capital equipment, seasoned and senior leadership team with new, young president (daughter of chairman and owner), and recently reduced work force in both facilities. The presentation describes the TOC journey and results. The core conflict for the automotive supply chain preventing it from making more money is the focus on the requirement of satisfying the end customer by implementing rules that satisfy this need versus the requirement that each link in the chain optimize its operations by letting each link establish rules to minimize its cost (for example). This conflict dictates that the automotive release (push) system is used throughout the automobile industry. Lessons learned include: don't implement TOC applications in isolation – understand the overall industry and consider the company's role in its supply chain – holistic application; don't ignore previous decisions the company has made that have yet to impact the organization; make sure the leadership team can make the journey – it takes 3 to 6 months to get a new VP up to speed; and don't let your own pride prevent you from changing the direction of the solution. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 290 |
Conference Proceedings |
|
Impact of changing business environment on TOC implementation (pdf only) |
2003 |
Cambridge, England |
This presentation describes a case study of a vinyl cover stock manufacturer. Products are used in automobiles and industrial applications. Two large equipment, capital intensive V-plants produce revenues of $250 million. Business issues include a large order backlog, high expedited freight, marginal corporate profitability, large capital investment, aging and poorly maintained capital equipment, seasoned and senior leadership team with new, young president (daughter of chairman and owner), and recently reduced work force in both facilities. The presentation describes the TOC journey and results. The core conflict for the automotive supply chain preventing it from making more money is the focus on the requirement of satisfying the end customer by implementing rules that satisfy this need versus the requirement that each link in the chain optimize its operations by letting each link establish rules to minimize its cost (for example). This conflict dictates that the automotive release (push) system is used throughout the automobile industry. Lessons learned include: don't implement TOC applications in isolation – understand the overall industry and consider the company's role in its supply chain – holistic application; don't ignore previous decisions the company has made that have yet to impact the organization; make sure the leadership team can make the journey – it takes 3 to 6 months to get a new VP up to speed; and don't let your own pride prevent you from changing the direction of the solution. |
No video |
https://www.tocico.org/page/2003ConferenceProceedings |
| 291 |
Conference Proceedings |
Anderson, David J. |
Feature-driven development: Toward a TOC, lean & six sigma solution for software engineering |
2004 |
Miami, FL |
This presentation explains the TOC solution of critical chain project management (CCPM) for use in modern software engineering. Key learning points include: 1. How to use drum buffer rope (DBR) with software engineering; 2. How to use throughput accounting (TA) with software engineering; 3. Understanding useful variation in software engineering; 4. Provide a TOC enabled maturity model for software organizations; 5. Identifying what's fundamentally wrong with the SEI CMMI and SW-CMM; 6. The integration points of a TOC software solution with six sigma, Deming, and Toyota Production System (TPS) principles and lean thinking. Benefits to attendees: 1. Benefits of applying DBR, CCPM and TA to technology development; 2. Contrast of the TOC approach with traditional approaches; 2. Benefits of using lean cumulative flow diagrams for the DBR solution. |
DVD 4, 47 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 292 |
Conference Proceedings |
|
Feature-driven development: Toward a TOC, lean & six sigma solution for software engineering |
2004 |
Miami, FL |
This presentation explains the TOC solution of critical chain project management (CCPM) for use in modern software engineering. Key learning points include: 1. How to use drum buffer rope (DBR) with software engineering; 2. How to use throughput accounting (TA) with software engineering; 3. Understanding useful variation in software engineering; 4. Provide a TOC enabled maturity model for software organizations; 5. Identifying what's fundamentally wrong with the SEI CMMI and SW-CMM; 6. The integration points of a TOC software solution with six sigma, Deming, and Toyota Production System (TPS) principles and lean thinking. Benefits to attendees: 1. Benefits of applying DBR, CCPM and TA to technology development; 2. Contrast of the TOC approach with traditional approaches; 2. Benefits of using lean cumulative flow diagrams for the DBR solution. |
DVD 4, 47 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 293 |
Conference Proceedings |
Covington, John |
Beyond resistance: The structure and magic of change leadership |
2004 |
Miami, FL |
This presentation provides a framework for implementing change, focusing on the role and requirements for leadership throughout the process. Three key learning points include: 1. Three levels of approaching change: Organizational, individual, and leadership; 2. Requirements for successful change at all three levels; 3. Usage of TOC tools within the framework. The audience should have: 1. A more robust and practical framework for causing change and making our implementations work; 2. A template to approach your implementations in the future; 3. Realistic expectations for short-term versus long-term results. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 294 |
Conference Proceedings |
Ligon, Ed |
Beyond resistance: The structure and magic of change leadership |
2004 |
Miami, FL |
This presentation provides a framework for implementing change, focusing on the role and requirements for leadership throughout the process. Three key learning points include: 1. Three levels of approaching change: Organizational, individual, and leadership; 2. Requirements for successful change at all three levels; 3. Usage of TOC tools within the framework. The audience should have: 1. A more robust and practical framework for causing change and making our implementations work; 2. A template to approach your implementations in the future; 3. Realistic expectations for short-term versus long-term results. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 295 |
Conference Proceedings |
|
Beyond resistance: The structure and magic of change leadership |
2004 |
Miami, FL |
This presentation provides a framework for implementing change, focusing on the role and requirements for leadership throughout the process. Three key learning points include: 1. Three levels of approaching change: Organizational, individual, and leadership; 2. Requirements for successful change at all three levels; 3. Usage of TOC tools within the framework. The audience should have: 1. A more robust and practical framework for causing change and making our implementations work; 2. A template to approach your implementations in the future; 3. Realistic expectations for short-term versus long-term results. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 296 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Whats is different about TOC? |
2004 |
Miami, FL |
Eli decides to use the session as a question and answer session. James Holt asks: what is different about TOC? Eli presented a two-page document describing Viable Vision (bring the company to have in less than 4 years a net profit equal to sales). What is currently blocking the company? Eli describes complex systems and inherent simplicity. What is the minimum number of points that one has to change to impact the whole system? If only one point exists then the system is an easy system to impact. The process to capitalize on this fact is the five focusing steps. What do you do when the constraint is outside your area i.e., market constraints? You provide 100% customer service! If you run into a problem in applying the five focusing steps then you use the thinking processes to identify, define and solve the problem. Eli then asks James to come forward to have a dialog. James discusses the problem of trying to implement TOC in a very large organization (Boeing) when he only has students in various departments and functions and cannot take a holistic view of the organization. Identifying the constraint and finding the core problem are very different. Boeing's constraint is they have a limited market. When do you use the thinking processes? When you have problems implementing one of the five steps. Suppose that one has access to a subsystem only of the larger system. The question is if you have access to only a subsystem can you improve the system. What are the performance, the goal of the subsystem that will help the system as a whole? Do not let the TP be used for procrastination. The key is the five focusing steps. If you don't have a clue as to the constraint then use the TP. The term policy constraint causes this whole problem. |
DVD 1, 1 hour and 16 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 297 |
Conference Proceedings |
|
Whats is different about TOC? |
2004 |
Miami, FL |
Eli decides to use the session as a question and answer session. James Holt asks: what is different about TOC? Eli presented a two-page document describing Viable Vision (bring the company to have in less than 4 years a net profit equal to sales). What is currently blocking the company? Eli describes complex systems and inherent simplicity. What is the minimum number of points that one has to change to impact the whole system? If only one point exists then the system is an easy system to impact. The process to capitalize on this fact is the five focusing steps. What do you do when the constraint is outside your area i.e., market constraints? You provide 100% customer service! If you run into a problem in applying the five focusing steps then you use the thinking processes to identify, define and solve the problem. Eli then asks James to come forward to have a dialog. James discusses the problem of trying to implement TOC in a very large organization (Boeing) when he only has students in various departments and functions and cannot take a holistic view of the organization. Identifying the constraint and finding the core problem are very different. Boeing's constraint is they have a limited market. When do you use the thinking processes? When you have problems implementing one of the five steps. Suppose that one has access to a subsystem only of the larger system. The question is if you have access to only a subsystem can you improve the system. What are the performance, the goal of the subsystem that will help the system as a whole? Do not let the TP be used for procrastination. The key is the five focusing steps. If you don't have a clue as to the constraint then use the TP. The term policy constraint causes this whole problem. |
DVD 1, 1 hour and 16 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 298 |
Conference Proceedings |
Granot, Mickey |
Updates to the 4x4 Viable Visions |
2004 |
Miami, FL |
This presentation shares with the participants the up-to-date changes and upgrades to the 4 X 4 process, as developed and evolved in the last 2 years. Key learning points include: 1. The updated emphasis of the 4 X 4 process – From training to process facilitation; 2. The structure of each session of the first 4 sessions; 3. Key guidelines for the first 4 sessions; 4. The structure and process of the second 4 sessions; 5. Key guidelines for the second 4 sessions; 6. Current experience with the 4 X 4 process. Benefits to attendees include: 1. Grasp the essence of the 4 X 4 process; 2. Evaluate the differences between the original process and the current one; 3. Learn about the new 4 X 4 POOGI. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 299 |
Conference Proceedings |
|
Updates to the 4x4 Viable Visions |
2004 |
Miami, FL |
This presentation shares with the participants the up-to-date changes and upgrades to the 4 X 4 process, as developed and evolved in the last 2 years. Key learning points include: 1. The updated emphasis of the 4 X 4 process – From training to process facilitation; 2. The structure of each session of the first 4 sessions; 3. Key guidelines for the first 4 sessions; 4. The structure and process of the second 4 sessions; 5. Key guidelines for the second 4 sessions; 6. Current experience with the 4 X 4 process. Benefits to attendees include: 1. Grasp the essence of the 4 X 4 process; 2. Evaluate the differences between the original process and the current one; 3. Learn about the new 4 X 4 POOGI. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 300 |
Conference Proceedings |
Gupta, Sanjeev |
Using the 5 focusing steps to define local measurements |
2004 |
Miami, FL |
This presentation show how the 5 focusing steps can be used to solve the long standing local vs. global measurement dilemma. Key learning points include: 1. The measurement dilemma: the role played by variability; 2. We do not need new frameworks or classifications to define good measurements; 3. Robust subordination logic and buffer management are the key. Benefits to attendees include: 1. Accelerate the rate of improving system performance; 2. Instead of fighting measurements, use measurements to induce change; 3. Overcome a key obstacle to sustaining TOC implementations. |
DVD 1, 2, 29 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 301 |
Conference Proceedings |
|
Using the 5 focusing steps to define local measurements |
2004 |
Miami, FL |
This presentation show how the 5 focusing steps can be used to solve the long standing local vs. global measurement dilemma. Key learning points include: 1. The measurement dilemma: the role played by variability; 2. We do not need new frameworks or classifications to define good measurements; 3. Robust subordination logic and buffer management are the key. Benefits to attendees include: 1. Accelerate the rate of improving system performance; 2. Instead of fighting measurements, use measurements to induce change; 3. Overcome a key obstacle to sustaining TOC implementations. |
DVD 1, 2, 29 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 302 |
Conference Proceedings |
Hill, Ed |
TOC for entrepreneurs |
2004 |
Miami, FL |
This presentation describes the environment of entrepreneurs, the largest employment group in the world where seven out of every ten jobs are created in the US. The owner generally runs the business, makes all decisions, etc. The owner is usually technically competent but managerially incompetent with no professional management systems in place, processes out of control, internally constrained (frequently), etc. UDEs include too much inventory, long lead times, lack of controls, inadequate customer service, and employee and owner frustration. |
DVD 6, 31 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 303 |
Conference Proceedings |
|
TOC for entrepreneurs |
2004 |
Miami, FL |
This presentation describes the environment of entrepreneurs, the largest employment group in the world where seven out of every ten jobs are created in the US. The owner generally runs the business, makes all decisions, etc. The owner is usually technically competent but managerially incompetent with no professional management systems in place, processes out of control, internally constrained (frequently), etc. UDEs include too much inventory, long lead times, lack of controls, inadequate customer service, and employee and owner frustration. |
DVD 6, 31 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 304 |
Conference Proceedings |
Hodgdon, Bill |
Compelling offers: How to ensure success |
2004 |
Miami, FL |
Increasing the sales productivity of TOC consultants is discussed to help the attendees understand what they must do to cause sales. They can use the principles to create sales in their own businesses and to also help their clients create sales. Key learning points include: 1. How to create sales opportunities. 2. The two causes of sales success. 3. How to measure and manage both causes. 4. What you must know about your clients to insure their success (and yours). |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 305 |
Conference Proceedings |
|
Compelling offers: How to ensure success |
2004 |
Miami, FL |
Increasing the sales productivity of TOC consultants is discussed to help the attendees understand what they must do to cause sales. They can use the principles to create sales in their own businesses and to also help their clients create sales. Key learning points include: 1. How to create sales opportunities. 2. The two causes of sales success. 3. How to measure and manage both causes. 4. What you must know about your clients to insure their success (and yours). |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 306 |
Conference Proceedings |
Immelman, Ray |
The ultimate constraint: Organizational motivation |
2004 |
Miami, FL |
How can we consistently replicate the enthusiasm and commitment of the zealous few in all the individuals in the system? Three fundamental observations provided the framework for the model elucidated in the best-selling new business novel Great Boss – Dead Boss: 1. Groups behave differently from individuals. 2. What motivates groups is different from what motivates individuals. 3. The attributes that motivate groups are deeply visceral, consistent and can be manipulated. The presenter offers the TOC expert community a model that enables them to generate group enthusiasm and commitment – the keystone to large-scale TOC acceptance and enduring support. The presentation describes the attributes of the model, how to apply it in TOC engagements, and how to apply it to TOCICO itself. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 307 |
Conference Proceedings |
|
The ultimate constraint: Organizational motivation |
2004 |
Miami, FL |
How can we consistently replicate the enthusiasm and commitment of the zealous few in all the individuals in the system? Three fundamental observations provided the framework for the model elucidated in the best-selling new business novel Great Boss – Dead Boss: 1. Groups behave differently from individuals. 2. What motivates groups is different from what motivates individuals. 3. The attributes that motivate groups are deeply visceral, consistent and can be manipulated. The presenter offers the TOC expert community a model that enables them to generate group enthusiasm and commitment – the keystone to large-scale TOC acceptance and enduring support. The presentation describes the attributes of the model, how to apply it in TOC engagements, and how to apply it to TOCICO itself. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 308 |
Conference Proceedings |
Kendall, Gerald |
Executive sufficiency for a critical chain implementation |
2004 |
Miami, FL |
The objectives of this presentation are to: Have participants understand why multi-project critical chain implementations fail and the project portfolio management and executive governance model that is necessary for a lasting, high impact, organization-wide critical chain implementation. Benefits to attendees include: 1. Learning how to recognize the red flags related to executive behavior within multi-project critical chain implementations. 2. Exposure to the 8 step project portfolio management process that sets the stage for successful critical chain / multi-project governance. 3. Understanding how to use an assessment on the front-end of a multi-project critical chain implementation to build executive understanding and buy-in. |
DVD 7, 32 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 309 |
Conference Proceedings |
|
Executive sufficiency for a critical chain implementation |
2004 |
Miami, FL |
The objectives of this presentation are to: Have participants understand why multi-project critical chain implementations fail and the project portfolio management and executive governance model that is necessary for a lasting, high impact, organization-wide critical chain implementation. Benefits to attendees include: 1. Learning how to recognize the red flags related to executive behavior within multi-project critical chain implementations. 2. Exposure to the 8 step project portfolio management process that sets the stage for successful critical chain / multi-project governance. 3. Understanding how to use an assessment on the front-end of a multi-project critical chain implementation to build executive understanding and buy-in. |
DVD 7, 32 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 310 |
Conference Proceedings |
Keskpaik, Ivar |
TOC-based solution for logistics centre process management |
2004 |
Miami, FL |
This presentation gives a general understanding about a generic solution of a TOC-based process management in the Logistics Center. Key learning points include: 1. Selection of the capacity constrained resource (CCR); 2. Setting up drums and ropes for sub-processes; 3. Locating process buffers for sub-processes; 4. Prioritization of task lists for sub-processes; 5. Working out rules for resource displacement to balance fluctuating flows, taking into account the different working regimes. Benefits to attendees include: 1. New generic solution; 2. Cases with different levels of automation; 3. Tested in practice-throughput increases of 30 -70%. |
DVD 4 37 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 311 |
Conference Proceedings |
|
TOC-based solution for logistics centre process management |
2004 |
Miami, FL |
This presentation gives a general understanding about a generic solution of a TOC-based process management in the Logistics Center. Key learning points include: 1. Selection of the capacity constrained resource (CCR); 2. Setting up drums and ropes for sub-processes; 3. Locating process buffers for sub-processes; 4. Prioritization of task lists for sub-processes; 5. Working out rules for resource displacement to balance fluctuating flows, taking into account the different working regimes. Benefits to attendees include: 1. New generic solution; 2. Cases with different levels of automation; 3. Tested in practice-throughput increases of 30 -70%. |
DVD 4 37 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 312 |
Conference Proceedings |
Kettell, Kent |
CCPM: Five key success factors |
2004 |
Miami, FL |
This presentation shows how critical chain project management (CCPM) was applied in a government MRO environment and has provided a powerful yet simple process for improving the fleet maintenance budget (FMB) project management team's awareness and knowledge of ongoing work activity status and the ability to adapt and capitalize on short-fused schedule changes. Benefits to attendees include: 1. Understand the value of implementation for a highly complex multi-project environment; 2. Understand performance measures used to enhance throughput in a not-for-profit, government agency; 3. Understand the five key success factors for their own implementations. |
DVD 6, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 313 |
Conference Proceedings |
|
CCPM: Five key success factors |
2004 |
Miami, FL |
This presentation shows how critical chain project management (CCPM) was applied in a government MRO environment and has provided a powerful yet simple process for improving the fleet maintenance budget (FMB) project management team's awareness and knowledge of ongoing work activity status and the ability to adapt and capitalize on short-fused schedule changes. Benefits to attendees include: 1. Understand the value of implementation for a highly complex multi-project environment; 2. Understand performance measures used to enhance throughput in a not-for-profit, government agency; 3. Understand the five key success factors for their own implementations. |
DVD 6, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 314 |
Conference Proceedings |
Knight, Alex |
Making TOC the main way - The health and social care environment |
2004 |
Miami, FL |
This paper summarizes the lessons learned so far in opening up the health industry to TOC and provides the details of our latest work in reducing the queues for elective operations. Key learning points include: 1. Dealing with which current policies to challenge and what to leave to the future. 2. Better understanding of the critical distinction between planning and execution. 3. Reducing uncertainty by limiting the horizon of the planning. Benefits to attendees: 1. Exposure to a challenging project in the middle: being able to participate in dilemmas that are active now. 2. Getting ideas that could work in other service organization. 3. Widening one's perception on the usage of TOC in non-profit organizations. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 315 |
Conference Proceedings |
Schragenheim, Eli |
Making TOC the main way - The health and social care environment |
2004 |
Miami, FL |
This paper summarizes the lessons learned so far in opening up the health industry to TOC and provides the details of our latest work in reducing the queues for elective operations. Key learning points include: 1. Dealing with which current policies to challenge and what to leave to the future. 2. Better understanding of the critical distinction between planning and execution. 3. Reducing uncertainty by limiting the horizon of the planning. Benefits to attendees: 1. Exposure to a challenging project in the middle: being able to participate in dilemmas that are active now. 2. Getting ideas that could work in other service organization. 3. Widening one's perception on the usage of TOC in non-profit organizations. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 316 |
Conference Proceedings |
Schragenheim, Amir |
Making TOC the main way - The health and social care environment |
2004 |
Miami, FL |
This paper summarizes the lessons learned so far in opening up the health industry to TOC and provides the details of our latest work in reducing the queues for elective operations. Key learning points include: 1. Dealing with which current policies to challenge and what to leave to the future. 2. Better understanding of the critical distinction between planning and execution. 3. Reducing uncertainty by limiting the horizon of the planning. Benefits to attendees: 1. Exposure to a challenging project in the middle: being able to participate in dilemmas that are active now. 2. Getting ideas that could work in other service organization. 3. Widening one's perception on the usage of TOC in non-profit organizations. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 317 |
Conference Proceedings |
Gibb, Helen |
Making TOC the main way - The health and social care environment |
2004 |
Miami, FL |
This paper summarizes the lessons learned so far in opening up the health industry to TOC and provides the details of our latest work in reducing the queues for elective operations. Key learning points include: 1. Dealing with which current policies to challenge and what to leave to the future. 2. Better understanding of the critical distinction between planning and execution. 3. Reducing uncertainty by limiting the horizon of the planning. Benefits to attendees: 1. Exposure to a challenging project in the middle: being able to participate in dilemmas that are active now. 2. Getting ideas that could work in other service organization. 3. Widening one's perception on the usage of TOC in non-profit organizations. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 318 |
Conference Proceedings |
|
Making TOC the main way - The health and social care environment |
2004 |
Miami, FL |
This paper summarizes the lessons learned so far in opening up the health industry to TOC and provides the details of our latest work in reducing the queues for elective operations. Key learning points include: 1. Dealing with which current policies to challenge and what to leave to the future. 2. Better understanding of the critical distinction between planning and execution. 3. Reducing uncertainty by limiting the horizon of the planning. Benefits to attendees: 1. Exposure to a challenging project in the middle: being able to participate in dilemmas that are active now. 2. Getting ideas that could work in other service organization. 3. Widening one's perception on the usage of TOC in non-profit organizations. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 319 |
Conference Proceedings |
Lilly, Mike |
Implementing simplified market pull (SMP) |
2004 |
Miami, FL |
This presentation describes simplified market pull (SMP). SMP is similar to simplified drum-buffer-rope (SDBR) which is an approach for market-constrained manufacturers to reduce lead time and increase capacity. It provides a framework to quickly reduce inventory and lead time and increase profits. SMP can be used in make-to-order and make-to-stock environments to couple supply to demand. Customer demand is the pull or drum to control release of materials to production considering time and inventory buffers. Numerous examples of SMP are provided with results. |
DVD 7, 29 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 320 |
Conference Proceedings |
|
Implementing simplified market pull (SMP) |
2004 |
Miami, FL |
This presentation describes simplified market pull (SMP). SMP is similar to simplified drum-buffer-rope (SDBR) which is an approach for market-constrained manufacturers to reduce lead time and increase capacity. It provides a framework to quickly reduce inventory and lead time and increase profits. SMP can be used in make-to-order and make-to-stock environments to couple supply to demand. Customer demand is the pull or drum to control release of materials to production considering time and inventory buffers. Numerous examples of SMP are provided with results. |
DVD 7, 29 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 321 |
Conference Proceedings |
Barnard (moderator), Alan |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 322 |
Conference Proceedings |
Lilly, Mike |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 323 |
Conference Proceedings |
Smith, Debra |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 324 |
Conference Proceedings |
Walsh, Danny |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 325 |
Conference Proceedings |
du Preez, Henning |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 326 |
Conference Proceedings |
Knight, Alex |
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 327 |
Conference Proceedings |
|
Panel discussion: Lessons learned: Whats next for TOC? (no PDF) |
2004 |
Miami, FL |
Alan Barnard acted as moderator for the panel. The panel: Mike Lilly, Debra Smith, Danny Walsh, Henning du Preez and Alex Knight. Each panelist is a company president of a small consulting or software company specializing in TOC. Two questions were asked of the panelists: What do you believe have been the keys to success of your company? What have been the keys to success of your customers? |
DVD 1 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 328 |
Conference Proceedings |
Milroy, Peter |
Lean accounting and throughput accounting |
2004 |
Miami, FL |
This presentation equips the audience to differentiate between lean accounting and throughput accounting, in order that they cope with the recent wave of interest in lean accounting. It fosters debate on cost-world vs. throughput-world thinking. Key learning points include: 1. Review of lean accounting literature, including recently published articles, books, internet discussions; 2. Show similarities and differences between the lean accounting and throughput accounting to measurement in operations; 3. Describe the different approaches to lean accounting, and the philosophical background. Benefits to attendees include: an overview of what the lean community is talking about with regards to measurement and accounting; understand differences between lean accounting and throughput accounting, enabling them to see when lean accounting is really cost accounting without absorption; attendees are able to cope with the recent deluge of writings on lean accounting, and work with practitioners to redirect thinking towards the throughput world. |
DVD 7, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 329 |
Conference Proceedings |
|
Lean accounting and throughput accounting |
2004 |
Miami, FL |
This presentation equips the audience to differentiate between lean accounting and throughput accounting, in order that they cope with the recent wave of interest in lean accounting. It fosters debate on cost-world vs. throughput-world thinking. Key learning points include: 1. Review of lean accounting literature, including recently published articles, books, internet discussions; 2. Show similarities and differences between the lean accounting and throughput accounting to measurement in operations; 3. Describe the different approaches to lean accounting, and the philosophical background. Benefits to attendees include: an overview of what the lean community is talking about with regards to measurement and accounting; understand differences between lean accounting and throughput accounting, enabling them to see when lean accounting is really cost accounting without absorption; attendees are able to cope with the recent deluge of writings on lean accounting, and work with practitioners to redirect thinking towards the throughput world. |
DVD 7, 42 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 330 |
Conference Proceedings |
Pass, Shimeon |
TOC for market-constrained organizations |
2004 |
Miami, FL |
This presentation shows a new structured methodology for increasing throughput in a market-constrained organization. The key learning points are: 1. A structured methodology for increasing throughput in a market-constrained organizations. 2. New notions such as permanent bottlenecks, strategic gating and tactical gating. Benefits to attendees include: 1. How to apply TOC to market-constrained organizations. 2. Learn how to increase throughput via better managing sales and marketing staff. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 331 |
Conference Proceedings |
Ronen, Boaz |
TOC for market-constrained organizations |
2004 |
Miami, FL |
This presentation shows a new structured methodology for increasing throughput in a market-constrained organization. The key learning points are: 1. A structured methodology for increasing throughput in a market-constrained organizations. 2. New notions such as permanent bottlenecks, strategic gating and tactical gating. Benefits to attendees include: 1. How to apply TOC to market-constrained organizations. 2. Learn how to increase throughput via better managing sales and marketing staff. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 332 |
Conference Proceedings |
|
TOC for market-constrained organizations |
2004 |
Miami, FL |
This presentation shows a new structured methodology for increasing throughput in a market-constrained organization. The key learning points are: 1. A structured methodology for increasing throughput in a market-constrained organizations. 2. New notions such as permanent bottlenecks, strategic gating and tactical gating. Benefits to attendees include: 1. How to apply TOC to market-constrained organizations. 2. Learn how to increase throughput via better managing sales and marketing staff. |
DVD 3 |
https://www.tocico.org/page/2004ConferenceProceedings |
| 333 |
Conference Proceedings |
Petrarolo, Dino |
Focused lead time & variability reduction at SAB |
2004 |
Miami, FL |
This paper describes the integration of TOC, lean and six sigma tools to form the core of SAB Ltd.'s Focused Lead Time and Variability Reduction drive. Key learning points include: 1. Creating an improvement infrastructure; 2. Ensuring focus on the right areas of the value chain 3. Ensuring bottom line results; 4. Integrating TOC, lean and six sigma processes into organizational work practices; 5. Progress achieved to date. Benefits to attendees: 1. Gaining insights on how to create an appropriate infrastructure and state of readiness for lean / six sigma implementation. 2. How to ensure bottom line results from your improvement initiative. 3. World class manufacturing (WCM), lean, six sigma and TOC – where to next. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 334 |
Conference Proceedings |
|
Focused lead time & variability reduction at SAB |
2004 |
Miami, FL |
This paper describes the integration of TOC, lean and six sigma tools to form the core of SAB Ltd.'s Focused Lead Time and Variability Reduction drive. Key learning points include: 1. Creating an improvement infrastructure; 2. Ensuring focus on the right areas of the value chain 3. Ensuring bottom line results; 4. Integrating TOC, lean and six sigma processes into organizational work practices; 5. Progress achieved to date. Benefits to attendees: 1. Gaining insights on how to create an appropriate infrastructure and state of readiness for lean / six sigma implementation. 2. How to ensure bottom line results from your improvement initiative. 3. World class manufacturing (WCM), lean, six sigma and TOC – where to next. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 335 |
Conference Proceedings |
Reid, Richard |
Managing change in the government sector: A TOC application |
2004 |
Miami, FL |
This presentation describes the use of the thinking processes (TP) logic diagrams for determining and managing the required change and to discuss their use in implementing performance improvements within a governmental service organization. Key learning points include: (1) Establishing improvement measures in a cost-center subsystem; (2) Quantifying performance in a non-profit environment; (3) Appreciating the importance of avoiding political correctness in stating the core conflict; and (4) Using a systematic approach to the development of a strategic injection that will invalidate multiple assumptions underlying the core conflict. Benefits to attendees include: (1) Discuss issues associated with the global performance measurements (T, I, and OE) in a public sector organization; (2) Learn how to overcome pitfalls in using the TOC TP in a governmental service-oriented subsystem; (3) Discover how the TP have enabled public sector managers to use ‘out-of-the-box' thinking to overcome their system constraint. |
DVD 7, 46 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 336 |
Conference Proceedings |
Shoemaker, Thomas |
Managing change in the government sector: A TOC application |
2004 |
Miami, FL |
This presentation describes the use of the thinking processes (TP) logic diagrams for determining and managing the required change and to discuss their use in implementing performance improvements within a governmental service organization. Key learning points include: (1) Establishing improvement measures in a cost-center subsystem; (2) Quantifying performance in a non-profit environment; (3) Appreciating the importance of avoiding political correctness in stating the core conflict; and (4) Using a systematic approach to the development of a strategic injection that will invalidate multiple assumptions underlying the core conflict. Benefits to attendees include: (1) Discuss issues associated with the global performance measurements (T, I, and OE) in a public sector organization; (2) Learn how to overcome pitfalls in using the TOC TP in a governmental service-oriented subsystem; (3) Discover how the TP have enabled public sector managers to use ‘out-of-the-box' thinking to overcome their system constraint. |
DVD 7, 46 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 337 |
Conference Proceedings |
|
Managing change in the government sector: A TOC application |
2004 |
Miami, FL |
This presentation describes the use of the thinking processes (TP) logic diagrams for determining and managing the required change and to discuss their use in implementing performance improvements within a governmental service organization. Key learning points include: (1) Establishing improvement measures in a cost-center subsystem; (2) Quantifying performance in a non-profit environment; (3) Appreciating the importance of avoiding political correctness in stating the core conflict; and (4) Using a systematic approach to the development of a strategic injection that will invalidate multiple assumptions underlying the core conflict. Benefits to attendees include: (1) Discuss issues associated with the global performance measurements (T, I, and OE) in a public sector organization; (2) Learn how to overcome pitfalls in using the TOC TP in a governmental service-oriented subsystem; (3) Discover how the TP have enabled public sector managers to use ‘out-of-the-box' thinking to overcome their system constraint. |
DVD 7, 46 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 338 |
Conference Proceedings |
Roff-Marsh, Justin |
How to use TOC to build a high throughput sales process |
2004 |
Miami, FL |
This presentation describes a radical approach to managing a sales force with five scheduled appointments, five days a week; appointments prioritized according to probability yield, the use of an opportunity buffer maintained without sales personnel involvement and the elimination of budgets, targets, bonuses and commissions. The new approach is contrasted against the traditional sales management approach and described in detail giving broad results. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 339 |
Conference Proceedings |
|
How to use TOC to build a high throughput sales process |
2004 |
Miami, FL |
This presentation describes a radical approach to managing a sales force with five scheduled appointments, five days a week; appointments prioritized according to probability yield, the use of an opportunity buffer maintained without sales personnel involvement and the elimination of budgets, targets, bonuses and commissions. The new approach is contrasted against the traditional sales management approach and described in detail giving broad results. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 340 |
Conference Proceedings |
Schragenheim, Eli |
Decisions under uncertainty: A TOC perspective |
2004 |
Miami, FL |
The presentation suggests ways to assess the uncertainty and translate it into damage assessment in a much more affordable way. It links the assessment to the decision. Key learning points include: 1. Describing uncertainty has to include at least two parameters; 2. Using intuition when time-series are not available or not practical; 3. The difference between personal decision making under uncertainty and making decisions within the organization activity; 4. The distinction between critical decisions that might be catastrophic and common and expected uncertainty that encompass the vast majority of the organizational decisions; 5. What can we learn from statistics/probability theory, and how to overcome their impractical models? Benefits to attendees include: 1. Being able to implement a better decision-making process; 2. Being able to document the inputs to uncertain decisions in order to better learn from the experience and refrain from blaming past decision makers; 3. Reduce the fear of uncertainty. |
DVD 5, 49 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 341 |
Conference Proceedings |
|
Decisions under uncertainty: A TOC perspective |
2004 |
Miami, FL |
The presentation suggests ways to assess the uncertainty and translate it into damage assessment in a much more affordable way. It links the assessment to the decision. Key learning points include: 1. Describing uncertainty has to include at least two parameters; 2. Using intuition when time-series are not available or not practical; 3. The difference between personal decision making under uncertainty and making decisions within the organization activity; 4. The distinction between critical decisions that might be catastrophic and common and expected uncertainty that encompass the vast majority of the organizational decisions; 5. What can we learn from statistics/probability theory, and how to overcome their impractical models? Benefits to attendees include: 1. Being able to implement a better decision-making process; 2. Being able to document the inputs to uncertain decisions in order to better learn from the experience and refrain from blaming past decision makers; 3. Reduce the fear of uncertainty. |
DVD 5, 49 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 342 |
Conference Proceedings |
Suerken, Kathy |
Overcoming resistance to learning |
2004 |
Miami, FL |
This presentation logically demonstrates how the Socratic questions of the TOC thinking processes (TP) systematically bridge from a learners' prior knowledge to the desired new knowledge and that can also be leveraged to make the lesson of assured value to the learner. Case studies from staff/leadership development training, k-12 classrooms and home schooling as well as an experiential on-site activity validate the solution. Benefits to attendees include: participants have a deeper understanding of the obstacles that inhibit effective learning; participants experience the simplicity of effective teaching pedagogy; and participants have more justified confidence in their ability to effectively teach others. |
DVD 6, 37 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 343 |
Conference Proceedings |
|
Overcoming resistance to learning |
2004 |
Miami, FL |
This presentation logically demonstrates how the Socratic questions of the TOC thinking processes (TP) systematically bridge from a learners' prior knowledge to the desired new knowledge and that can also be leveraged to make the lesson of assured value to the learner. Case studies from staff/leadership development training, k-12 classrooms and home schooling as well as an experiential on-site activity validate the solution. Benefits to attendees include: participants have a deeper understanding of the obstacles that inhibit effective learning; participants experience the simplicity of effective teaching pedagogy; and participants have more justified confidence in their ability to effectively teach others. |
DVD 6, 37 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 344 |
Conference Proceedings |
Winter-Kraemer, Limor |
Conflicts as guides |
2004 |
Miami, FL |
TOC for inter-personal and outer-personal relationships is improved by understanding and using the four categories of injections. In this session four generic categories of injections are introduced by sharing examples of how to work with the four categories to break conflicts and to offer insights into how the categories can be used in the ambitious target process. The four categories of injections are: 1. Physical injections, 2. Emotional injections, 3. Mental injections, 4. Perceptional injections. Benefits to attendees include: 1. Develop the skill of finding injections and resolve conflicts. 2. Awareness of the intuitive way of finding injections and what can be added to it in order to have more options. 3. Better understanding of how to use TOC for themselves and their relationships. |
DVD 5, 26 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 345 |
Conference Proceedings |
|
Conflicts as guides |
2004 |
Miami, FL |
TOC for inter-personal and outer-personal relationships is improved by understanding and using the four categories of injections. In this session four generic categories of injections are introduced by sharing examples of how to work with the four categories to break conflicts and to offer insights into how the categories can be used in the ambitious target process. The four categories of injections are: 1. Physical injections, 2. Emotional injections, 3. Mental injections, 4. Perceptional injections. Benefits to attendees include: 1. Develop the skill of finding injections and resolve conflicts. 2. Awareness of the intuitive way of finding injections and what can be added to it in order to have more options. 3. Better understanding of how to use TOC for themselves and their relationships. |
DVD 5, 26 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 346 |
Conference Proceedings |
Zephro, Chris |
Integrating the TOC thinking processes and six sigma |
2004 |
Miami, FL |
This presentation shows how the six sigma methodology can be dramatically improved by integrating the TOC thinking processes (TP). Key learning points include: 1. How the TP is perfectly suited to fill the gaps in the six sigma methodology. 2. Where Seagate inserted the TP tools into the DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS (Design for six sigma) training. 3. Which methodology was used to teach students how to develop the trees? 4. Actual examples of training material, including an in-class case study and break out session that were developed to give students the opportunity to get hands-on experience with the trees to accelerate the learning curve. 5. Change management required to integrate the TP into six sigma. 6. Key benefits resulting from the use of the TP in six sigma. Benefits to attendees include: 1. Learn where and how to integrate the TP into six sigma's DMAIC and DFSS methodology. 2. Learn which approach to developing the TP resulted in the greatest student comprehension. 3. Tangible results achieved from integrating the TP with six sigma. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 347 |
Conference Proceedings |
|
Integrating the TOC thinking processes and six sigma |
2004 |
Miami, FL |
This presentation shows how the six sigma methodology can be dramatically improved by integrating the TOC thinking processes (TP). Key learning points include: 1. How the TP is perfectly suited to fill the gaps in the six sigma methodology. 2. Where Seagate inserted the TP tools into the DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS (Design for six sigma) training. 3. Which methodology was used to teach students how to develop the trees? 4. Actual examples of training material, including an in-class case study and break out session that were developed to give students the opportunity to get hands-on experience with the trees to accelerate the learning curve. 5. Change management required to integrate the TP into six sigma. 6. Key benefits resulting from the use of the TP in six sigma. Benefits to attendees include: 1. Learn where and how to integrate the TP into six sigma's DMAIC and DFSS methodology. 2. Learn which approach to developing the TP resulted in the greatest student comprehension. 3. Tangible results achieved from integrating the TP with six sigma. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2004ConferenceProceedings |
| 348 |
Conference Proceedings |
Agarwal, Manoj |
Managing EPC projects: The TOC way |
2005 |
Barcelona, Spain |
This presentation is about managing engineering procurement and construction (EPC) projects using TOC. The EPC challenge (like a power plant) and critical chain, the components of the solution and summary and questions are discussed. A mega project like building a power plant or new steel plant may have many EPC projects. The value proposition is attractive to the client. The EPC company must drive down costs (usually a fixed price contract). Each EPC package involves many stakeholders and has many suppliers each working in a multi-project environment. Significant multi-tasking exists within and across projects. |
DVD 4, 32 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 349 |
Conference Proceedings |
|
Managing EPC projects: The TOC way |
2005 |
Barcelona, Spain |
This presentation is about managing engineering procurement and construction (EPC) projects using TOC. The EPC challenge (like a power plant) and critical chain, the components of the solution and summary and questions are discussed. A mega project like building a power plant or new steel plant may have many EPC projects. The value proposition is attractive to the client. The EPC company must drive down costs (usually a fixed price contract). Each EPC package involves many stakeholders and has many suppliers each working in a multi-project environment. Significant multi-tasking exists within and across projects. |
DVD 4, 32 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 350 |
Conference Proceedings |
Anderson, David J. |
Worst to best in 9 months: Implementing a drum-buffer-rope solution in Microsofts IT department |
2005 |
Barcelona, Spain |
This is a case study about implementing common sense changes where they were needed. It's a story not about the brilliance of the theory of constraints (TOC) but rather TOC playing a role as permission giver, reinforcing the beliefs of a manager and encouraging him to do the right thing. It's also a story about simplicity – making just a few simple changes, collecting less data, spending less time on overhead and bureaucracy and more on productive tasks. The XIT Sustained Engineering team is part of one of Microsoft's eight information technology (IT) groups. The department maintains over 80 applications for internal use worldwide by Microsoft employees. The team completes small change requests (often bug fixes) involving less than 120 hours of development work. The team was considered the worst performing in its business unit at the start of the 2005 fiscal year (July 2004). The backlog of work was exceeding capacity 5 times and it was growing every month. The lead time for a change request was typically 5 months. The due date performance was almost zero. Customers were unhappy. A new program manager stepped in to coordinate the efforts of XIT Sustained Engineering. He wanted to make some changes but was unclear whether they were the right changes and how effective they might be. By performing an analysis using the 5 focusing steps of TOC, David Anderson helped him to understand how his proposals fit with a drum-buffer-rope and throughput accounting implementation. With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5 weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked off and the department is no longer seen as an organizational constraint. Customers are delighted. This study shows that TOC's fundamental 5 focusing steps [Goldratt 1984] and the production flow solution, drum-buffer-rope [Goldratt 1984], have significant value in information technology, and software development, without a need to resort to more elaborate TOC solutions such as critical chain project scheduling or the thinking processes. |
no DVD, white paper available |
https://www.tocico.org/page/2005ConferenceProceedings |
| 351 |
Conference Proceedings |
Dumitriu, Dragos |
Worst to best in 9 months: Implementing a drum-buffer-rope solution in Microsofts IT department |
2005 |
Barcelona, Spain |
This is a case study about implementing common sense changes where they were needed. It's a story not about the brilliance of the theory of constraints (TOC) but rather TOC playing a role as permission giver, reinforcing the beliefs of a manager and encouraging him to do the right thing. It's also a story about simplicity – making just a few simple changes, collecting less data, spending less time on overhead and bureaucracy and more on productive tasks. The XIT Sustained Engineering team is part of one of Microsoft's eight information technology (IT) groups. The department maintains over 80 applications for internal use worldwide by Microsoft employees. The team completes small change requests (often bug fixes) involving less than 120 hours of development work. The team was considered the worst performing in its business unit at the start of the 2005 fiscal year (July 2004). The backlog of work was exceeding capacity 5 times and it was growing every month. The lead time for a change request was typically 5 months. The due date performance was almost zero. Customers were unhappy. A new program manager stepped in to coordinate the efforts of XIT Sustained Engineering. He wanted to make some changes but was unclear whether they were the right changes and how effective they might be. By performing an analysis using the 5 focusing steps of TOC, David Anderson helped him to understand how his proposals fit with a drum-buffer-rope and throughput accounting implementation. With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5 weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked off and the department is no longer seen as an organizational constraint. Customers are delighted. This study shows that TOC's fundamental 5 focusing steps [Goldratt 1984] and the production flow solution, drum-buffer-rope [Goldratt 1984], have significant value in information technology, and software development, without a need to resort to more elaborate TOC solutions such as critical chain project scheduling or the thinking processes. |
no DVD, white paper available |
https://www.tocico.org/page/2005ConferenceProceedings |
| 352 |
Conference Proceedings |
|
Worst to best in 9 months: Implementing a drum-buffer-rope solution in Microsofts IT department |
2005 |
Barcelona, Spain |
This is a case study about implementing common sense changes where they were needed. It's a story not about the brilliance of the theory of constraints (TOC) but rather TOC playing a role as permission giver, reinforcing the beliefs of a manager and encouraging him to do the right thing. It's also a story about simplicity – making just a few simple changes, collecting less data, spending less time on overhead and bureaucracy and more on productive tasks. The XIT Sustained Engineering team is part of one of Microsoft's eight information technology (IT) groups. The department maintains over 80 applications for internal use worldwide by Microsoft employees. The team completes small change requests (often bug fixes) involving less than 120 hours of development work. The team was considered the worst performing in its business unit at the start of the 2005 fiscal year (July 2004). The backlog of work was exceeding capacity 5 times and it was growing every month. The lead time for a change request was typically 5 months. The due date performance was almost zero. Customers were unhappy. A new program manager stepped in to coordinate the efforts of XIT Sustained Engineering. He wanted to make some changes but was unclear whether they were the right changes and how effective they might be. By performing an analysis using the 5 focusing steps of TOC, David Anderson helped him to understand how his proposals fit with a drum-buffer-rope and throughput accounting implementation. With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5 weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked off and the department is no longer seen as an organizational constraint. Customers are delighted. This study shows that TOC's fundamental 5 focusing steps [Goldratt 1984] and the production flow solution, drum-buffer-rope [Goldratt 1984], have significant value in information technology, and software development, without a need to resort to more elaborate TOC solutions such as critical chain project scheduling or the thinking processes. |
no DVD, white paper available |
https://www.tocico.org/page/2005ConferenceProceedings |
| 353 |
Conference Proceedings |
Aoki, Noriaki |
Thinking process for medical error reduction: Systematic improvement of hospital management using TOC |
2005 |
Barcelona, Spain |
This presentation discusses the scope of medical errors and compares the number of deaths from medical errors (98,000) to traffic deaths (43,000), deaths from cancer (42,500), and deaths from AIDS (16,500). Patient case studies are described illustrating the causes of medical errors. The thinking processes (TP) are used to analyze this medical errors case; to develop a solution to prevent the errors; and to establish consensus among medical professionals. Several undesirable effects (UDEs) were surfaced related to the medical errors; the three-cloud approach was used to build a generic core conflict cloud. This cloud was comprised of objective (A) To provide high quality (e.g. timely and safely) care for each patient; (B) Respect autonomy of each professional to maximize their activities; (D) Work independently and have the responsible physician manage patients; (C) Reduce risk of medical errors and check the status during the process; and (D') Work as a team based on standardized processes. The current reality tree was built connecting all UDEs. The assumptions of the core conflict cloud were surfaced and injections identified. The future reality tree was constructed to achieve the desirable effects based on the injections. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 354 |
Conference Proceedings |
|
Thinking process for medical error reduction: Systematic improvement of hospital management using TOC |
2005 |
Barcelona, Spain |
This presentation discusses the scope of medical errors and compares the number of deaths from medical errors (98,000) to traffic deaths (43,000), deaths from cancer (42,500), and deaths from AIDS (16,500). Patient case studies are described illustrating the causes of medical errors. The thinking processes (TP) are used to analyze this medical errors case; to develop a solution to prevent the errors; and to establish consensus among medical professionals. Several undesirable effects (UDEs) were surfaced related to the medical errors; the three-cloud approach was used to build a generic core conflict cloud. This cloud was comprised of objective (A) To provide high quality (e.g. timely and safely) care for each patient; (B) Respect autonomy of each professional to maximize their activities; (D) Work independently and have the responsible physician manage patients; (C) Reduce risk of medical errors and check the status during the process; and (D') Work as a team based on standardized processes. The current reality tree was built connecting all UDEs. The assumptions of the core conflict cloud were surfaced and injections identified. The future reality tree was constructed to achieve the desirable effects based on the injections. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 355 |
Conference Proceedings |
Barnard, Alan |
TOCICO fundamentals exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints fundamentals examination. The four major parts and problem areas within each part are discussed. Part A – TOC Fundamentals includes: Problem A1 – Which system is more complex?; Problem A2 – How definition of complex and problem impact TOC approach?; Problem A3 – What is the 5 Focusing Steps; and Problem A4 – Apply 5 Focusing Steps to Managing Operations or Projects. Part B – TOC Thinking Processes includes: Problem B1 – UDE's, Conflicts and Injections; Problem B2 – Negative Branches; and Problem B3 – Obstacles, IO's and PRT. Part C – TOC Logistical Applications includes: Problem C1 –Supply Chain Logistics; Problem C2 – Finance; and Problem C3 – Project Management. Part D - Holistic Analysis includes: Problem D1 – Case Study: Developing a Viable Vision. |
Power Point only |
https://www.tocico.org/page/2005ConferenceProceedings |
| 356 |
Conference Proceedings |
Umble, Michael |
TOCICO fundamentals exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints fundamentals examination. The four major parts and problem areas within each part are discussed. Part A – TOC Fundamentals includes: Problem A1 – Which system is more complex?; Problem A2 – How definition of complex and problem impact TOC approach?; Problem A3 – What is the 5 Focusing Steps; and Problem A4 – Apply 5 Focusing Steps to Managing Operations or Projects. Part B – TOC Thinking Processes includes: Problem B1 – UDE's, Conflicts and Injections; Problem B2 – Negative Branches; and Problem B3 – Obstacles, IO's and PRT. Part C – TOC Logistical Applications includes: Problem C1 –Supply Chain Logistics; Problem C2 – Finance; and Problem C3 – Project Management. Part D - Holistic Analysis includes: Problem D1 – Case Study: Developing a Viable Vision. |
Power Point only |
https://www.tocico.org/page/2005ConferenceProceedings |
| 357 |
Conference Proceedings |
|
TOCICO fundamentals exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints fundamentals examination. The four major parts and problem areas within each part are discussed. Part A – TOC Fundamentals includes: Problem A1 – Which system is more complex?; Problem A2 – How definition of complex and problem impact TOC approach?; Problem A3 – What is the 5 Focusing Steps; and Problem A4 – Apply 5 Focusing Steps to Managing Operations or Projects. Part B – TOC Thinking Processes includes: Problem B1 – UDE's, Conflicts and Injections; Problem B2 – Negative Branches; and Problem B3 – Obstacles, IO's and PRT. Part C – TOC Logistical Applications includes: Problem C1 –Supply Chain Logistics; Problem C2 – Finance; and Problem C3 – Project Management. Part D - Holistic Analysis includes: Problem D1 – Case Study: Developing a Viable Vision. |
Power Point only |
https://www.tocico.org/page/2005ConferenceProceedings |
| 358 |
Conference Proceedings |
Francis, Kenneth |
Cost buffers as the financial measurement in a critical chain environment |
2005 |
Barcelona, Spain |
The purpose of this presentation is to propose the development and use of cost buffers in critical chain (CC) environments. The presentation's organization is an overview of earned value management systems (EVMS), measurement types, EVMS problems, EVMS in a critical chain environment and cost buffers. Earned value assumes that good global optima are achieved by focusing on local optima. It summarizes over time how we plan to spend money (PMB = performance measurement baseline). There are 32 items as part of EVMS. Cost Performance Index (CPI) and Schedule Performance Index (SPI) are discussed. Measurement types include performance, operational and conformance. EVMS is a conformance measurement. EVMS problems are described. There are ways of reporting EV under critical chain but you don't use it to make decisions. Would it not be better to develop a measurement useful in critical chain? Cost buffers. Three methods of calculating cost buffers are presented. The advantages and disadvantages are discussed. These are being investigated to replace the two indices and be in line with critical chain use in the Department of Defense. |
DVD 6, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 359 |
Conference Proceedings |
|
Cost buffers as the financial measurement in a critical chain environment |
2005 |
Barcelona, Spain |
The purpose of this presentation is to propose the development and use of cost buffers in critical chain (CC) environments. The presentation's organization is an overview of earned value management systems (EVMS), measurement types, EVMS problems, EVMS in a critical chain environment and cost buffers. Earned value assumes that good global optima are achieved by focusing on local optima. It summarizes over time how we plan to spend money (PMB = performance measurement baseline). There are 32 items as part of EVMS. Cost Performance Index (CPI) and Schedule Performance Index (SPI) are discussed. Measurement types include performance, operational and conformance. EVMS is a conformance measurement. EVMS problems are described. There are ways of reporting EV under critical chain but you don't use it to make decisions. Would it not be better to develop a measurement useful in critical chain? Cost buffers. Three methods of calculating cost buffers are presented. The advantages and disadvantages are discussed. These are being investigated to replace the two indices and be in line with critical chain use in the Department of Defense. |
DVD 6, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 360 |
Conference Proceedings |
Danos, Gerald |
Dixie Iron Works: Our TOC journey |
2005 |
Barcelona, Spain |
This presentation describes Dixie Iron Works journey in theory of constraints (TOC). Founded in 1933 in Alice, Texas, the TOC journey started in 1992. Dixie Works was declined as a Viable Vision client. Dixie Iron Works is in the oil field business making high pressure plug valves (small valve $800) and high pressure well pumps ($250,000) with 158 employees never having a layoff. Facilities are also in Canada and one coming up in Mexico. In three weeks of implementation we got rid of all work-in-process shelves. Last year we had a 48% growth in revenue with a 141% growth in profit. Sales buy-in was instrumental in this significant growth. Prior to the last year or so we had only drum buffer rope (DBR) implemented and did not leverage it to the market. |
DVD 3, 21 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 361 |
Conference Proceedings |
|
Dixie Iron Works: Our TOC journey |
2005 |
Barcelona, Spain |
This presentation describes Dixie Iron Works journey in theory of constraints (TOC). Founded in 1933 in Alice, Texas, the TOC journey started in 1992. Dixie Works was declined as a Viable Vision client. Dixie Iron Works is in the oil field business making high pressure plug valves (small valve $800) and high pressure well pumps ($250,000) with 158 employees never having a layoff. Facilities are also in Canada and one coming up in Mexico. In three weeks of implementation we got rid of all work-in-process shelves. Last year we had a 48% growth in revenue with a 141% growth in profit. Sales buy-in was instrumental in this significant growth. Prior to the last year or so we had only drum buffer rope (DBR) implemented and did not leverage it to the market. |
DVD 3, 21 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 362 |
Conference Proceedings |
Davies, John |
Integrating TOC with systems and OR / MS methods |
2005 |
Barcelona, Spain |
The purposes of this presentation are to assess TOC as a complete methodology; explore links with other methodologies, e.g. OR/MS and systems (Senge's systems archetypes); and to suggest new directions for TOC (and its usage with other methods). How do we establish TOC tools as a comprehensive research methodology? Where it is recognized it is set next to OR/MS tools and systems dynamics and systems thinking tools. The last few days we have discussed templates for example in distribution. A template provides a set of circumstances to solve a given situation. We are trying to give students a set of tools to give them problem structuring capabilities. A methodology is a structured set of diagrams, a paradigm (a model for thinking), a constellation of concepts, a systematic set of ideas and methods, etc. In academia we must do a better job of discussing the nature of the methodology. This paper classifies various tools of TOC based on its methodological characteristics. It provides a causal loop diagram and evaporating cloud classification. An example of smoking versus not smoking is shown in a simple causal loop diagram then in a cloud then from the cloud a more well-defined causal loop diagram then from the cloud the resulting current reality tree with matched assumptions. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 363 |
Conference Proceedings |
Mabin, Victoria J. |
Integrating TOC with systems and OR / MS methods |
2005 |
Barcelona, Spain |
The purposes of this presentation are to assess TOC as a complete methodology; explore links with other methodologies, e.g. OR/MS and systems (Senge's systems archetypes); and to suggest new directions for TOC (and its usage with other methods). How do we establish TOC tools as a comprehensive research methodology? Where it is recognized it is set next to OR/MS tools and systems dynamics and systems thinking tools. The last few days we have discussed templates for example in distribution. A template provides a set of circumstances to solve a given situation. We are trying to give students a set of tools to give them problem structuring capabilities. A methodology is a structured set of diagrams, a paradigm (a model for thinking), a constellation of concepts, a systematic set of ideas and methods, etc. In academia we must do a better job of discussing the nature of the methodology. This paper classifies various tools of TOC based on its methodological characteristics. It provides a causal loop diagram and evaporating cloud classification. An example of smoking versus not smoking is shown in a simple causal loop diagram then in a cloud then from the cloud a more well-defined causal loop diagram then from the cloud the resulting current reality tree with matched assumptions. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 364 |
Conference Proceedings |
Cox III, James F. |
Integrating TOC with systems and OR / MS methods |
2005 |
Barcelona, Spain |
The purposes of this presentation are to assess TOC as a complete methodology; explore links with other methodologies, e.g. OR/MS and systems (Senge's systems archetypes); and to suggest new directions for TOC (and its usage with other methods). How do we establish TOC tools as a comprehensive research methodology? Where it is recognized it is set next to OR/MS tools and systems dynamics and systems thinking tools. The last few days we have discussed templates for example in distribution. A template provides a set of circumstances to solve a given situation. We are trying to give students a set of tools to give them problem structuring capabilities. A methodology is a structured set of diagrams, a paradigm (a model for thinking), a constellation of concepts, a systematic set of ideas and methods, etc. In academia we must do a better job of discussing the nature of the methodology. This paper classifies various tools of TOC based on its methodological characteristics. It provides a causal loop diagram and evaporating cloud classification. An example of smoking versus not smoking is shown in a simple causal loop diagram then in a cloud then from the cloud a more well-defined causal loop diagram then from the cloud the resulting current reality tree with matched assumptions. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 365 |
Conference Proceedings |
|
Integrating TOC with systems and OR / MS methods |
2005 |
Barcelona, Spain |
The purposes of this presentation are to assess TOC as a complete methodology; explore links with other methodologies, e.g. OR/MS and systems (Senge's systems archetypes); and to suggest new directions for TOC (and its usage with other methods). How do we establish TOC tools as a comprehensive research methodology? Where it is recognized it is set next to OR/MS tools and systems dynamics and systems thinking tools. The last few days we have discussed templates for example in distribution. A template provides a set of circumstances to solve a given situation. We are trying to give students a set of tools to give them problem structuring capabilities. A methodology is a structured set of diagrams, a paradigm (a model for thinking), a constellation of concepts, a systematic set of ideas and methods, etc. In academia we must do a better job of discussing the nature of the methodology. This paper classifies various tools of TOC based on its methodological characteristics. It provides a causal loop diagram and evaporating cloud classification. An example of smoking versus not smoking is shown in a simple causal loop diagram then in a cloud then from the cloud a more well-defined causal loop diagram then from the cloud the resulting current reality tree with matched assumptions. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 366 |
Conference Proceedings |
Eckermann, Dan |
Breaking through In a sixty year culture at LeTourneau, Inc. |
2005 |
Barcelona, Spain |
LeTrourneau (LT) is headquartered in Longview, Texas with manufacturing locations in Longview, and Houston TX and Vicksburg, MS and with dealer locations worldwide. Markets served include controls, drive systems, internodal mining, drilling, forestry, marine, and steel. LT characteristics include: 1. Product leadership makes the largest products in the world. Jack-up rig sells from 150 million to 300 million dollars. It is delivered as a kit valued at about 40 million then is built with about a million man-hours as a 1 to 3 year project. 2. Make steel from scrap making thick plates 2-10 inches. 3. Build front-end loaders 7000-75000 parts works 8 years with over 90% uptime. 4. Have produced most of these products for over 50 years. We have only been in the drilling market for five year. We are heavily vertically integrated which is unusual for heavy equipment manufacturers. Typical undesirable effects (UDEs) include long lead times, high WIP, high obsolete inventory, very low inventory turns, low on-time delivery, high overtime and expediting, exiting markets due to pricing competition, poor cash flow, and low ROI. Total reliance was placed on GAAP for decision making for product pricing, transfer pricing, sourcing, capital expenditure, product profitability, etc. In 2000 we implemented drum buffer rope (DBR), installed MAPICS finite capacity planning module causing on-time delivery to increase from 10 to 75%. In 2004, Constraint Management Group (CMG) worked with LT providing the Jonah program. In 2005 we implemented TOC company-wide. The core conflict was A Maximize LeTrourneau ROI with B Meet LeTourneau's customer and market requirements and opportunities requiring D Focus and act on company performance and the other requirements C Maximize margins and metrics under my control requiring D' Focus and act on local performance. The primary injection was simple correct signals between business groups (BGs) and resources that maximize company throughput, net profit and ROI. The planning and control dilemma existed also. One strategic point was selected for each BG and component group. When we turned on the buffers we found we were working on green items (early items) when we had a lot of items in red (almost late). Steel Group implementation results showed previously poor financial performance to extremely profitable and included productivity increased 25%, WIP inventory decreased 25%, cycle time decreased 64% (14 to 5 weeks), on-time delivery increased from 50 to 90%, and plate inventory held decreased 2.6 million dollars. |
DVD 2, 43 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 367 |
Conference Proceedings |
|
Breaking through In a sixty year culture at LeTourneau, Inc. |
2005 |
Barcelona, Spain |
LeTrourneau (LT) is headquartered in Longview, Texas with manufacturing locations in Longview, and Houston TX and Vicksburg, MS and with dealer locations worldwide. Markets served include controls, drive systems, internodal mining, drilling, forestry, marine, and steel. LT characteristics include: 1. Product leadership makes the largest products in the world. Jack-up rig sells from 150 million to 300 million dollars. It is delivered as a kit valued at about 40 million then is built with about a million man-hours as a 1 to 3 year project. 2. Make steel from scrap making thick plates 2-10 inches. 3. Build front-end loaders 7000-75000 parts works 8 years with over 90% uptime. 4. Have produced most of these products for over 50 years. We have only been in the drilling market for five year. We are heavily vertically integrated which is unusual for heavy equipment manufacturers. Typical undesirable effects (UDEs) include long lead times, high WIP, high obsolete inventory, very low inventory turns, low on-time delivery, high overtime and expediting, exiting markets due to pricing competition, poor cash flow, and low ROI. Total reliance was placed on GAAP for decision making for product pricing, transfer pricing, sourcing, capital expenditure, product profitability, etc. In 2000 we implemented drum buffer rope (DBR), installed MAPICS finite capacity planning module causing on-time delivery to increase from 10 to 75%. In 2004, Constraint Management Group (CMG) worked with LT providing the Jonah program. In 2005 we implemented TOC company-wide. The core conflict was A Maximize LeTrourneau ROI with B Meet LeTourneau's customer and market requirements and opportunities requiring D Focus and act on company performance and the other requirements C Maximize margins and metrics under my control requiring D' Focus and act on local performance. The primary injection was simple correct signals between business groups (BGs) and resources that maximize company throughput, net profit and ROI. The planning and control dilemma existed also. One strategic point was selected for each BG and component group. When we turned on the buffers we found we were working on green items (early items) when we had a lot of items in red (almost late). Steel Group implementation results showed previously poor financial performance to extremely profitable and included productivity increased 25%, WIP inventory decreased 25%, cycle time decreased 64% (14 to 5 weeks), on-time delivery increased from 50 to 90%, and plate inventory held decreased 2.6 million dollars. |
DVD 2, 43 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 368 |
Conference Proceedings |
Ferguson, Lisa Anne |
TOCICO supply chain logistics exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints supply chain logistics management examination. The workshop organization is an Introduction and Session Review; Operations the TOC Way; Using TOC to analyze Operations; Distribution the TOC Way; Using TOC to analyze Distribution and Insights and Questions. The objectives of the operations section include: Demonstrate understanding of the TOC Operations solution. Demonstrate the ability to compare and contrast Drum-Buffer-Rope (DBR) and Buffer Management with Lean/Just-in-Time (JIT) and Material Requirements Planning. Can effectively compare and contrast conventional rules and practices (i.e. process layout, capacity, scheduling of work and control metrics) with those of DBR and Buffer Management, along with an explanation of the impact of each on the operational and financial measures of performance. Demonstrates ability to apply the solution in the four possible plant types (VATI). Understands when Critical Chain should be applied in a plant instead of DBR. What to change, to what to change and how to cause the change are discussed with respect to operations and supply chains. |
DVD 4 |
https://www.tocico.org/page/2005ConferenceProceedings |
| 369 |
Conference Proceedings |
|
TOCICO supply chain logistics exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints supply chain logistics management examination. The workshop organization is an Introduction and Session Review; Operations the TOC Way; Using TOC to analyze Operations; Distribution the TOC Way; Using TOC to analyze Distribution and Insights and Questions. The objectives of the operations section include: Demonstrate understanding of the TOC Operations solution. Demonstrate the ability to compare and contrast Drum-Buffer-Rope (DBR) and Buffer Management with Lean/Just-in-Time (JIT) and Material Requirements Planning. Can effectively compare and contrast conventional rules and practices (i.e. process layout, capacity, scheduling of work and control metrics) with those of DBR and Buffer Management, along with an explanation of the impact of each on the operational and financial measures of performance. Demonstrates ability to apply the solution in the four possible plant types (VATI). Understands when Critical Chain should be applied in a plant instead of DBR. What to change, to what to change and how to cause the change are discussed with respect to operations and supply chains. |
DVD 4 |
https://www.tocico.org/page/2005ConferenceProceedings |
| 370 |
Conference Proceedings |
Gilani, Ravinder |
Making money by simplifying measurements |
2005 |
Barcelona, Spain |
The goal of for-profit organizations is to make more and more money now and in the future. Five levels of goal achievement: level 1 unable to meet financial commitments; Level 2 Meeting financial commitments but not making profits; Level 3 Making profits consistently but profits fluctuating; Level 4 Profits increasing consistently year after year; and Level 5 Profits and return on investment increasing year after year. How many companies are at level 4 in India? Answer: 23 companies out of 3000 companies; less than 1%. The five focusing steps: what are the obstacles to implementing them? Where is the constraint? Market? Orders? Suppliers? Operations policies? Operations capacity? Balanced line? Cash? Case 1: capital goods manufacturer. It lost money 2.5 years, Owner decided to close plant in 6 months; Cash was the constraint. Turned around in 100 days; throughput increase 30 times in 5 years. Case 2: manufacturer of automotive gears; losing money last five years; action initiated for divestment; constraint is operational policies / goal achievement level 2. Actions stop measuring tons; all functional heads' Key Results Areas abolished; started measuring on-time in-full delivery; focus on throughput instead of sales. Results: Throughput increased 70% within 2 years. Case 3: refractory manufacturer for steel and cement industry Inconsistent profits results in Goal achievement level 2. Constraint is Orders. Actions taken were: stopped measuring in tons; started measuring in throughput loss; focus on throughput instead of sales; weekly review. Results: Throughput increased by 25% within 3 months. The presentation goes on to provide what to measure and what not to measure for each level of goal achievement. For example, what to measure are the outstanding payments status; cash collected; and free cash flow (T-OE-delta I). What not to measure is more difficult to implement. The results of five different cases are provided. |
DVD 6, 31 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 371 |
Conference Proceedings |
|
Making money by simplifying measurements |
2005 |
Barcelona, Spain |
The goal of for-profit organizations is to make more and more money now and in the future. Five levels of goal achievement: level 1 unable to meet financial commitments; Level 2 Meeting financial commitments but not making profits; Level 3 Making profits consistently but profits fluctuating; Level 4 Profits increasing consistently year after year; and Level 5 Profits and return on investment increasing year after year. How many companies are at level 4 in India? Answer: 23 companies out of 3000 companies; less than 1%. The five focusing steps: what are the obstacles to implementing them? Where is the constraint? Market? Orders? Suppliers? Operations policies? Operations capacity? Balanced line? Cash? Case 1: capital goods manufacturer. It lost money 2.5 years, Owner decided to close plant in 6 months; Cash was the constraint. Turned around in 100 days; throughput increase 30 times in 5 years. Case 2: manufacturer of automotive gears; losing money last five years; action initiated for divestment; constraint is operational policies / goal achievement level 2. Actions stop measuring tons; all functional heads' Key Results Areas abolished; started measuring on-time in-full delivery; focus on throughput instead of sales. Results: Throughput increased 70% within 2 years. Case 3: refractory manufacturer for steel and cement industry Inconsistent profits results in Goal achievement level 2. Constraint is Orders. Actions taken were: stopped measuring in tons; started measuring in throughput loss; focus on throughput instead of sales; weekly review. Results: Throughput increased by 25% within 3 months. The presentation goes on to provide what to measure and what not to measure for each level of goal achievement. For example, what to measure are the outstanding payments status; cash collected; and free cash flow (T-OE-delta I). What not to measure is more difficult to implement. The results of five different cases are provided. |
DVD 6, 31 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 372 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Success through simplicity |
2005 |
Barcelona, Spain |
Eli responds to questions previously submitted by the audience. Goldratt discusses the difference between simplifying a system and identifying the inherent simplicity of a system. He discusses the use of the industry templates as a means of getting the company to use the TP. He discusses movement into the services, including knowledge work. Templates have to be developed for these areas. Templates in healthcare will be vastly different from the previous 8 templates. Bill West discussed the introduction of TOC in healthcare and his six year journey. Emergency departments (ED) were the first application; the target was to get someone into the ED and treated in 4 hours. Discharge planning was next; a simple application of critical chain. Theater scheduling was next. The core cloud was A To run an effective healthcare system B You must treat the patient in front of you D You must manage and deliver treatment of the patient in front of you. C You have to be able to treat everybody in the system. D You must operate within the finances of the system. Another venue is how do you debug a huge computer system? Goldratt then discussed the market economy; China is a massive powerful manufacturing force today, a labor shortage is emerging; salaries went up 25% last year; China will soon be the largest consumer market also. The same is happening in India. A discussion of TOC in education included using the TOC TP to solve discipline problems, using the TP to teach any content; and using TOC in better managing the school. Goldratt discusses his failure to identify how to measure individuals in a company. He thought the answer was a fully developed S&T tree but it failed because you have to be a genius to write an S&T tree. Templates were then discussed: 1. VMI 2. Rapid Response (Zycon) 3. Distribution 4. Projects (bonuses - penalties) 5. Gain sharing (selling a product for a percent of the outcome when you do your business) 6. Availability insurance (charging for the fact that you make something available to the client: spare parts. ) 7. Pay per click (you don't buy the machine; you pay for the use of the machine) 8. Guaranteeing throughput per shelf (valid for chains). Viable Visions support elevation of the market not the resources. Eli then conducted an question and answer session. (no slides used). |
DVD 1, 1 hour 54 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 373 |
Conference Proceedings |
|
Success through simplicity |
2005 |
Barcelona, Spain |
Eli responds to questions previously submitted by the audience. Goldratt discusses the difference between simplifying a system and identifying the inherent simplicity of a system. He discusses the use of the industry templates as a means of getting the company to use the TP. He discusses movement into the services, including knowledge work. Templates have to be developed for these areas. Templates in healthcare will be vastly different from the previous 8 templates. Bill West discussed the introduction of TOC in healthcare and his six year journey. Emergency departments (ED) were the first application; the target was to get someone into the ED and treated in 4 hours. Discharge planning was next; a simple application of critical chain. Theater scheduling was next. The core cloud was A To run an effective healthcare system B You must treat the patient in front of you D You must manage and deliver treatment of the patient in front of you. C You have to be able to treat everybody in the system. D You must operate within the finances of the system. Another venue is how do you debug a huge computer system? Goldratt then discussed the market economy; China is a massive powerful manufacturing force today, a labor shortage is emerging; salaries went up 25% last year; China will soon be the largest consumer market also. The same is happening in India. A discussion of TOC in education included using the TOC TP to solve discipline problems, using the TP to teach any content; and using TOC in better managing the school. Goldratt discusses his failure to identify how to measure individuals in a company. He thought the answer was a fully developed S&T tree but it failed because you have to be a genius to write an S&T tree. Templates were then discussed: 1. VMI 2. Rapid Response (Zycon) 3. Distribution 4. Projects (bonuses - penalties) 5. Gain sharing (selling a product for a percent of the outcome when you do your business) 6. Availability insurance (charging for the fact that you make something available to the client: spare parts. ) 7. Pay per click (you don't buy the machine; you pay for the use of the machine) 8. Guaranteeing throughput per shelf (valid for chains). Viable Visions support elevation of the market not the resources. Eli then conducted an question and answer session. (no slides used). |
DVD 1, 1 hour 54 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 374 |
Conference Proceedings |
Hoefsmit, Patrick |
Availability insurance: A Viable Vision template |
2005 |
Barcelona, Spain |
The topics of the presentation include availability examples, conditions for the applicability of the offer; core cloud of the client; blocking facts; elements of the offer; benefits for the client; benefits for the supplier; and comparison with other templates. Examples include spare parts distributors, fluids storage providers, and power generators manufacturers. The conditions of applicability of the offer include: condition 1 The damage for the clients caused by unavailability of the product is huge; condition 2 High uncertainty regarding when/ what/ how much clients will need; condition 3 The financial risk for the supplier in making it available is significantly lower than for the client. The core conflict for the client is A Continue to grow a profitable company, B Protect against stoppages; D Buy in advance; C Minimize investments; and D' Buy when needed. The supplier cloud is A Continue to grow a profitable company; B Increase sales; D Lower the price; C Increase profit; and D' Increase the price. The blocking factor for the supplier is price. Elements of the offer include: client pays a relative small insurance premium for having the product directly available and client pays the upfront agreed price when he makes use of it. Benefits to the client include: risk of lost throughput due to stoppages is lower; lower investment risk; and elimination of significant cost of emergencies. Benefits to the supplier include: additional sales not based on price but based on being at the right place at the right time; income on investment before it is sold; benefits of aggregation; expanding customer base and higher profit. |
DVD 5, 25 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 375 |
Conference Proceedings |
|
Availability insurance: A Viable Vision template |
2005 |
Barcelona, Spain |
The topics of the presentation include availability examples, conditions for the applicability of the offer; core cloud of the client; blocking facts; elements of the offer; benefits for the client; benefits for the supplier; and comparison with other templates. Examples include spare parts distributors, fluids storage providers, and power generators manufacturers. The conditions of applicability of the offer include: condition 1 The damage for the clients caused by unavailability of the product is huge; condition 2 High uncertainty regarding when/ what/ how much clients will need; condition 3 The financial risk for the supplier in making it available is significantly lower than for the client. The core conflict for the client is A Continue to grow a profitable company, B Protect against stoppages; D Buy in advance; C Minimize investments; and D' Buy when needed. The supplier cloud is A Continue to grow a profitable company; B Increase sales; D Lower the price; C Increase profit; and D' Increase the price. The blocking factor for the supplier is price. Elements of the offer include: client pays a relative small insurance premium for having the product directly available and client pays the upfront agreed price when he makes use of it. Benefits to the client include: risk of lost throughput due to stoppages is lower; lower investment risk; and elimination of significant cost of emergencies. Benefits to the supplier include: additional sales not based on price but based on being at the right place at the right time; income on investment before it is sold; benefits of aggregation; expanding customer base and higher profit. |
DVD 5, 25 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 376 |
Conference Proceedings |
Holt, James R. |
TOCICO thinking processes exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints thinking processes examination. The Thinking Process Exam focuses on: Analysis (breakdown of information), Synthesis (putting facts together) and Evaluation (judgment of solutions). The applicant will demonstrate competency in all six Thinking Process Tools: -Current Reality Tree -Evaporating Cloud -Future Reality Tree -Prerequisite Tree -Transition Tree - Strategy and Tactics Tree. The candidate should also know •Categories of Legitimate Reservation •Layers of Resistance •Negative Branch Reservation. |
DVD 4 |
https://www.tocico.org/page/2005ConferenceProceedings |
| 377 |
Conference Proceedings |
|
TOCICO thinking processes exam review workshop (pdf only) |
2005 |
Barcelona, Spain |
This presentation provides an overview of the content of the theory of constraints thinking processes examination. The Thinking Process Exam focuses on: Analysis (breakdown of information), Synthesis (putting facts together) and Evaluation (judgment of solutions). The applicant will demonstrate competency in all six Thinking Process Tools: -Current Reality Tree -Evaporating Cloud -Future Reality Tree -Prerequisite Tree -Transition Tree - Strategy and Tactics Tree. The candidate should also know •Categories of Legitimate Reservation •Layers of Resistance •Negative Branch Reservation. |
DVD 4 |
https://www.tocico.org/page/2005ConferenceProceedings |
| 378 |
Conference Proceedings |
Kapoor, Ajai |
Critical chain: Resource management |
2005 |
Barcelona, Spain |
This presentation describes the role of resource management in critical chain (CC) environments. The assumption that there is not enough capacity to manage projects in the face of all the uncertainty is exposed as a false assumption in traditional project management. Traditional resource management examines how should portfolio commitments be reconciled when projects are delayed; where should capacity be added; and how should project budgets be reconciled with resource allocation. Critical chain resource management focuses on plugging execution losses by examining the total time taken which includes work content, interruptions (changing priorities, wait times for queues, changing requirements, decisions not made in a timely manner, support of existing products, etc.) and Parkinson's Law (sense of urgency more towards the milestone, most completions of work items reported on or after estimated time, quality standards encourage polishing, resources work ahead of critical decisions having to rework later, etc.). To plug these losses resource managers need task level priorities across the projects to minimize interruptions and the impact of task delays on buffers to minimize the Parkinson's Law. Actions have to be done on a day-to-day basis. The constraint in project organizations is capacity needed to manage and support projects. The primary exploitation strategy is to reduce cycle time of projects and to recognize that task level priorities are essential to streamline the support and management processes. In selecting the drum for CC the load and capacity data do not show the real constraints but setting up the pipeline model requires the selection of a virtual drum. Once the pipeline is complete, resource load to capacity data is invaluable to proactively plan for temporary resource overloads and buffer recovery actions and input-output reports are the basis for making decisions about overtime, outsourcing, and movement of resources. Resource management must ensure protective capacity sometimes using project specific knowledge. |
DVD 7, 36 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 379 |
Conference Proceedings |
|
Critical chain: Resource management |
2005 |
Barcelona, Spain |
This presentation describes the role of resource management in critical chain (CC) environments. The assumption that there is not enough capacity to manage projects in the face of all the uncertainty is exposed as a false assumption in traditional project management. Traditional resource management examines how should portfolio commitments be reconciled when projects are delayed; where should capacity be added; and how should project budgets be reconciled with resource allocation. Critical chain resource management focuses on plugging execution losses by examining the total time taken which includes work content, interruptions (changing priorities, wait times for queues, changing requirements, decisions not made in a timely manner, support of existing products, etc.) and Parkinson's Law (sense of urgency more towards the milestone, most completions of work items reported on or after estimated time, quality standards encourage polishing, resources work ahead of critical decisions having to rework later, etc.). To plug these losses resource managers need task level priorities across the projects to minimize interruptions and the impact of task delays on buffers to minimize the Parkinson's Law. Actions have to be done on a day-to-day basis. The constraint in project organizations is capacity needed to manage and support projects. The primary exploitation strategy is to reduce cycle time of projects and to recognize that task level priorities are essential to streamline the support and management processes. In selecting the drum for CC the load and capacity data do not show the real constraints but setting up the pipeline model requires the selection of a virtual drum. Once the pipeline is complete, resource load to capacity data is invaluable to proactively plan for temporary resource overloads and buffer recovery actions and input-output reports are the basis for making decisions about overtime, outsourcing, and movement of resources. Resource management must ensure protective capacity sometimes using project specific knowledge. |
DVD 7, 36 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 380 |
Conference Proceedings |
Klarman, Alex |
Operations management at the Dead Sea Works according to TOC and 6 s |
2005 |
Barcelona, Spain |
This presentation describes the use of the TOC concept of continuous flow and 6 sigma in improving throughput at the Dead Sea Works, a manufacturer of potash (a chemical to improve yield in all plants) located in Sodom, Israel. The basic flow was from Dead Sea water to evaporating ponds to a raw material plant to processing plants to white, red and granulated potash. The objectives of the project were to significantly and quickly increase the throughput of potash production at the Dead Sea Works. An example of a two station line with dependencies and statistical fluctuations is provided. System output is defined by the slower station. Output of the system is the minimum of the two stations. The two station example is again used with equal capacity but very different variability. The results are even more restrictive: average loss is still about 1/3 of the standard deviation of the large variable; the loss is mainly dependent on the variable, which has the larger standard deviation, and almost not on the small one, till we reach the point where the relative quantitative relations between them is reversing; standard deviation is declining even more; the lost is relative to the fluctuations of the resources; etc. A numerical simulation proved the same basic relationships as the mathematical enumeration. The capacity of the first station was increased and numerical simulation was used to calculate the expected throughput of the system. The incremental investment and profit were computed for expanding station 1. Changes were made to the actual production facilities and the significant throughput increases were realized. The experiments showed that a loss in a bottleneck is proportional to the variability of the stations, especially the large one. That is why decreasing the variations by statistical process control (SPC)—be it lean, kaizen or 6 sigma methods-might bring about additional increases of production. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 381 |
Conference Proceedings |
Issahary, David |
Operations management at the Dead Sea Works according to TOC and 6 s |
2005 |
Barcelona, Spain |
This presentation describes the use of the TOC concept of continuous flow and 6 sigma in improving throughput at the Dead Sea Works, a manufacturer of potash (a chemical to improve yield in all plants) located in Sodom, Israel. The basic flow was from Dead Sea water to evaporating ponds to a raw material plant to processing plants to white, red and granulated potash. The objectives of the project were to significantly and quickly increase the throughput of potash production at the Dead Sea Works. An example of a two station line with dependencies and statistical fluctuations is provided. System output is defined by the slower station. Output of the system is the minimum of the two stations. The two station example is again used with equal capacity but very different variability. The results are even more restrictive: average loss is still about 1/3 of the standard deviation of the large variable; the loss is mainly dependent on the variable, which has the larger standard deviation, and almost not on the small one, till we reach the point where the relative quantitative relations between them is reversing; standard deviation is declining even more; the lost is relative to the fluctuations of the resources; etc. A numerical simulation proved the same basic relationships as the mathematical enumeration. The capacity of the first station was increased and numerical simulation was used to calculate the expected throughput of the system. The incremental investment and profit were computed for expanding station 1. Changes were made to the actual production facilities and the significant throughput increases were realized. The experiments showed that a loss in a bottleneck is proportional to the variability of the stations, especially the large one. That is why decreasing the variations by statistical process control (SPC)—be it lean, kaizen or 6 sigma methods-might bring about additional increases of production. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 382 |
Conference Proceedings |
|
Operations management at the Dead Sea Works according to TOC and 6 s |
2005 |
Barcelona, Spain |
This presentation describes the use of the TOC concept of continuous flow and 6 sigma in improving throughput at the Dead Sea Works, a manufacturer of potash (a chemical to improve yield in all plants) located in Sodom, Israel. The basic flow was from Dead Sea water to evaporating ponds to a raw material plant to processing plants to white, red and granulated potash. The objectives of the project were to significantly and quickly increase the throughput of potash production at the Dead Sea Works. An example of a two station line with dependencies and statistical fluctuations is provided. System output is defined by the slower station. Output of the system is the minimum of the two stations. The two station example is again used with equal capacity but very different variability. The results are even more restrictive: average loss is still about 1/3 of the standard deviation of the large variable; the loss is mainly dependent on the variable, which has the larger standard deviation, and almost not on the small one, till we reach the point where the relative quantitative relations between them is reversing; standard deviation is declining even more; the lost is relative to the fluctuations of the resources; etc. A numerical simulation proved the same basic relationships as the mathematical enumeration. The capacity of the first station was increased and numerical simulation was used to calculate the expected throughput of the system. The incremental investment and profit were computed for expanding station 1. Changes were made to the actual production facilities and the significant throughput increases were realized. The experiments showed that a loss in a bottleneck is proportional to the variability of the stations, especially the large one. That is why decreasing the variations by statistical process control (SPC)—be it lean, kaizen or 6 sigma methods-might bring about additional increases of production. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 383 |
Conference Proceedings |
Lindsey, C. Grant |
DBR implementations in multiple distribution centers (case study) |
2005 |
Barcelona, Spain |
This presentation describes a case study of Intel distribution including the company background; implementation; initial results; TPS, lean and SPC; process control and reporting tools; and results summary. The background includes a description of the Intel distribution centers (essentially factory warehouses and DCs combined), largely a manual process, linear process flow, layout, equipment and process standardized, no cycle time metrics and scope (order pick to ship). Before drum buffer rope (DBR) the sites had high WIP, high cycle times, difficulty in determining output capacity, a balanced capacity policy and staffing mode and safety risks (due to high WIP levels). The objective of the project was to reduce order processing cycle time. The implementation process is described. Work was released based on buffer management. Cycle time control charts and buffer reports were developed to monitor flow. Six implementations in six countries have occurred. Average cycle time reduction exceeds 70%; standard deviation reduction over 75%; minimum improvement over 50%; WIP reduction over 65%; increased employee safety; no increase in OE or investment required and fast delivery of feedback information from 3 weeks to 1 hour delay (over 500% faster). TOC in the DC was published in Industrial Engineering in June 2005. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 384 |
Conference Proceedings |
|
DBR implementations in multiple distribution centers (case study) |
2005 |
Barcelona, Spain |
This presentation describes a case study of Intel distribution including the company background; implementation; initial results; TPS, lean and SPC; process control and reporting tools; and results summary. The background includes a description of the Intel distribution centers (essentially factory warehouses and DCs combined), largely a manual process, linear process flow, layout, equipment and process standardized, no cycle time metrics and scope (order pick to ship). Before drum buffer rope (DBR) the sites had high WIP, high cycle times, difficulty in determining output capacity, a balanced capacity policy and staffing mode and safety risks (due to high WIP levels). The objective of the project was to reduce order processing cycle time. The implementation process is described. Work was released based on buffer management. Cycle time control charts and buffer reports were developed to monitor flow. Six implementations in six countries have occurred. Average cycle time reduction exceeds 70%; standard deviation reduction over 75%; minimum improvement over 50%; WIP reduction over 65%; increased employee safety; no increase in OE or investment required and fast delivery of feedback information from 3 weeks to 1 hour delay (over 500% faster). TOC in the DC was published in Industrial Engineering in June 2005. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 385 |
Conference Proceedings |
Reid, Richard |
Applying the TOC thinking processes in a healthcare organization: A case study |
2005 |
Barcelona, Spain |
James Holt made the presentation for Richard Reed. He added his comments to the overheads. The purposes of this presentation are to provide a framework for analysis of a system; the background of the organization being studied; what to change: the UDEs, conflict clouds, core conflict cloud (CCC) and current reality tree (CRT); to what to change, the tabular analysis, strategic injection (Inj.) and future reality tree (FRT) and some management implications. The case study is the Planned Parenthood of New Mexico (PPNM), which performs medical services including annual exams, sexually transmitted diseases (STD) testing and treatment, pregnancy testing, abortion, tubal ligation, vasectomy, etc. to 21,943 patients in 2004. They also provide educational services. The presentation focuses on what to change and what to change to. The goal, and four necessary conditions (quality medical services, safe and secure work environment, remain financially solvent and maintain PPFA accreditation) are discussed. The prerequisites for each requirement are provided. UDEs include: long wait times for some patients; clinic financial viability is threatened; many personnel (clinicians, support staff and clinic managers) are highly stressed; clinic staff turnover is higher than desired; some patients leave the clinics dissatisfied; and the physical appearance of some clinic facilities is shabby. The storylines for the first five UDEs were converted to evaporating clouds (ECs) with assumptions then to a core conflict cloud with assumptions. The CRT is provided. Injections to the core conflict cloud are provided. James provided his assumptions: There is no way to improve the patient per hour rate; we cannot improve the patient show-up rate; the quality of service is equal to the time with the doctor; there is nothing we can do to improve our processes. Richard's two strategic injections are: The PPNM clinics' managers and clinicians align their personal as well as their professional goals with the new overall clinic goal of a balanced approach of delivering quality medical services while maintaining financial viability; and The PPNM clinics have a new appointment scheduling system that satisfies most needs of managers, clinicians, support staff, and patients alike. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 386 |
Conference Proceedings |
Black, Jenny |
Applying the TOC thinking processes in a healthcare organization: A case study |
2005 |
Barcelona, Spain |
James Holt made the presentation for Richard Reed. He added his comments to the overheads. The purposes of this presentation are to provide a framework for analysis of a system; the background of the organization being studied; what to change: the UDEs, conflict clouds, core conflict cloud (CCC) and current reality tree (CRT); to what to change, the tabular analysis, strategic injection (Inj.) and future reality tree (FRT) and some management implications. The case study is the Planned Parenthood of New Mexico (PPNM), which performs medical services including annual exams, sexually transmitted diseases (STD) testing and treatment, pregnancy testing, abortion, tubal ligation, vasectomy, etc. to 21,943 patients in 2004. They also provide educational services. The presentation focuses on what to change and what to change to. The goal, and four necessary conditions (quality medical services, safe and secure work environment, remain financially solvent and maintain PPFA accreditation) are discussed. The prerequisites for each requirement are provided. UDEs include: long wait times for some patients; clinic financial viability is threatened; many personnel (clinicians, support staff and clinic managers) are highly stressed; clinic staff turnover is higher than desired; some patients leave the clinics dissatisfied; and the physical appearance of some clinic facilities is shabby. The storylines for the first five UDEs were converted to evaporating clouds (ECs) with assumptions then to a core conflict cloud with assumptions. The CRT is provided. Injections to the core conflict cloud are provided. James provided his assumptions: There is no way to improve the patient per hour rate; we cannot improve the patient show-up rate; the quality of service is equal to the time with the doctor; there is nothing we can do to improve our processes. Richard's two strategic injections are: The PPNM clinics' managers and clinicians align their personal as well as their professional goals with the new overall clinic goal of a balanced approach of delivering quality medical services while maintaining financial viability; and The PPNM clinics have a new appointment scheduling system that satisfies most needs of managers, clinicians, support staff, and patients alike. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 387 |
Conference Proceedings |
Coleman, Sherri |
Applying the TOC thinking processes in a healthcare organization: A case study |
2005 |
Barcelona, Spain |
James Holt made the presentation for Richard Reed. He added his comments to the overheads. The purposes of this presentation are to provide a framework for analysis of a system; the background of the organization being studied; what to change: the UDEs, conflict clouds, core conflict cloud (CCC) and current reality tree (CRT); to what to change, the tabular analysis, strategic injection (Inj.) and future reality tree (FRT) and some management implications. The case study is the Planned Parenthood of New Mexico (PPNM), which performs medical services including annual exams, sexually transmitted diseases (STD) testing and treatment, pregnancy testing, abortion, tubal ligation, vasectomy, etc. to 21,943 patients in 2004. They also provide educational services. The presentation focuses on what to change and what to change to. The goal, and four necessary conditions (quality medical services, safe and secure work environment, remain financially solvent and maintain PPFA accreditation) are discussed. The prerequisites for each requirement are provided. UDEs include: long wait times for some patients; clinic financial viability is threatened; many personnel (clinicians, support staff and clinic managers) are highly stressed; clinic staff turnover is higher than desired; some patients leave the clinics dissatisfied; and the physical appearance of some clinic facilities is shabby. The storylines for the first five UDEs were converted to evaporating clouds (ECs) with assumptions then to a core conflict cloud with assumptions. The CRT is provided. Injections to the core conflict cloud are provided. James provided his assumptions: There is no way to improve the patient per hour rate; we cannot improve the patient show-up rate; the quality of service is equal to the time with the doctor; there is nothing we can do to improve our processes. Richard's two strategic injections are: The PPNM clinics' managers and clinicians align their personal as well as their professional goals with the new overall clinic goal of a balanced approach of delivering quality medical services while maintaining financial viability; and The PPNM clinics have a new appointment scheduling system that satisfies most needs of managers, clinicians, support staff, and patients alike. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 388 |
Conference Proceedings |
|
Applying the TOC thinking processes in a healthcare organization: A case study |
2005 |
Barcelona, Spain |
James Holt made the presentation for Richard Reed. He added his comments to the overheads. The purposes of this presentation are to provide a framework for analysis of a system; the background of the organization being studied; what to change: the UDEs, conflict clouds, core conflict cloud (CCC) and current reality tree (CRT); to what to change, the tabular analysis, strategic injection (Inj.) and future reality tree (FRT) and some management implications. The case study is the Planned Parenthood of New Mexico (PPNM), which performs medical services including annual exams, sexually transmitted diseases (STD) testing and treatment, pregnancy testing, abortion, tubal ligation, vasectomy, etc. to 21,943 patients in 2004. They also provide educational services. The presentation focuses on what to change and what to change to. The goal, and four necessary conditions (quality medical services, safe and secure work environment, remain financially solvent and maintain PPFA accreditation) are discussed. The prerequisites for each requirement are provided. UDEs include: long wait times for some patients; clinic financial viability is threatened; many personnel (clinicians, support staff and clinic managers) are highly stressed; clinic staff turnover is higher than desired; some patients leave the clinics dissatisfied; and the physical appearance of some clinic facilities is shabby. The storylines for the first five UDEs were converted to evaporating clouds (ECs) with assumptions then to a core conflict cloud with assumptions. The CRT is provided. Injections to the core conflict cloud are provided. James provided his assumptions: There is no way to improve the patient per hour rate; we cannot improve the patient show-up rate; the quality of service is equal to the time with the doctor; there is nothing we can do to improve our processes. Richard's two strategic injections are: The PPNM clinics' managers and clinicians align their personal as well as their professional goals with the new overall clinic goal of a balanced approach of delivering quality medical services while maintaining financial viability; and The PPNM clinics have a new appointment scheduling system that satisfies most needs of managers, clinicians, support staff, and patients alike. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 389 |
Conference Proceedings |
Round, Mike |
A better world: Simplified thinking processes for everyday use in business and life |
2005 |
Barcelona, Spain |
In our search for inherent simplicity we suddenly have a body of knowledge growing immensely to do that. The miscommunication of data: we have the system or reality I am trying to describe, predict, etc. I collect data and run statistics and provide a data summary as the description of reality. My boss creates a picture of the understanding of others in the organization of my description. Four different data sets are shown to produce the same statistics. What are the system implications of miscommunication (an unintended gap between my goal and the understanding of the system)? The gap between reality and perceived reality can cause bad actions. The Challenger disaster is discussed. The cloud concerning message variation (short versus long) is provided. A is Improve system, B Ensure everybody has all information necessary to make a good decision. This requires D Provide a large and detailed report. The other requirement is B Recognize time and resource constraints of people in the organization which requires D' Provide an executive summary. The conflict is then between D Provide a large and detailed report and D' Provide an executive summary. Effect-cause-effect logic and the cloud have proven powerful and easy to use thinking processes (TP) to simplify communications in business and personal life. |
DVD 6, 26 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 390 |
Conference Proceedings |
|
A better world: Simplified thinking processes for everyday use in business and life |
2005 |
Barcelona, Spain |
In our search for inherent simplicity we suddenly have a body of knowledge growing immensely to do that. The miscommunication of data: we have the system or reality I am trying to describe, predict, etc. I collect data and run statistics and provide a data summary as the description of reality. My boss creates a picture of the understanding of others in the organization of my description. Four different data sets are shown to produce the same statistics. What are the system implications of miscommunication (an unintended gap between my goal and the understanding of the system)? The gap between reality and perceived reality can cause bad actions. The Challenger disaster is discussed. The cloud concerning message variation (short versus long) is provided. A is Improve system, B Ensure everybody has all information necessary to make a good decision. This requires D Provide a large and detailed report. The other requirement is B Recognize time and resource constraints of people in the organization which requires D' Provide an executive summary. The conflict is then between D Provide a large and detailed report and D' Provide an executive summary. Effect-cause-effect logic and the cloud have proven powerful and easy to use thinking processes (TP) to simplify communications in business and personal life. |
DVD 6, 26 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 391 |
Conference Proceedings |
Schragenheim, Amir |
Job shop template |
2005 |
Barcelona, Spain |
This presentation describes the use of Inherent Simplicity software in a job shop environment. The flow is from design/engineering to production to integration/assembly. One implementation was for a die manufacturing with each die being different with approximately 1000 manufacturing orders on the floor at one time. The problems include: the integration process takes a long time; the integration might require rework in an unknown amount; and peaks in design and integration causes bad multitasking. The design/engineering and the integration/assembly areas could be treated as a project environment (critical chain (CC) project management) and the production as a production application (drum buffer rope, DBR). Neither approach CC or DBR solved all existing problems. Most of the problems and delays occur at integration/assembly. Therefore three buffers were used; one for each area (design, production, and integration). |
DVD 7, 45 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 392 |
Conference Proceedings |
Weisenstern, Amir |
Job shop template |
2005 |
Barcelona, Spain |
This presentation describes the use of Inherent Simplicity software in a job shop environment. The flow is from design/engineering to production to integration/assembly. One implementation was for a die manufacturing with each die being different with approximately 1000 manufacturing orders on the floor at one time. The problems include: the integration process takes a long time; the integration might require rework in an unknown amount; and peaks in design and integration causes bad multitasking. The design/engineering and the integration/assembly areas could be treated as a project environment (critical chain (CC) project management) and the production as a production application (drum buffer rope, DBR). Neither approach CC or DBR solved all existing problems. Most of the problems and delays occur at integration/assembly. Therefore three buffers were used; one for each area (design, production, and integration). |
DVD 7, 45 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 393 |
Conference Proceedings |
|
Job shop template |
2005 |
Barcelona, Spain |
This presentation describes the use of Inherent Simplicity software in a job shop environment. The flow is from design/engineering to production to integration/assembly. One implementation was for a die manufacturing with each die being different with approximately 1000 manufacturing orders on the floor at one time. The problems include: the integration process takes a long time; the integration might require rework in an unknown amount; and peaks in design and integration causes bad multitasking. The design/engineering and the integration/assembly areas could be treated as a project environment (critical chain (CC) project management) and the production as a production application (drum buffer rope, DBR). Neither approach CC or DBR solved all existing problems. Most of the problems and delays occur at integration/assembly. Therefore three buffers were used; one for each area (design, production, and integration). |
DVD 7, 45 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 394 |
Conference Proceedings |
Schragenheim, Eli |
Managing capacity in a VV project |
2005 |
Barcelona, Spain |
The Viable Vision (VV) is to turn the current sales into annual net profit in 4 years. The main elements are significantly increasing sales volume and ensuring the full support of the logistics to meet the market requirements. The focus of this presentation and simulation is to experience the capacity considerations during the VV project. We need to predict by how much we need to increase the sales volume. Net profit is T – OE. T = 55% OE is about 65%. NP = -10%. OE changes but not linearly; incrementally. An example is given from the base line to two different scenarios. Sales should go up by 4 fold. What is the impact on capacity and OE? Additional OE is computed based on second shift, purchasing machinery, hiring workers, etc. The various scenarios of a manufacturing facility are simulated for three years and the results used to see progress on the Viable Vision. The main insights are: the market is the major constraint; lead time depends mainly on the excess capacity of the weakest link; plan only what is absolutely necessary to achieve the objectives; protect planning with buffers; control your execution both through monitoring the actual use of buffers and by monitoring planned load on critical resources; when you strive to increase sales dramatically be ready to elevate the capacity; simplified-drum buffer rope (SDBR) is effective and simple to use; buffer management is critical for maintaining the right priorities in highly dynamic environments; planned load is effective for monitoring the capacity levels of critical resources and the advantage of adding full shifts rather than overtime is by keeping the appropriate amount of protective capacity of non-constraints in place. |
DVD 4, 1 hour 1 minute |
https://www.tocico.org/page/2005ConferenceProceedings |
| 395 |
Conference Proceedings |
|
Managing capacity in a VV project |
2005 |
Barcelona, Spain |
The Viable Vision (VV) is to turn the current sales into annual net profit in 4 years. The main elements are significantly increasing sales volume and ensuring the full support of the logistics to meet the market requirements. The focus of this presentation and simulation is to experience the capacity considerations during the VV project. We need to predict by how much we need to increase the sales volume. Net profit is T – OE. T = 55% OE is about 65%. NP = -10%. OE changes but not linearly; incrementally. An example is given from the base line to two different scenarios. Sales should go up by 4 fold. What is the impact on capacity and OE? Additional OE is computed based on second shift, purchasing machinery, hiring workers, etc. The various scenarios of a manufacturing facility are simulated for three years and the results used to see progress on the Viable Vision. The main insights are: the market is the major constraint; lead time depends mainly on the excess capacity of the weakest link; plan only what is absolutely necessary to achieve the objectives; protect planning with buffers; control your execution both through monitoring the actual use of buffers and by monitoring planned load on critical resources; when you strive to increase sales dramatically be ready to elevate the capacity; simplified-drum buffer rope (SDBR) is effective and simple to use; buffer management is critical for maintaining the right priorities in highly dynamic environments; planned load is effective for monitoring the capacity levels of critical resources and the advantage of adding full shifts rather than overtime is by keeping the appropriate amount of protective capacity of non-constraints in place. |
DVD 4, 1 hour 1 minute |
https://www.tocico.org/page/2005ConferenceProceedings |
| 396 |
Conference Proceedings |
Smith, Debra |
How to systematically tackle a supply chain: "Lessons learned along the way" |
2005 |
Barcelona, Spain |
Debra Smith describes her company's (Constraint Management Group, CMG) niche of mid-sized companies. She describes one of her first implementations in 1999. The results include: three months from setting the strategic direction of the company they went live across the board; the first month they shipped 40% more than their previous record breaking month (shipped everything in their backlog); the second month they shipped everything their dealers ordered 98% on-time delivery (OTD). The dealers had been ordering five hoping for three (the good old beer game); lead time reduction from 90 days to 2 – 10 days (product dependent); inventory reductions in excess of $36 million in plant inventory; major capital investment deferment; and in sourcing of several million dollars of business. A second case is provided. In 2001 a mid-sized ($1 billion) wood product supply chain approached CMG about implementing TOC. Their core problem was to A Maximize tree company's ROI they must B Maximize ROI in timber which caused actions to D Manage timber and timberland as a profit center on the other hand they must B Maximize ROI in manufacturing facilities which caused actions to D' Manage manufacturing as a profit center. This is the local optima dilemma. The solution involved the elimination of both transfer pricing and the allocation of corporate overhead between plants, business units and product lines. An internal supply chain throughput points decision model was constructed for decision making on buy and sell logs. Results include: Reductions in inventory in excess of $50 Million (>35%); ROI from .5% (the past best ever was 4%) to 15% in 12 months, 19% last year; 20% Increased volume in plywood with 1.5 less plants (450 less employees) within the first six months; OTD from mid-40's to mid-90's (measured against a mixed product shipment); Lead time from 14 days to 2 days. The year after implementing they shipped 40% more throughput with 30% less logs and one less plant (the plant was very old and set up for old growth timber the decision to scrap it versus retool could finally be made because of the tremendous increased capacity unleashed). Remember the scarce resource is the log and if they don't cut it - it keeps getting bigger! We took the concept of sorting logs to the forests and planned their cuts by the characteristics the forest harvest would deliver. |
DVD 3, 1 hour 2 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 397 |
Conference Proceedings |
|
How to systematically tackle a supply chain: "Lessons learned along the way" |
2005 |
Barcelona, Spain |
Debra Smith describes her company's (Constraint Management Group, CMG) niche of mid-sized companies. She describes one of her first implementations in 1999. The results include: three months from setting the strategic direction of the company they went live across the board; the first month they shipped 40% more than their previous record breaking month (shipped everything in their backlog); the second month they shipped everything their dealers ordered 98% on-time delivery (OTD). The dealers had been ordering five hoping for three (the good old beer game); lead time reduction from 90 days to 2 – 10 days (product dependent); inventory reductions in excess of $36 million in plant inventory; major capital investment deferment; and in sourcing of several million dollars of business. A second case is provided. In 2001 a mid-sized ($1 billion) wood product supply chain approached CMG about implementing TOC. Their core problem was to A Maximize tree company's ROI they must B Maximize ROI in timber which caused actions to D Manage timber and timberland as a profit center on the other hand they must B Maximize ROI in manufacturing facilities which caused actions to D' Manage manufacturing as a profit center. This is the local optima dilemma. The solution involved the elimination of both transfer pricing and the allocation of corporate overhead between plants, business units and product lines. An internal supply chain throughput points decision model was constructed for decision making on buy and sell logs. Results include: Reductions in inventory in excess of $50 Million (>35%); ROI from .5% (the past best ever was 4%) to 15% in 12 months, 19% last year; 20% Increased volume in plywood with 1.5 less plants (450 less employees) within the first six months; OTD from mid-40's to mid-90's (measured against a mixed product shipment); Lead time from 14 days to 2 days. The year after implementing they shipped 40% more throughput with 30% less logs and one less plant (the plant was very old and set up for old growth timber the decision to scrap it versus retool could finally be made because of the tremendous increased capacity unleashed). Remember the scarce resource is the log and if they don't cut it - it keeps getting bigger! We took the concept of sorting logs to the forests and planned their cuts by the characteristics the forest harvest would deliver. |
DVD 3, 1 hour 2 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 398 |
Conference Proceedings |
Taylor, Bill |
Success through simplicity at a soft drink bottler in Brazil: BTC case: 2003-2005 |
2005 |
Barcelona, Spain |
The presentation describes the use of the thinking processes (TP) to recreate trust and mutual commitment; the processes and projects management model; and experience-based versus TOC-based decision making in a family-owned bottler in Brazil. The bottler had a severe cash shortage problem. The strategic direction was provided by Dettmer's strategic navigation model. The use of the TP of the strategy and tactics tree, the current reality tree, the future reality tree, prerequisite tree, etc. is described. The evaporating cloud was used extensively to understand the chronic conflict of the franchisor and the bottling company. Assumptions and injections were provided and supporting injections surfaced. Throughput accounting and sales and marketing solutions were implemented. |
DVD 2, 39 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 399 |
Conference Proceedings |
|
Success through simplicity at a soft drink bottler in Brazil: BTC case: 2003-2005 |
2005 |
Barcelona, Spain |
The presentation describes the use of the thinking processes (TP) to recreate trust and mutual commitment; the processes and projects management model; and experience-based versus TOC-based decision making in a family-owned bottler in Brazil. The bottler had a severe cash shortage problem. The strategic direction was provided by Dettmer's strategic navigation model. The use of the TP of the strategy and tactics tree, the current reality tree, the future reality tree, prerequisite tree, etc. is described. The evaporating cloud was used extensively to understand the chronic conflict of the franchisor and the bottling company. Assumptions and injections were provided and supporting injections surfaced. Throughput accounting and sales and marketing solutions were implemented. |
DVD 2, 39 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 400 |
Conference Proceedings |
Woeppel, Mark |
Sales growth with perfect execution |
2005 |
Barcelona, Spain |
This presentation describes the injections to achieve operations excellence: on-time delivery (OTD) performance using drum buffer rope (DBR) and buffer management (BM). The steps are: 1. The resource buffer is sized conservatively; 2. The drum schedule is realistic; 3. Orders are released into the system according to the drum schedule, minus the buffer and intervening process time. 4. The resource buffer is closely monitored for penetrations; 5. Timely action is taken to expedite almost late orders; 6. Drum schedule conformance is closely monitored; 7. Actions are taken to correct schedule compliance problems; 8. Resource buffer penetration information (source) is collected daily; 9. The buffer penetrations are sorted by resource and number of penetrations; 10. Buffer diagnostic data is reviewed on a regular basis by (business) management; 11 Business leadership makes on-time delivery a KPI for the plant; 12. There are negative implications for the team if good OTD is achieved; 13. There are positive implications for the team if good OTD is not achieved; 14. The main performance measurement for production managers is OTD; 15. On-time delivery is reported to the team on a weekly basis. 16. Process improvement efforts are prioritized based on buffer diagnostic data. |
DVD 6, 30 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 401 |
Conference Proceedings |
|
Sales growth with perfect execution |
2005 |
Barcelona, Spain |
This presentation describes the injections to achieve operations excellence: on-time delivery (OTD) performance using drum buffer rope (DBR) and buffer management (BM). The steps are: 1. The resource buffer is sized conservatively; 2. The drum schedule is realistic; 3. Orders are released into the system according to the drum schedule, minus the buffer and intervening process time. 4. The resource buffer is closely monitored for penetrations; 5. Timely action is taken to expedite almost late orders; 6. Drum schedule conformance is closely monitored; 7. Actions are taken to correct schedule compliance problems; 8. Resource buffer penetration information (source) is collected daily; 9. The buffer penetrations are sorted by resource and number of penetrations; 10. Buffer diagnostic data is reviewed on a regular basis by (business) management; 11 Business leadership makes on-time delivery a KPI for the plant; 12. There are negative implications for the team if good OTD is achieved; 13. There are positive implications for the team if good OTD is not achieved; 14. The main performance measurement for production managers is OTD; 15. On-time delivery is reported to the team on a weekly basis. 16. Process improvement efforts are prioritized based on buffer diagnostic data. |
DVD 6, 30 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 402 |
Conference Proceedings |
Zürcher, Bettina |
Nipping complexity in the bud: Where and when decisions are made |
2005 |
Barcelona, Spain |
This presentation shows how to simplify complexity in one example; how to explore the potential of this process; etc. An information technology (IT) project is used. The project is out of control; where do we cut; what do we cut; etc. Four dilemmas were identified: pooling similar requirements; fight redundancies; quality of requirements and internal development versus not internal development. The fourth dilemma (internal development) was put in a current reality tree (CRT). The CRT was based on the evaporating cloud (EC) turned 90 degrees with assumptions added. In order to insure that the development team is working at full capacity we applied critical chain project management. This decision-making process of using the EC (CRT) and FRT for preparing and substantiating decisions was quite effective. |
DVD 2, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 403 |
Conference Proceedings |
|
Nipping complexity in the bud: Where and when decisions are made |
2005 |
Barcelona, Spain |
This presentation shows how to simplify complexity in one example; how to explore the potential of this process; etc. An information technology (IT) project is used. The project is out of control; where do we cut; what do we cut; etc. Four dilemmas were identified: pooling similar requirements; fight redundancies; quality of requirements and internal development versus not internal development. The fourth dilemma (internal development) was put in a current reality tree (CRT). The CRT was based on the evaporating cloud (EC) turned 90 degrees with assumptions added. In order to insure that the development team is working at full capacity we applied critical chain project management. This decision-making process of using the EC (CRT) and FRT for preparing and substantiating decisions was quite effective. |
DVD 2, 44 minutes |
https://www.tocico.org/page/2005ConferenceProceedings |
| 404 |
Conference Proceedings |
Aoki, Noriaki |
Critical chain for inpatient management of patients with diabetes mellitis |
2006 |
Miami, FL |
This presentation describes the application of the theory of constraints (TOC) critical chain project management (CCPM) application to design a resource allocation and scheduling system for healthcare professionals. Diabetes is used as a case example as a project. CCPM provides a good solution to create a concrete schedule for each professional which maximizes resource utilization and reduces extra waste. Quality indicators were examined. A prototype information system is being implemented based on CCPM concepts. |
DVD 5, 36 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 405 |
Conference Proceedings |
|
Critical chain for inpatient management of patients with diabetes mellitis |
2006 |
Miami, FL |
This presentation describes the application of the theory of constraints (TOC) critical chain project management (CCPM) application to design a resource allocation and scheduling system for healthcare professionals. Diabetes is used as a case example as a project. CCPM provides a good solution to create a concrete schedule for each professional which maximizes resource utilization and reduces extra waste. Quality indicators were examined. A prototype information system is being implemented based on CCPM concepts. |
DVD 5, 36 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 406 |
Conference Proceedings |
Barnard, Alan |
Challenging one of the basic laws of economics (and TOC) |
2006 |
Miami, Fl |
In many texts, Economics is defined as: the science of allocating scarce resources amongst competing or alternative ends. One of the basic laws of economics (which exploit the leverage from better utilizing the scarcest resource or system constraint) is defined as: To maximize the profit of the company we must produce & sell those products/services with the highest contribution per unit of scarce resource. Dr. Eli Goldratt proved the power of this law through the now famous P&Q example showing how by moving the focus to making and selling products with the highest throughput per constraint time unit (T/cu) rather than products with the highest price or highest margin, can dramatically improve a company's profitability. But will this simple rule (focusing on products with the highest T/cu) always deliver the highest profitability for the company. Alan's presentation explores the potentially devastating consequences of applying this simple rule to a more complex situation (than what was covered by the traditional P&Q example); a case where there is more than one overloaded resource (interactive constraints). The presentation also includes an analysis of the possible erroneous assumptions in the traditional management accounting and TOC texts as well as proposes a direction of solution (a new rule) to apply in such complex situations. Considering the fact that many plants have been balanced in design or through ongoing rightsizing efforts (i.e. if one resource is overloaded due to increased demand, it is likely that one or more other resources will also be overloaded), the above scenario might be more common than previously assumed. Management accountants, TOC practitioners, academics and implementers that apply the maximum T/cu rule to such complex environments could jeopardize a company's profitability in both the short- and long- term. |
DVD 5, 1hour 5 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 407 |
Conference Proceedings |
|
Challenging one of the basic laws of economics (and TOC) |
2006 |
Miami, Fl |
In many texts, Economics is defined as: the science of allocating scarce resources amongst competing or alternative ends. One of the basic laws of economics (which exploit the leverage from better utilizing the scarcest resource or system constraint) is defined as: To maximize the profit of the company we must produce & sell those products/services with the highest contribution per unit of scarce resource. Dr. Eli Goldratt proved the power of this law through the now famous P&Q example showing how by moving the focus to making and selling products with the highest throughput per constraint time unit (T/cu) rather than products with the highest price or highest margin, can dramatically improve a company's profitability. But will this simple rule (focusing on products with the highest T/cu) always deliver the highest profitability for the company. Alan's presentation explores the potentially devastating consequences of applying this simple rule to a more complex situation (than what was covered by the traditional P&Q example); a case where there is more than one overloaded resource (interactive constraints). The presentation also includes an analysis of the possible erroneous assumptions in the traditional management accounting and TOC texts as well as proposes a direction of solution (a new rule) to apply in such complex situations. Considering the fact that many plants have been balanced in design or through ongoing rightsizing efforts (i.e. if one resource is overloaded due to increased demand, it is likely that one or more other resources will also be overloaded), the above scenario might be more common than previously assumed. Management accountants, TOC practitioners, academics and implementers that apply the maximum T/cu rule to such complex environments could jeopardize a company's profitability in both the short- and long- term. |
DVD 5, 1hour 5 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 408 |
Conference Proceedings |
Budd, Charlene |
Finance and measures certification review workshop (pdf only) |
2006 |
Miami, Fl |
This workshop covers in great detail the content of the theory of constraints finance and measures (F&M) certification examination administered by TOCICO. The objectives of this workshop are to help prepare for the F&M TOCICO examination; to stress the necessity of functional areas having the same ultimate goal and consistent functional goals; to look further at throughput accounting, and to convince you that you cannot fight or ignore accountants not fully trained in TOC; you need the accountants on board and traditional internal accounting (unit costs, efficiencies, performance to budget) can sink a TOC implementation. The exam content is specified and illustrated through extensive examples. |
no DVD |
https://www.tocico.org/page/2006ConferenceProceedings |
| 409 |
Conference Proceedings |
|
Finance and measures certification review workshop (pdf only) |
2006 |
Miami, Fl |
This workshop covers in great detail the content of the theory of constraints finance and measures (F&M) certification examination administered by TOCICO. The objectives of this workshop are to help prepare for the F&M TOCICO examination; to stress the necessity of functional areas having the same ultimate goal and consistent functional goals; to look further at throughput accounting, and to convince you that you cannot fight or ignore accountants not fully trained in TOC; you need the accountants on board and traditional internal accounting (unit costs, efficiencies, performance to budget) can sink a TOC implementation. The exam content is specified and illustrated through extensive examples. |
no DVD |
https://www.tocico.org/page/2006ConferenceProceedings |
| 410 |
Conference Proceedings |
Camp, Henry Fitzhugh |
Making TOC distribution work: The story of a small company and a mega brand |
2006 |
Miami, Fl |
This presentation describes the implementation, the problems and the results of two companies, a small company and a large company. The overview of each company is provided including sales, volume, margin, operating expense and profit by channel. Mega brand is seasonal with two seasons with no replenishment as inventory is purchased 4 months in advance. Its pilot consisted of 9 stores (inventory turns 2.2 and unavailability 40%), IT difficulties and delays, training, sales, obstacles, etc. The next steps for implementing the replenishment model across the company are outlined. Shippers Supply Co. (a smaller company) is then presented with the completed and remaining steps to implementing the replenishment model. |
DVD 4, 38 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 411 |
Conference Proceedings |
|
Making TOC distribution work: The story of a small company and a mega brand |
2006 |
Miami, Fl |
This presentation describes the implementation, the problems and the results of two companies, a small company and a large company. The overview of each company is provided including sales, volume, margin, operating expense and profit by channel. Mega brand is seasonal with two seasons with no replenishment as inventory is purchased 4 months in advance. Its pilot consisted of 9 stores (inventory turns 2.2 and unavailability 40%), IT difficulties and delays, training, sales, obstacles, etc. The next steps for implementing the replenishment model across the company are outlined. Shippers Supply Co. (a smaller company) is then presented with the completed and remaining steps to implementing the replenishment model. |
DVD 4, 38 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 412 |
Conference Proceedings |
Ean, Choon Khaw |
100 kids, 100 clouds, 100 days |
2006 |
Miami, Fl |
This presentation describes a project of TOC for Education in Malaysia describing what to change, what to change to and how to cause the change, the project 100 clouds and the analysis, findings, and implications of the project. This history of TOCfE in Malaysia is provided. The project 100 clouds is described. The goal of the project was to give students the problem-solving skills they needed. 100 students ages 13-14 from three schools were taught the evaporating cloud tool and constructed one cloud a day for 100 days. A post-test was given to the students that completed the assignment to see if they internalized the use of the evaporating cloud in their problem-solving skills. Some students did not complete the assignment, others did not take the post test, some that completed the 100 clouds did not internalize the issue of the tool, etc. The results are presented for each grouping. The primary conclusion was that most children that completed the assignment learned to use the cloud in their lives. |
DVD 5, 51 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 413 |
Conference Proceedings |
|
100 kids, 100 clouds, 100 days |
2006 |
Miami, Fl |
This presentation describes a project of TOC for Education in Malaysia describing what to change, what to change to and how to cause the change, the project 100 clouds and the analysis, findings, and implications of the project. This history of TOCfE in Malaysia is provided. The project 100 clouds is described. The goal of the project was to give students the problem-solving skills they needed. 100 students ages 13-14 from three schools were taught the evaporating cloud tool and constructed one cloud a day for 100 days. A post-test was given to the students that completed the assignment to see if they internalized the use of the evaporating cloud in their problem-solving skills. Some students did not complete the assignment, others did not take the post test, some that completed the 100 clouds did not internalize the issue of the tool, etc. The results are presented for each grouping. The primary conclusion was that most children that completed the assignment learned to use the cloud in their lives. |
DVD 5, 51 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 414 |
Conference Proceedings |
Cohen, Oded |
The core structure of the TOC thinking processes and their applications to improving systems (the U shape) |
2006 |
Miami, Fl |
This presentation describes the use of the letter U to link the parts of a TOC analysis and solution together. The left side of the U-shape represents the problem with the top being the poor performance measures results, the middle representing the undesirable effects analysis and the bottom left being the core problem (using the evaporating cloud). The middle of the bottom of the U-shape represents the pivot point from the current reality on the left side to the desired or future reality on the right side of the U-shape. This left side is devoted to an understanding the problem (what to change) while the right side of the U-shape is devoted to the solution (what to change to). Opposite the core problem on the left side of the U-shape is TOC direction of the solution; opposite the UDE analysis of the current situation (current reality tree) is the elements of the solution (future reality tree); and opposite the poor performance results on the left side is the high or desired performance results on the right top of the U-shape. |
DVD 3, 53 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 415 |
Conference Proceedings |
|
The core structure of the TOC thinking processes and their applications to improving systems (the U shape) |
2006 |
Miami, Fl |
This presentation describes the use of the letter U to link the parts of a TOC analysis and solution together. The left side of the U-shape represents the problem with the top being the poor performance measures results, the middle representing the undesirable effects analysis and the bottom left being the core problem (using the evaporating cloud). The middle of the bottom of the U-shape represents the pivot point from the current reality on the left side to the desired or future reality on the right side of the U-shape. This left side is devoted to an understanding the problem (what to change) while the right side of the U-shape is devoted to the solution (what to change to). Opposite the core problem on the left side of the U-shape is TOC direction of the solution; opposite the UDE analysis of the current situation (current reality tree) is the elements of the solution (future reality tree); and opposite the poor performance results on the left side is the high or desired performance results on the right top of the U-shape. |
DVD 3, 53 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 416 |
Conference Proceedings |
du Preez, Henning |
Dynamic buffer management |
2006 |
Miami, Fl |
This facilitated session is directed by Henning de Preez. Henning introduced the basic concepts of dynamic buffer management (DBM) with others contributing. Henning discussed an easy life and India's invasion of Africa. His background is in mining and in Africa you need to move from training to implementation immediately. Several questions were posed related to DBM: For what purpose do we need DBM? How does DBM work (solutions as described in the Distribution Insights)? What are the conditions under which the generic DBM solutions will work (and will not work)? What is the conflict(s) for those conditions where DBM will not work? What is the direction of the solution for the conflict? Eli Schragenheim joined the presentation to explain the details related to DBM and capacity available. |
DVD 6, 1 hour 34 minutes (no pdf) |
https://www.tocico.org/page/2006ConferenceProceedings |
| 417 |
Conference Proceedings |
Schragenheim ,Eli |
Dynamic buffer management |
2006 |
Miami, Fl |
This facilitated session is directed by Henning de Preez. Henning introduced the basic concepts of dynamic buffer management (DBM) with others contributing. Henning discussed an easy life and India's invasion of Africa. His background is in mining and in Africa you need to move from training to implementation immediately. Several questions were posed related to DBM: For what purpose do we need DBM? How does DBM work (solutions as described in the Distribution Insights)? What are the conditions under which the generic DBM solutions will work (and will not work)? What is the conflict(s) for those conditions where DBM will not work? What is the direction of the solution for the conflict? Eli Schragenheim joined the presentation to explain the details related to DBM and capacity available. |
DVD 6, 1 hour 34 minutes (no pdf) |
https://www.tocico.org/page/2006ConferenceProceedings |
| 418 |
Conference Proceedings |
|
Dynamic buffer management |
2006 |
Miami, Fl |
This facilitated session is directed by Henning de Preez. Henning introduced the basic concepts of dynamic buffer management (DBM) with others contributing. Henning discussed an easy life and India's invasion of Africa. His background is in mining and in Africa you need to move from training to implementation immediately. Several questions were posed related to DBM: For what purpose do we need DBM? How does DBM work (solutions as described in the Distribution Insights)? What are the conditions under which the generic DBM solutions will work (and will not work)? What is the conflict(s) for those conditions where DBM will not work? What is the direction of the solution for the conflict? Eli Schragenheim joined the presentation to explain the details related to DBM and capacity available. |
DVD 6, 1 hour 34 minutes (no pdf) |
https://www.tocico.org/page/2006ConferenceProceedings |
| 419 |
Conference Proceedings |
Fox, Kevin |
Implementing Viable Vision: A whole new animal |
2006 |
Miami, Fl |
This presentation describes the challenge of implementing a Viable Vision (VV) project; the breakthrough of the strategy and tactics (S&T) tree; using a global approach to implementation; the breakthrough of the throughput operating strategy (TOS), examples of its application and a summary of lessons learned. The challenges of the VV include lack of bottom-line results, transforming companies from a functional to a global focus, lack of synchronization and processes and the isolated implementations of local TOC applications. The S&T tree provides the logic of each VV strategy; defines the key capabilities and sequence of actions to achieve results; high-level structure for implementation; and provides the logic to create ownership of the process. The implementation process is: 1. Clear verbalization of the goal / objectives; 2. Define the system you are working with—Flow; 3. Articulate what good looks like—Convert the S&T to a TOS; 4. Alignment of leadership with the goal and TOS; 5. Analysis of current state vs. TOS—Levers; 6. Define the improvement model—how we will work together; and 7. Execution. TOS is defined, illustrated and compared to the S&T tree. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 420 |
Conference Proceedings |
|
Implementing Viable Vision: A whole new animal |
2006 |
Miami, Fl |
This presentation describes the challenge of implementing a Viable Vision (VV) project; the breakthrough of the strategy and tactics (S&T) tree; using a global approach to implementation; the breakthrough of the throughput operating strategy (TOS), examples of its application and a summary of lessons learned. The challenges of the VV include lack of bottom-line results, transforming companies from a functional to a global focus, lack of synchronization and processes and the isolated implementations of local TOC applications. The S&T tree provides the logic of each VV strategy; defines the key capabilities and sequence of actions to achieve results; high-level structure for implementation; and provides the logic to create ownership of the process. The implementation process is: 1. Clear verbalization of the goal / objectives; 2. Define the system you are working with—Flow; 3. Articulate what good looks like—Convert the S&T to a TOS; 4. Alignment of leadership with the goal and TOS; 5. Analysis of current state vs. TOS—Levers; 6. Define the improvement model—how we will work together; and 7. Execution. TOS is defined, illustrated and compared to the S&T tree. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 421 |
Conference Proceedings |
Gilani, Ravinder |
Evaporating cash constraint |
2006 |
Miami, Fl |
This presentation describes a method for constraint identification (questions to be asked about the market, production facility, and the suppliers), defines cash constraint, describes issues with cash constraints, discusses how to manage a cash constraint and provides a case study illustrating the concepts. A cash constraint exists only if there are sufficient orders, excess manufacturing capacity on all equipment, and suppliers are refusing to supply unless paid up-front. Definitions, measures and supporting throughput calculations are provided for the cash-to-cash cycle, throughput, survival time, etc. Issues related to having a cash constraint, common mistakes, measurements, etc. are described and a simple example illustrates supporting concepts and measures. |
DVD 7, 41 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 422 |
Conference Proceedings |
|
Evaporating cash constraint |
2006 |
Miami, Fl |
This presentation describes a method for constraint identification (questions to be asked about the market, production facility, and the suppliers), defines cash constraint, describes issues with cash constraints, discusses how to manage a cash constraint and provides a case study illustrating the concepts. A cash constraint exists only if there are sufficient orders, excess manufacturing capacity on all equipment, and suppliers are refusing to supply unless paid up-front. Definitions, measures and supporting throughput calculations are provided for the cash-to-cash cycle, throughput, survival time, etc. Issues related to having a cash constraint, common mistakes, measurements, etc. are described and a simple example illustrates supporting concepts and measures. |
DVD 7, 41 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 423 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Concluding keynote: The thinking processes |
2006 |
Miami, Fl |
Eli discusses the Odyssey course, the S&T tree, the ability to separate levels of importance in a discussion, better relations with our parents, etc. He describes the uses of the TP to examine every facet of our life and briefly describes causality (necessary cause, sufficiency cause, additional cause) and the ability to separate levels of thinking between big items and small items. He also describes the use of the CRT to predict economic downturns in the global economy. Twice, Eli predicted the collapse of the economy using the current reality. What is our role? We start with a typifying effect. What is the typifying effect of our economy for last 20 years? Product development time is discussed with respect to the impact on time to market. The lifetimes of products in more and more industries are shrinking rapidly. If the lifetime of the product shrinks (and shrinks) and the development time is the longest factor in the time then there must come a time when development time exceeds lifetime. Since development time is greater than the time between model release times more than one model needs to be worked on at one time. This means that the company has parallel development teams and the teams must not talk to each other. The only thing a company can do is to shrink the development time. Many companies have tried to cut development lead time but failed. An example is PCs. The solution is to drastically cut supply time. Other factors China not only will become the largest producer but also the largest consumer. India is in a similar position; they had been blocked by political barriers. Both countries have about a 10% growth annually. Within the next decade another 2 billion people will be added to the consumer world. |
No PPT, 53 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 424 |
Conference Proceedings |
|
Concluding keynote: The thinking processes |
2006 |
Miami, Fl |
Eli discusses the Odyssey course, the S&T tree, the ability to separate levels of importance in a discussion, better relations with our parents, etc. He describes the uses of the TP to examine every facet of our life and briefly describes causality (necessary cause, sufficiency cause, additional cause) and the ability to separate levels of thinking between big items and small items. He also describes the use of the CRT to predict economic downturns in the global economy. Twice, Eli predicted the collapse of the economy using the current reality. What is our role? We start with a typifying effect. What is the typifying effect of our economy for last 20 years? Product development time is discussed with respect to the impact on time to market. The lifetimes of products in more and more industries are shrinking rapidly. If the lifetime of the product shrinks (and shrinks) and the development time is the longest factor in the time then there must come a time when development time exceeds lifetime. Since development time is greater than the time between model release times more than one model needs to be worked on at one time. This means that the company has parallel development teams and the teams must not talk to each other. The only thing a company can do is to shrink the development time. Many companies have tried to cut development lead time but failed. An example is PCs. The solution is to drastically cut supply time. Other factors China not only will become the largest producer but also the largest consumer. India is in a similar position; they had been blocked by political barriers. Both countries have about a 10% growth annually. Within the next decade another 2 billion people will be added to the consumer world. |
No PPT, 53 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 425 |
Conference Proceedings |
Granot, Mickey |
Effectively dealing with implementation disturbing issues |
2006 |
Miami, Fl |
This presentation provides some guidelines and examples that can help in effectively dealing with implementation issues such as a person (CEO, sales team, etc.) knows what actions to take and in spite of this doesn't take the actions. The presentation provides the logic tools to dive deeper to provide an understanding of why the person or department resists and doesn't take the action and validates the cause of inaction. Simple questions and examples are provided to illustrate the concepts. |
DVD 6, 1 hour 22 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 426 |
Conference Proceedings |
|
Effectively dealing with implementation disturbing issues |
2006 |
Miami, Fl |
This presentation provides some guidelines and examples that can help in effectively dealing with implementation issues such as a person (CEO, sales team, etc.) knows what actions to take and in spite of this doesn't take the actions. The presentation provides the logic tools to dive deeper to provide an understanding of why the person or department resists and doesn't take the action and validates the cause of inaction. Simple questions and examples are provided to illustrate the concepts. |
DVD 6, 1 hour 22 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 427 |
Conference Proceedings |
Kendall, Gerald |
TOC distribution: Pushing the BOK "What the insights dont tell us" |
2006 |
Miami, Fl |
The presentation objectives include: 1. Share experience in implementing the TOC replenishment solution at the extremes: i. A retail and logistics company with E 7 billion in sales and ii. A US distributor with $30 million in sales. 2. Describe the new TOC Insights and how to use these insights to avoid pitfalls and get significant results within 6 months. 3. Help participants learn what we've learned from our mistakes - why some obvious aspects of the TOC solution took 9 months to implement with a real client, and how to accelerate implementations. Material covered: Dealing with distribution behaviors, throughput risk days (avoiding, in addition to dealing with stock outs); handling retail with minimum display quantities, dealing with slow moving items in retail and handling situations where some or many SKUs do not have statistical aggregation. We also detail the project team's approach to changing customer behavior; where to find the low hanging fruit; analysis of why the client could not do this themselves; discussion of why software alone doesn't get results; and what we learned and decided to change on the next client implementation. Three attendee benefits include: 1. Attendees will be wiser- they will learn from our mistakes. 2. Attendees will learn information which is essential in many (if not all) TOC distribution implementations. 3. Attendees will understand the difference between a traditional project management approach and a TOC implementation approach - how to break a conflict between the project manager's demand to follow a structured approach and the entrepreneur's demand to get quick results. Most TOC consultants face the challenge of how to get quick results. Without this, client commitment and support quickly wanes. The TOC replenishment solution is broad. and for a major supply chain implementation, without taking risks or making mistakes, it can easily require a year or more to fully implement. Based on our real-life experience, this presentation outlines 5 new TOC insights and 5 specific suggestions for identifying and successfully harvesting the low hanging fruit within 3 months. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 428 |
Conference Proceedings |
Camp, Henry |
TOC distribution: Pushing the BOK "What the insights dont tell us" |
2006 |
Miami, Fl |
The presentation objectives include: 1. Share experience in implementing the TOC replenishment solution at the extremes: i. A retail and logistics company with E 7 billion in sales and ii. A US distributor with $30 million in sales. 2. Describe the new TOC Insights and how to use these insights to avoid pitfalls and get significant results within 6 months. 3. Help participants learn what we've learned from our mistakes - why some obvious aspects of the TOC solution took 9 months to implement with a real client, and how to accelerate implementations. Material covered: Dealing with distribution behaviors, throughput risk days (avoiding, in addition to dealing with stock outs); handling retail with minimum display quantities, dealing with slow moving items in retail and handling situations where some or many SKUs do not have statistical aggregation. We also detail the project team's approach to changing customer behavior; where to find the low hanging fruit; analysis of why the client could not do this themselves; discussion of why software alone doesn't get results; and what we learned and decided to change on the next client implementation. Three attendee benefits include: 1. Attendees will be wiser- they will learn from our mistakes. 2. Attendees will learn information which is essential in many (if not all) TOC distribution implementations. 3. Attendees will understand the difference between a traditional project management approach and a TOC implementation approach - how to break a conflict between the project manager's demand to follow a structured approach and the entrepreneur's demand to get quick results. Most TOC consultants face the challenge of how to get quick results. Without this, client commitment and support quickly wanes. The TOC replenishment solution is broad. and for a major supply chain implementation, without taking risks or making mistakes, it can easily require a year or more to fully implement. Based on our real-life experience, this presentation outlines 5 new TOC insights and 5 specific suggestions for identifying and successfully harvesting the low hanging fruit within 3 months. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 429 |
Conference Proceedings |
Zephro, Christopher |
TOC distribution: Pushing the BOK "What the insights dont tell us" |
2006 |
Miami, Fl |
The presentation objectives include: 1. Share experience in implementing the TOC replenishment solution at the extremes: i. A retail and logistics company with E 7 billion in sales and ii. A US distributor with $30 million in sales. 2. Describe the new TOC Insights and how to use these insights to avoid pitfalls and get significant results within 6 months. 3. Help participants learn what we've learned from our mistakes - why some obvious aspects of the TOC solution took 9 months to implement with a real client, and how to accelerate implementations. Material covered: Dealing with distribution behaviors, throughput risk days (avoiding, in addition to dealing with stock outs); handling retail with minimum display quantities, dealing with slow moving items in retail and handling situations where some or many SKUs do not have statistical aggregation. We also detail the project team's approach to changing customer behavior; where to find the low hanging fruit; analysis of why the client could not do this themselves; discussion of why software alone doesn't get results; and what we learned and decided to change on the next client implementation. Three attendee benefits include: 1. Attendees will be wiser- they will learn from our mistakes. 2. Attendees will learn information which is essential in many (if not all) TOC distribution implementations. 3. Attendees will understand the difference between a traditional project management approach and a TOC implementation approach - how to break a conflict between the project manager's demand to follow a structured approach and the entrepreneur's demand to get quick results. Most TOC consultants face the challenge of how to get quick results. Without this, client commitment and support quickly wanes. The TOC replenishment solution is broad. and for a major supply chain implementation, without taking risks or making mistakes, it can easily require a year or more to fully implement. Based on our real-life experience, this presentation outlines 5 new TOC insights and 5 specific suggestions for identifying and successfully harvesting the low hanging fruit within 3 months. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 430 |
Conference Proceedings |
|
TOC distribution: Pushing the BOK "What the insights dont tell us" |
2006 |
Miami, Fl |
The presentation objectives include: 1. Share experience in implementing the TOC replenishment solution at the extremes: i. A retail and logistics company with E 7 billion in sales and ii. A US distributor with $30 million in sales. 2. Describe the new TOC Insights and how to use these insights to avoid pitfalls and get significant results within 6 months. 3. Help participants learn what we've learned from our mistakes - why some obvious aspects of the TOC solution took 9 months to implement with a real client, and how to accelerate implementations. Material covered: Dealing with distribution behaviors, throughput risk days (avoiding, in addition to dealing with stock outs); handling retail with minimum display quantities, dealing with slow moving items in retail and handling situations where some or many SKUs do not have statistical aggregation. We also detail the project team's approach to changing customer behavior; where to find the low hanging fruit; analysis of why the client could not do this themselves; discussion of why software alone doesn't get results; and what we learned and decided to change on the next client implementation. Three attendee benefits include: 1. Attendees will be wiser- they will learn from our mistakes. 2. Attendees will learn information which is essential in many (if not all) TOC distribution implementations. 3. Attendees will understand the difference between a traditional project management approach and a TOC implementation approach - how to break a conflict between the project manager's demand to follow a structured approach and the entrepreneur's demand to get quick results. Most TOC consultants face the challenge of how to get quick results. Without this, client commitment and support quickly wanes. The TOC replenishment solution is broad. and for a major supply chain implementation, without taking risks or making mistakes, it can easily require a year or more to fully implement. Based on our real-life experience, this presentation outlines 5 new TOC insights and 5 specific suggestions for identifying and successfully harvesting the low hanging fruit within 3 months. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 431 |
Conference Proceedings |
Kirloskar, Niranjan |
Doubling profits through measurements |
2006 |
Miami, Fl |
Fleetguard Filters Limited (FG) is a joint venture between Fleetguard US and Perfect Sealing Systems P Ltd for manufacturing filters and other auxiliary systems for heavy commercial vehicles and heavy duty internal combustion engines. FG has been growing sales and profits consistently at 20%+ for the last 4 years. While sales and profits were growing at a healthy rate, the return on capital employed (ROCE) was stagnant around 10-12%. Around 2005 the senior management team at FG was exposed to TOC through the TOCICO conference at Barcelona, and the Viable Vision (VV) event at Mumbai. Our TOC guide helped us understand our constraint, and explained how our measurements were preventing us from exploiting and subordination to our constraint. We decided to measure only 3 parameters i.e. throughput, throughput loss, and productivity (T/OE). We started monitoring these on a weekly basis. We also abolished most of our monthly reports. We linked our people compensation to increases in throughput. Within 30 weeks our throughput increased by 35% without any increase in operating expenses, and thereby our profits increased by almost 100%! We experienced the truism that measurements drive behavior. Fleetguard Filters was able to increase its sales and profits continuously over 4 years but not its return on capital employed. |
DVD 7, 28 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 432 |
Conference Proceedings |
|
Doubling profits through measurements |
2006 |
Miami, Fl |
Fleetguard Filters Limited (FG) is a joint venture between Fleetguard US and Perfect Sealing Systems P Ltd for manufacturing filters and other auxiliary systems for heavy commercial vehicles and heavy duty internal combustion engines. FG has been growing sales and profits consistently at 20%+ for the last 4 years. While sales and profits were growing at a healthy rate, the return on capital employed (ROCE) was stagnant around 10-12%. Around 2005 the senior management team at FG was exposed to TOC through the TOCICO conference at Barcelona, and the Viable Vision (VV) event at Mumbai. Our TOC guide helped us understand our constraint, and explained how our measurements were preventing us from exploiting and subordination to our constraint. We decided to measure only 3 parameters i.e. throughput, throughput loss, and productivity (T/OE). We started monitoring these on a weekly basis. We also abolished most of our monthly reports. We linked our people compensation to increases in throughput. Within 30 weeks our throughput increased by 35% without any increase in operating expenses, and thereby our profits increased by almost 100%! We experienced the truism that measurements drive behavior. Fleetguard Filters was able to increase its sales and profits continuously over 4 years but not its return on capital employed. |
DVD 7, 28 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 433 |
Conference Proceedings |
Knight, Alex |
Achieving mindset and behavioral change |
2006 |
Miami, FL |
This is the lead presentation to a facilitated session on how to create mindset and behavioral change. Alex Knight gave some of his own experiences and thoughts on changing mindset and behavioral change. The first thing we have to do is pick up a mirror and look at ourselves. Alex described his professional and consulting background (Ashridge School, Goldratt Consulting,and QFI) as related to the topic. His learning from the difficult moments includes: When experiencing difficulties in mindset and behavioral change, consider the following: 1. Start by assuming the other person is right (Ask yourself: what is it that you are not hearing?); 2. Look inside yourself to discover what behavioral / mindset change you need to undertake (what is the block in my understanding that makes me think I know more than that person) first in order to help others with their own change (the leader within). Trying to understand why that person thinks they are right can be approached in two ways: 1. Assume they are wrong and you are right and find the gap between their logic and your logic OR 2. Assume they are right (what does that mean in terms in my logic?). The best way to achieve mindset and behavioral change in others is to start the journey with an examination of yourself. For example in the healthcare area, one-third of the time someone is blaming others for the problem. You do not have the right to blame someone else until you prove you are 'squeaky clean.' A route to achieving mindset and behavioral change is mastering the following two qualities: value-based leadership and practical visionary. The characteristics of each of these are discussed. |
DVD 4, 40 minutes, no pdf, |
https://www.tocico.org/page/2006ConferenceProceedings |
| 434 |
Conference Proceedings |
|
Achieving mindset and behavioral change |
2006 |
Miami, FL |
This is the lead presentation to a facilitated session on how to create mindset and behavioral change. Alex Knight gave some of his own experiences and thoughts on changing mindset and behavioral change. The first thing we have to do is pick up a mirror and look at ourselves. Alex described his professional and consulting background (Ashridge School, Goldratt Consulting,and QFI) as related to the topic. His learning from the difficult moments includes: When experiencing difficulties in mindset and behavioral change, consider the following: 1. Start by assuming the other person is right (Ask yourself: what is it that you are not hearing?); 2. Look inside yourself to discover what behavioral / mindset change you need to undertake (what is the block in my understanding that makes me think I know more than that person) first in order to help others with their own change (the leader within). Trying to understand why that person thinks they are right can be approached in two ways: 1. Assume they are wrong and you are right and find the gap between their logic and your logic OR 2. Assume they are right (what does that mean in terms in my logic?). The best way to achieve mindset and behavioral change in others is to start the journey with an examination of yourself. For example in the healthcare area, one-third of the time someone is blaming others for the problem. You do not have the right to blame someone else until you prove you are 'squeaky clean.' A route to achieving mindset and behavioral change is mastering the following two qualities: value-based leadership and practical visionary. The characteristics of each of these are discussed. |
DVD 4, 40 minutes, no pdf, |
https://www.tocico.org/page/2006ConferenceProceedings |
| 435 |
Conference Proceedings |
Percell, Kenneth |
Keynote address: Applying critical chain to air force maintenance |
2006 |
Miami, Fl |
This presentation details the use of theory of constraints (TOC) critical chain (CC) at Warner Robins Air Force Base in planning and managing aircraft maintenance and repair operations. The C-5 aircraft maintenance operation is described. Warner Robins won both the Edelman and Shingo Awards for its achievements. The lean 'evolution' from 2001 to 2004 is described. Even after lean they still had many issues: priority given to lead aircraft; tendency to release work ASAP; task times buffered to account for uncertainties; and many milestones with date-driven mentality. Some of the remaining challenges included: competition for equipment, tools, manpower, facilities, etc.; parts shortages; inherent variability of repair work; discovery of unanticipated work; coordinating with support organizations; etc. Critical chain was implemented in 2005 which enabled "resource pool" formation; supplanted cell teams, which dedicate resources to their own task; one-piece flow (major lean precept). Resource pools allow application of skills against tasks consuming the most project buffer and ensure that best interest of the entire project is the foremost consideration. The C-5 process flow is described including the details of pre-dock, doc and post-dock. An overview of critical chain buffering, pipelining and buffer management is provided. With the use of lean over five years we got the number of aircraft down to 13. In 8 months of using critical chain we went from 13 to 6 aircraft in work in process. This put five more aircraft in action instead of down for maintenance. The dollar amount impact is discussed. In the Q & A, Percell discusses CC and lean integration with the high variability in work content. CC becomes the tact time for the line. It is a correct model for MRO. It was a revelation after the fact! |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 436 |
Conference Proceedings |
|
Keynote address: Applying critical chain to air force maintenance |
2006 |
Miami, Fl |
This presentation details the use of theory of constraints (TOC) critical chain (CC) at Warner Robins Air Force Base in planning and managing aircraft maintenance and repair operations. The C-5 aircraft maintenance operation is described. Warner Robins won both the Edelman and Shingo Awards for its achievements. The lean 'evolution' from 2001 to 2004 is described. Even after lean they still had many issues: priority given to lead aircraft; tendency to release work ASAP; task times buffered to account for uncertainties; and many milestones with date-driven mentality. Some of the remaining challenges included: competition for equipment, tools, manpower, facilities, etc.; parts shortages; inherent variability of repair work; discovery of unanticipated work; coordinating with support organizations; etc. Critical chain was implemented in 2005 which enabled "resource pool" formation; supplanted cell teams, which dedicate resources to their own task; one-piece flow (major lean precept). Resource pools allow application of skills against tasks consuming the most project buffer and ensure that best interest of the entire project is the foremost consideration. The C-5 process flow is described including the details of pre-dock, doc and post-dock. An overview of critical chain buffering, pipelining and buffer management is provided. With the use of lean over five years we got the number of aircraft down to 13. In 8 months of using critical chain we went from 13 to 6 aircraft in work in process. This put five more aircraft in action instead of down for maintenance. The dollar amount impact is discussed. In the Q & A, Percell discusses CC and lean integration with the high variability in work content. CC becomes the tact time for the line. It is a correct model for MRO. It was a revelation after the fact! |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 437 |
Conference Proceedings |
Rhind, Bill |
Achieving breakthrough sales at Prince Manufacturing Corporation |
2006 |
Miami, Fl |
The organization of this presentation is to provide a description of Prince Manufacturing and its problems, the theory of constraints solution, the implementation approach, the results and the lessons learned. Prince Manufacturer was formed in 1950 and now has five plants making welded and tie-rod cylinders, mono block and sectional valves, pumps and low speed, high torque motors (ISO 9001 certified). They sell direct to large original equipment manufacturers (OEMs) and use 18 distributors for small OEMs and catalog sales. The company experienced minimal growth and flat profitability over the past 3 years. They investigated TOC as they were frustrated with the status quo; they intuitively knew there was a better way as they had some knowledge of The Goal, and wanted to consider that a Viable Vision (VV) might exist. The TOC solution included: guaranteed on-time availability and rapid response. The secondary offer to distributors was vender managed inventory (VMI) and availability of high volume products. The solution for sales steps of the SFS process consisted of creating the offer, synchronization between operations and sales, training, delivering the offer, managing the pipeline and leveraging the offer are described in detail for each market segment. Results include offers accepted grew from less than 20% to over 80%. The pipeline expanded 10 fold in six months. The solution for sales now represents 70% of current sales. Lessons learned include: sales can never start too early, not all sales people are equal, identify and implement measures early, etc. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 438 |
Conference Proceedings |
|
Achieving breakthrough sales at Prince Manufacturing Corporation |
2006 |
Miami, Fl |
The organization of this presentation is to provide a description of Prince Manufacturing and its problems, the theory of constraints solution, the implementation approach, the results and the lessons learned. Prince Manufacturer was formed in 1950 and now has five plants making welded and tie-rod cylinders, mono block and sectional valves, pumps and low speed, high torque motors (ISO 9001 certified). They sell direct to large original equipment manufacturers (OEMs) and use 18 distributors for small OEMs and catalog sales. The company experienced minimal growth and flat profitability over the past 3 years. They investigated TOC as they were frustrated with the status quo; they intuitively knew there was a better way as they had some knowledge of The Goal, and wanted to consider that a Viable Vision (VV) might exist. The TOC solution included: guaranteed on-time availability and rapid response. The secondary offer to distributors was vender managed inventory (VMI) and availability of high volume products. The solution for sales steps of the SFS process consisted of creating the offer, synchronization between operations and sales, training, delivering the offer, managing the pipeline and leveraging the offer are described in detail for each market segment. Results include offers accepted grew from less than 20% to over 80%. The pipeline expanded 10 fold in six months. The solution for sales now represents 70% of current sales. Lessons learned include: sales can never start too early, not all sales people are equal, identify and implement measures early, etc. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 439 |
Conference Proceedings |
Ronen, Boaz |
Implementing the 25-25 principle: A fast realization of Viable Vision |
2006 |
Miami, Fl |
Projects in the R&D environment are described as being almost always late, having huge over-runs in resources and budget and only completing a partial scope which leads to customers' dissatisfaction. A throughput accounting example of a Viable Vision (VV) company is provided. The 25/25 principle is defined as 25% of projects in the pipeline should be discontinued and terminated; and 25% of the scope of remaining projects should be eliminated (over-specification, over-design, loss of relevance/need). The cost-utilization model, assigning the IT/R&D department as a permanent bottleneck, the focusing table, the focusing matrix, and the value-focused management are also described. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 440 |
Conference Proceedings |
Pass, Shimeon |
Implementing the 25-25 principle: A fast realization of Viable Vision |
2006 |
Miami, Fl |
Projects in the R&D environment are described as being almost always late, having huge over-runs in resources and budget and only completing a partial scope which leads to customers' dissatisfaction. A throughput accounting example of a Viable Vision (VV) company is provided. The 25/25 principle is defined as 25% of projects in the pipeline should be discontinued and terminated; and 25% of the scope of remaining projects should be eliminated (over-specification, over-design, loss of relevance/need). The cost-utilization model, assigning the IT/R&D department as a permanent bottleneck, the focusing table, the focusing matrix, and the value-focused management are also described. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 441 |
Conference Proceedings |
|
Implementing the 25-25 principle: A fast realization of Viable Vision |
2006 |
Miami, Fl |
Projects in the R&D environment are described as being almost always late, having huge over-runs in resources and budget and only completing a partial scope which leads to customers' dissatisfaction. A throughput accounting example of a Viable Vision (VV) company is provided. The 25/25 principle is defined as 25% of projects in the pipeline should be discontinued and terminated; and 25% of the scope of remaining projects should be eliminated (over-specification, over-design, loss of relevance/need). The cost-utilization model, assigning the IT/R&D department as a permanent bottleneck, the focusing table, the focusing matrix, and the value-focused management are also described. |
DVD 2 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 442 |
Conference Proceedings |
Schragenheim (moderator), Eli |
TOC & traditional IT systems: Integration & adaption |
2006 |
Miami, Fl |
Eli Schragenheim facilitated this session; others discussed their information technology (IT) problems. This presentation describes the top objectives for companies using TOC as: we have very effective operations in the TOC way, fully synchronized with sales; and our IT system fully supports the operations in the TOC way and the synchronization with sales. Two facts of life are: it is impossible to manage operations manually when large number of products and/or large number of orders have to be handled and software systems are capable of sustaining the procedures and terminology of a managerial approach. The compromises of building your own IT system versus modifying existing software are discussed. Add-ons, Excel spreadsheet (open system), etc. are discussed as options in IT. |
DVD 7, 1 hour 27 minutes, no pdf |
https://www.tocico.org/page/2006ConferenceProceedings |
| 443 |
Conference Proceedings |
|
TOC & traditional IT systems: Integration & adaption |
2006 |
Miami, Fl |
Eli Schragenheim facilitated this session; others discussed their information technology (IT) problems. This presentation describes the top objectives for companies using TOC as: we have very effective operations in the TOC way, fully synchronized with sales; and our IT system fully supports the operations in the TOC way and the synchronization with sales. Two facts of life are: it is impossible to manage operations manually when large number of products and/or large number of orders have to be handled and software systems are capable of sustaining the procedures and terminology of a managerial approach. The compromises of building your own IT system versus modifying existing software are discussed. Add-ons, Excel spreadsheet (open system), etc. are discussed as options in IT. |
DVD 7, 1 hour 27 minutes, no pdf |
https://www.tocico.org/page/2006ConferenceProceedings |
| 444 |
Conference Proceedings |
Schragenheim, Eli |
What's really new in simplified DBR? |
2006 |
Miami, Fl |
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 445 |
Conference Proceedings |
Weisenstern, Amir |
What's really new in simplified DBR? |
2006 |
Miami, Fl |
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 446 |
Conference Proceedings |
Schragenheim, Amir |
What's really new in simplified DBR? |
2006 |
Miami, Fl |
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 447 |
Conference Proceedings |
|
What's really new in simplified DBR? |
2006 |
Miami, Fl |
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
DVD 1 |
https://www.tocico.org/page/2006ConferenceProceedings |
| 448 |
Conference Proceedings |
Latona, Christie Shinn |
Organizational transformation: The role of the leader |
2006 |
Miami, Fl |
This presentation describes leadership and its role. A leader's primary role is to get people to work together on purpose in order that organizational performance is accelerated. The “who?” matters as much –or more—than the “what?” and the “how?” (and the sequence matters). The WIIFM (what's in it for me?) question must be answered. Both TOC and transformational leadership view the organization as an integrated whole; both create focus that produces results (both use subordination and elevation); both are ongoing processes that are essential for getting sustainable results now and in the future (how does each help an organization focus on its purpose). Constraint-based management of tasks examines what and how while purpose-based leadership of people examines what and who. The leadership cloud to A Accelerate performance improvement; B Increase performance energy; D Focus on heroic actions and personalities; C Increase consistency and control; and D' Focus on process, policies and programs is provided. The solution is discussed based on the literature. |
DVD 3, 44 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 449 |
Conference Proceedings |
|
Organizational transformation: The role of the leader |
2006 |
Miami, Fl |
This presentation describes leadership and its role. A leader's primary role is to get people to work together on purpose in order that organizational performance is accelerated. The “who?” matters as much –or more—than the “what?” and the “how?” (and the sequence matters). The WIIFM (what's in it for me?) question must be answered. Both TOC and transformational leadership view the organization as an integrated whole; both create focus that produces results (both use subordination and elevation); both are ongoing processes that are essential for getting sustainable results now and in the future (how does each help an organization focus on its purpose). Constraint-based management of tasks examines what and how while purpose-based leadership of people examines what and who. The leadership cloud to A Accelerate performance improvement; B Increase performance energy; D Focus on heroic actions and personalities; C Increase consistency and control; and D' Focus on process, policies and programs is provided. The solution is discussed based on the literature. |
DVD 3, 44 minutes |
https://www.tocico.org/page/2006ConferenceProceedings |
| 450 |
Conference Proceedings |
Baptista, Humberto |
The finance of TOC distribution or does T, I, and OE tell the whole story? |
2007 |
Las Vegas, NV |
This presentation discusses three questions: If we implement the TOC distribution solution on a retailer, what will be the impact on its profit?; Can I use current retailer/distributor numbers in throughput accounting and make decisions without errors?; Which factors impact the financial results more in a distribution environment?. The discussion centers around the financial statements and throughput (T), inventory (I), and operation expense (OE), a reexamination of T, I, OE; the truth about T; where is my I; OE is really OE; the financial impact of TOC distribution and modeling the impact. Financial accounting statements are described as they relate to T, I, and OE. A model illustrating the impact of shortages over time is provided. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 451 |
Conference Proceedings |
|
The finance of TOC distribution or does T, I, and OE tell the whole story? |
2007 |
Las Vegas, NV |
This presentation discusses three questions: If we implement the TOC distribution solution on a retailer, what will be the impact on its profit?; Can I use current retailer/distributor numbers in throughput accounting and make decisions without errors?; Which factors impact the financial results more in a distribution environment?. The discussion centers around the financial statements and throughput (T), inventory (I), and operation expense (OE), a reexamination of T, I, OE; the truth about T; where is my I; OE is really OE; the financial impact of TOC distribution and modeling the impact. Financial accounting statements are described as they relate to T, I, and OE. A model illustrating the impact of shortages over time is provided. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 452 |
Conference Proceedings |
Baptista, Humberto |
Generic principles of TOC flow management and traffic management |
2007 |
Las Vegas, NV |
This presentation examines the various theory of constraints applications for commonality in flow concepts. The various steps of the production, projects and distribution strategy and tactics (S&T) trees are examined to determine commonality and to develop generalized flow management points. These generic flow principles include saturation (at some point flow stops or reverses), buffer management and a process of ongoing improvement. These concepts are applied to traffic management to provide focusing and quick results. |
DVD 10l, 31 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 453 |
Conference Proceedings |
|
Generic principles of TOC flow management and traffic management |
2007 |
Las Vegas, NV |
This presentation examines the various theory of constraints applications for commonality in flow concepts. The various steps of the production, projects and distribution strategy and tactics (S&T) trees are examined to determine commonality and to develop generalized flow management points. These generic flow principles include saturation (at some point flow stops or reverses), buffer management and a process of ongoing improvement. These concepts are applied to traffic management to provide focusing and quick results. |
DVD 10l, 31 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 454 |
Conference Proceedings |
Barnard, Alan |
Doing MORE with LESS in LESS TIME: Insights on developing a simplified TOC analysis approach to achieve this objective within the public sector - a case study from Africa |
2007 |
Las Vegas, NV |
The simplified TOC TP roadmap is used to find and overcome limiting paradigms/rules. This presentation describes each step of the simplified TP process: Step 1. Why change. Step 2. What to change. Step 3. To what to change. Step 4. How to cause the change. Step 5. How to measure and create POOGI. In step 1 the five focusing steps and thinking processes are used in identifying the inherent potential or performance gap. In step 2 insights are gained by defining UDE's as unresolved conflicts. In step 3 four simple ways to break any conflict with a win: win solution are given. The application of the approach to a public sector case study on solid waste management and water supply management in four locations is provided. |
DVD 8, 50 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 455 |
Conference Proceedings |
|
Doing MORE with LESS in LESS TIME: Insights on developing a simplified TOC analysis approach to achieve this objective within the public sector - a case study from Africa |
2007 |
Las Vegas, NV |
The simplified TOC TP roadmap is used to find and overcome limiting paradigms/rules. This presentation describes each step of the simplified TP process: Step 1. Why change. Step 2. What to change. Step 3. To what to change. Step 4. How to cause the change. Step 5. How to measure and create POOGI. In step 1 the five focusing steps and thinking processes are used in identifying the inherent potential or performance gap. In step 2 insights are gained by defining UDE's as unresolved conflicts. In step 3 four simple ways to break any conflict with a win: win solution are given. The application of the approach to a public sector case study on solid waste management and water supply management in four locations is provided. |
DVD 8, 50 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 456 |
Conference Proceedings |
Bergland, Glenn David |
TRIZ for Jonahs |
2007 |
Las Vegas, NV |
This presentation starts with a discussion of the need for speed and focus in innovation. The product innovation dilemma is presented: A Create a successful new product; B Get to the market quickly; D Accept design compromises; C Deliver significant improvements; D Avoid design compromises. The injection is to use TOC with TRIZ to break the market constraint which allows one to get to the market quickly and also not accepting design compromises. TRIZ is a name for the Russian Theory of Inventive Problem Solving. It is a methodology for knowledge-based innovation originally developed by Genrich (Henry) Altshuller in the USSR. He classified inventions to focus on the underlying principles that supported the innovation. Today over 3 million patents have been classified. The general process is to take the specific problem you need solved and move it to the abstract level and compare it to the TRIZ general problems. After finding the general problem then examine the TRIZ general solution. Next while examining the specific problem try to take the general solution and develop a specific solution for your problem. Topics include: technical and physical contradictions, level of invention, TRIZ for Jonah's basic process, 39 engineering parameters for expressing technical contradictions; 40 inventive principles for conflict resolution; etc. Examples of each step, action, and approach for the TRIZ for Jonahs process are outlined. |
DVD 4, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 457 |
Conference Proceedings |
|
TRIZ for Jonahs |
2007 |
Las Vegas, NV |
This presentation starts with a discussion of the need for speed and focus in innovation. The product innovation dilemma is presented: A Create a successful new product; B Get to the market quickly; D Accept design compromises; C Deliver significant improvements; D Avoid design compromises. The injection is to use TOC with TRIZ to break the market constraint which allows one to get to the market quickly and also not accepting design compromises. TRIZ is a name for the Russian Theory of Inventive Problem Solving. It is a methodology for knowledge-based innovation originally developed by Genrich (Henry) Altshuller in the USSR. He classified inventions to focus on the underlying principles that supported the innovation. Today over 3 million patents have been classified. The general process is to take the specific problem you need solved and move it to the abstract level and compare it to the TRIZ general problems. After finding the general problem then examine the TRIZ general solution. Next while examining the specific problem try to take the general solution and develop a specific solution for your problem. Topics include: technical and physical contradictions, level of invention, TRIZ for Jonah's basic process, 39 engineering parameters for expressing technical contradictions; 40 inventive principles for conflict resolution; etc. Examples of each step, action, and approach for the TRIZ for Jonahs process are outlined. |
DVD 4, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 458 |
Conference Proceedings |
Chowdhury, Prasun |
Decision making in TOC implementations using decision analysis |
2007 |
Las Vegas, NV |
This presentation describes large-scale decision making under uncertainty. In TOC terms these are the Step 4 elevate types of decisions. Different environments are described with different types of decisions as examples: a medium-sized property developer understands that all large land acquisition decisions face significant uncertainties (wrong decisions are costly); a chemical company serving international markets (what country do we enter; do we acquire or build); a large steel company (what is the product mix for the market buffer) and a pharmaceutical company (capacity decisions for contract research). These decisions are organizational (many parties, individual and organizational differences, different frames or views, etc.) and analytically complex (uncertainty, dynamics, many interrelated factors, many alternatives, many criteria, etc.). Six types of elevation opportunities are identified each with a higher level of difficulty and uncertainty. Elements of decision quality are discussed with respect to the decision-making process. Framing of the problem is also discussed. Examples are provided throughout the presentation. |
DVD 7, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 459 |
Conference Proceedings |
Ghoshal, Sanjay |
Decision making in TOC implementations using decision analysis |
2007 |
Las Vegas, NV |
This presentation describes large-scale decision making under uncertainty. In TOC terms these are the Step 4 elevate types of decisions. Different environments are described with different types of decisions as examples: a medium-sized property developer understands that all large land acquisition decisions face significant uncertainties (wrong decisions are costly); a chemical company serving international markets (what country do we enter; do we acquire or build); a large steel company (what is the product mix for the market buffer) and a pharmaceutical company (capacity decisions for contract research). These decisions are organizational (many parties, individual and organizational differences, different frames or views, etc.) and analytically complex (uncertainty, dynamics, many interrelated factors, many alternatives, many criteria, etc.). Six types of elevation opportunities are identified each with a higher level of difficulty and uncertainty. Elements of decision quality are discussed with respect to the decision-making process. Framing of the problem is also discussed. Examples are provided throughout the presentation. |
DVD 7, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 460 |
Conference Proceedings |
|
Decision making in TOC implementations using decision analysis |
2007 |
Las Vegas, NV |
This presentation describes large-scale decision making under uncertainty. In TOC terms these are the Step 4 elevate types of decisions. Different environments are described with different types of decisions as examples: a medium-sized property developer understands that all large land acquisition decisions face significant uncertainties (wrong decisions are costly); a chemical company serving international markets (what country do we enter; do we acquire or build); a large steel company (what is the product mix for the market buffer) and a pharmaceutical company (capacity decisions for contract research). These decisions are organizational (many parties, individual and organizational differences, different frames or views, etc.) and analytically complex (uncertainty, dynamics, many interrelated factors, many alternatives, many criteria, etc.). Six types of elevation opportunities are identified each with a higher level of difficulty and uncertainty. Elements of decision quality are discussed with respect to the decision-making process. Framing of the problem is also discussed. Examples are provided throughout the presentation. |
DVD 7, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 461 |
Conference Proceedings |
Demere (moderator), Michael |
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 462 |
Conference Proceedings |
Demere, Lee Anne |
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 463 |
Conference Proceedings |
Drumtra, Dwight |
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 464 |
Conference Proceedings |
Weyler, Holly |
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 465 |
Conference Proceedings |
Conde, Ana Maria |
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 466 |
Conference Proceedings |
|
The Odyssey Program: Life results (Panel discussion) |
2007 |
Las Vegas, NV |
The panel consists of Michael Demere (moderator), Lee Anne Demere (his wife), Dwight Drumtra (an engineer several years removed from college and an attendee at eight Odyssey programs), Holly Weyler (a college student) and Ana Maria Conde (a high school student). Michael describes the Odyssey program as providing an opportunity to meet people from around the world, be exposed to alternative ways of thinking, help you review your life and provide a new perspective on your choices. The organization of five days facilitated by experienced TOC practitioners and three days taught by Eli Goldratt is described. Their insights into attending the Odyssey course, their experiences using the thinking process tools, the value of the tools, etc. are discussed. |
DVD 6, 33 minutes, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 467 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Keynote presentation: Freedom of choice |
2007 |
Las Vegas, NV |
This presentation is a question and answer session directed by the audience. Freedom of choice means that it is the audience's choice of what the presentation is about. The first question was a two-part question Eli Abramov (a coauthor of the S&T manuscript): Q1. Based on what we have seen in this conference, we have exposed a lot of items that are not included in the tree. What is the impact of these items on the S&T tree? Q2. In diving down in levels 6 and 7 in the project management tree, we have exposed some errors and need for further development. Again, what is the impact on the tree? Brief Answer: We developed the steps needed in the S&T which is not the implementation of the tree. Eli expanded on errors in DBR where most people want to identify the bottleneck but in a DBR implementation the first step is to choke the release so that WIP is reduced and the remaining WIP piles up in front of the bottleneck. In retail, Eli is explaining the six steps under level 4 then decides that the steps are obvious. After examination he found that they are unknown with respect to implementation. The first action has to lead to significant results! The first changes in distribution implementation were also discussed. 2. Even Fortune 500 can't implement their strategy. Do we need an entity in the tree that makes accountability a part of the tree? Brief Answer: Has the step been taken? (If not, why not?) What is the result? Is that what was expected? (If not, why not? Was the tree wrong? Was the implementation wrong?) The person responsible for completing the task is accountable for the results. Mismatches between responsibility and accountability are handled with the evaporating cloud. Once the cloud is used firefighting is reduced significantly. The thinking processes are implemented in an organization when you reach the sustain stage of the S & T tree. Q3. Last year you made some predictions about the global economy. What are your thoughts on the geopolitical scene? China and India GDP growth is about 10% per year. Massive changes in both economies have occurred in the last decade. Demand for labor is approaching the supply therefore wages increase. If wages increase then workers become consumers. If materials and labor costs go up and the Chinese government holds prices constant then the company margins go down. The companies only have 5-6 clients for their products. They do not have a sales and marketing function. If you hold the currency fixed then you are subsiding the whole world. They are creating a distortion in the value of their currency and products to get more sales. Chinese government is revaluing their currency 5% per year. The magnitude of change in demand will create a massive consumer market and world inflation. We will see interactive bottlenecks everywhere while supply goes down significantly. Eli's question: Q4 Shall I talk about the future of America? Answer: America is the #1 power in world. Power comes from economic power. In order to have economic power you must trade. The US doesn't trade where the new markets are growing: China, India, and Europe. The US must have air transportation to compete. Air cargo prices must go down significantly. It is 4000% more expensive for air versus water transportation. Eli told the story of the C5 airplane overhaul facility. Eli told the stories of the TOC introduction in the US Air Force (and Navy) and Boeing. If reality is built on inherent simplicity and people are good then win-win solutions can be built. If we use these concepts then what is the limit of what one person can do? I can disappear and TOC will continue. |
DVD 1, 1 hour 13 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 468 |
Conference Proceedings |
|
Keynote presentation: Freedom of choice |
2007 |
Las Vegas, NV |
This presentation is a question and answer session directed by the audience. Freedom of choice means that it is the audience's choice of what the presentation is about. The first question was a two-part question Eli Abramov (a coauthor of the S&T manuscript): Q1. Based on what we have seen in this conference, we have exposed a lot of items that are not included in the tree. What is the impact of these items on the S&T tree? Q2. In diving down in levels 6 and 7 in the project management tree, we have exposed some errors and need for further development. Again, what is the impact on the tree? Brief Answer: We developed the steps needed in the S&T which is not the implementation of the tree. Eli expanded on errors in DBR where most people want to identify the bottleneck but in a DBR implementation the first step is to choke the release so that WIP is reduced and the remaining WIP piles up in front of the bottleneck. In retail, Eli is explaining the six steps under level 4 then decides that the steps are obvious. After examination he found that they are unknown with respect to implementation. The first action has to lead to significant results! The first changes in distribution implementation were also discussed. 2. Even Fortune 500 can't implement their strategy. Do we need an entity in the tree that makes accountability a part of the tree? Brief Answer: Has the step been taken? (If not, why not?) What is the result? Is that what was expected? (If not, why not? Was the tree wrong? Was the implementation wrong?) The person responsible for completing the task is accountable for the results. Mismatches between responsibility and accountability are handled with the evaporating cloud. Once the cloud is used firefighting is reduced significantly. The thinking processes are implemented in an organization when you reach the sustain stage of the S & T tree. Q3. Last year you made some predictions about the global economy. What are your thoughts on the geopolitical scene? China and India GDP growth is about 10% per year. Massive changes in both economies have occurred in the last decade. Demand for labor is approaching the supply therefore wages increase. If wages increase then workers become consumers. If materials and labor costs go up and the Chinese government holds prices constant then the company margins go down. The companies only have 5-6 clients for their products. They do not have a sales and marketing function. If you hold the currency fixed then you are subsiding the whole world. They are creating a distortion in the value of their currency and products to get more sales. Chinese government is revaluing their currency 5% per year. The magnitude of change in demand will create a massive consumer market and world inflation. We will see interactive bottlenecks everywhere while supply goes down significantly. Eli's question: Q4 Shall I talk about the future of America? Answer: America is the #1 power in world. Power comes from economic power. In order to have economic power you must trade. The US doesn't trade where the new markets are growing: China, India, and Europe. The US must have air transportation to compete. Air cargo prices must go down significantly. It is 4000% more expensive for air versus water transportation. Eli told the story of the C5 airplane overhaul facility. Eli told the stories of the TOC introduction in the US Air Force (and Navy) and Boeing. If reality is built on inherent simplicity and people are good then win-win solutions can be built. If we use these concepts then what is the limit of what one person can do? I can disappear and TOC will continue. |
DVD 1, 1 hour 13 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 469 |
Conference Proceedings |
Granot, Mickey |
The difference between theory and practice implementing TOC |
2007 |
Las Vegas, NV |
The presentation tries to answer the simple question: Should there be any difference between the way TOC solutions are being taught and the sequence they are being implemented. Some key considerations and possible explanations are provided. The approach to teaching and implementing drum-buffer-rope (DBR) scheduling is used as an example. Organization is what to change, what to change to, and how to cause the change. What to change generally is taught using the core conflict cloud, exposing the erroneous assumption (a resource standing idle is a waste) and the injection of basing production on the constraint. The approach to teaching the DBR procedure answers: What to change? The approach to teaching "How to cause the change?" uses the five focusing steps. The implementation process generally follows the buy-in process: agree on the problem, the direction of the solution (using the five focusing steps), removing negative branch reservations, removing obstacles, etc. However the first implementation action is to choke release of orders as too many orders are on the shop floor. Simplified DBR is provided as another example. If the rope is too short what is the problem; if the rope is too long what is the problem? The correct sequence of actions for implementing DBR is provided. |
DVD 4, 44 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 470 |
Conference Proceedings |
|
The difference between theory and practice implementing TOC |
2007 |
Las Vegas, NV |
The presentation tries to answer the simple question: Should there be any difference between the way TOC solutions are being taught and the sequence they are being implemented. Some key considerations and possible explanations are provided. The approach to teaching and implementing drum-buffer-rope (DBR) scheduling is used as an example. Organization is what to change, what to change to, and how to cause the change. What to change generally is taught using the core conflict cloud, exposing the erroneous assumption (a resource standing idle is a waste) and the injection of basing production on the constraint. The approach to teaching the DBR procedure answers: What to change? The approach to teaching "How to cause the change?" uses the five focusing steps. The implementation process generally follows the buy-in process: agree on the problem, the direction of the solution (using the five focusing steps), removing negative branch reservations, removing obstacles, etc. However the first implementation action is to choke release of orders as too many orders are on the shop floor. Simplified DBR is provided as another example. If the rope is too short what is the problem; if the rope is too long what is the problem? The correct sequence of actions for implementing DBR is provided. |
DVD 4, 44 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 471 |
Conference Proceedings |
Granot, Mickey |
The changes to the CCPM BOK |
2007 |
Las Vegas, NV |
This presentation describes the situation of implementing the project management strategy and tactics tree in a Viable Vision company. It was noted that a gap existed between what was done and the steps in level 5 of the tree. Some elements are missing and others require modification. For a TOC implementation to be successful the first actions must result in immediate substantial benefits therefore the first action should be to freeze projects to reduce bad multitasking. The sequence of changes in critical chain are presented and described. Virtual drum, full kitting, staggering, integration, and buffer management are discussed. |
DVD 9, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 472 |
Conference Proceedings |
|
The changes to the CCPM BOK |
2007 |
Las Vegas, NV |
This presentation describes the situation of implementing the project management strategy and tactics tree in a Viable Vision company. It was noted that a gap existed between what was done and the steps in level 5 of the tree. Some elements are missing and others require modification. For a TOC implementation to be successful the first actions must result in immediate substantial benefits therefore the first action should be to freeze projects to reduce bad multitasking. The sequence of changes in critical chain are presented and described. Virtual drum, full kitting, staggering, integration, and buffer management are discussed. |
DVD 9, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 473 |
Conference Proceedings |
Held, Adolfo |
Using TOC principles to enhance the competitiveness of small and medium size enterprises in developing countries |
2007 |
Las Vegas, NV |
This presentation is two parts. The first part describes using the TOC thinking processes (TP)to solve a major problem facing most developing countries: a water shortage. The second part describes using TOC thinking processes, the five focusing step, and drum buffer rope in small to medium firms to make them competitive. INWEnt is described as a capacity building international non-profit organization dedicated to developing human resources. They see TOC as a major way of solving big chronic problems internationally that in the past were and are unsolvable with break through thinking. The background of InWEnt and its use of TOC are provided. The traditional approaches to water shortage problems are described and compared to the cost of a TOC solution. Several examples of applications to small business operations are provided. The lotsizing problem is discussed and a current reality tree provided. Before and after results are provided. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 474 |
Conference Proceedings |
Funcke-Bartz, Michael |
Using TOC principles to enhance the competitiveness of small and medium size enterprises in developing countries |
2007 |
Las Vegas, NV |
This presentation is two parts. The first part describes using the TOC thinking processes (TP)to solve a major problem facing most developing countries: a water shortage. The second part describes using TOC thinking processes, the five focusing step, and drum buffer rope in small to medium firms to make them competitive. INWEnt is described as a capacity building international non-profit organization dedicated to developing human resources. They see TOC as a major way of solving big chronic problems internationally that in the past were and are unsolvable with break through thinking. The background of InWEnt and its use of TOC are provided. The traditional approaches to water shortage problems are described and compared to the cost of a TOC solution. Several examples of applications to small business operations are provided. The lotsizing problem is discussed and a current reality tree provided. Before and after results are provided. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 475 |
Conference Proceedings |
|
Using TOC principles to enhance the competitiveness of small and medium size enterprises in developing countries |
2007 |
Las Vegas, NV |
This presentation is two parts. The first part describes using the TOC thinking processes (TP)to solve a major problem facing most developing countries: a water shortage. The second part describes using TOC thinking processes, the five focusing step, and drum buffer rope in small to medium firms to make them competitive. INWEnt is described as a capacity building international non-profit organization dedicated to developing human resources. They see TOC as a major way of solving big chronic problems internationally that in the past were and are unsolvable with break through thinking. The background of InWEnt and its use of TOC are provided. The traditional approaches to water shortage problems are described and compared to the cost of a TOC solution. Several examples of applications to small business operations are provided. The lotsizing problem is discussed and a current reality tree provided. Before and after results are provided. |
DVD 7, 39 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 476 |
Conference Proceedings |
Hock, Helmut |
How to implement TOC within a division of a multi-billion dollar conglomerate |
2007 |
Las Vegas, NV |
This presentation is a case study of Royal Pipe and provides company background (history and products), market situation prior to TOC implementation, why TOC, TOC implementation, results achieved and lessons learned. The pipe and fittings markets and supply chain are discussed. Manufacturing paradigms included high inventory levels believed to be required to service seasonal business, increased OE, and despite high inventory levels, significant sales are lost due to poor product availability. Customer paradigms include: contractors and distributors hold most of the power; expectation is that all products are available for immediate shipment; stock-outs result in lost sales for more than just the stocked-out products, customers take their business elsewhere; customers overfill the pipeline in March to ensure they have products available; and suppliers offer discounts to customers to take product in advance of need in order to reduce inventory and increase sales. The reasons why TOC was selected are provided and why Constraint Management Systems was the consultant used. Five plants were put on the replenishment and drum buffer rope (DBR) methodology. The DBR solution with raw materials and finished goods shipping buffers is provided. The results of the implementation are discussed. |
DVD 3, 35 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 477 |
Conference Proceedings |
|
How to implement TOC within a division of a multi-billion dollar conglomerate |
2007 |
Las Vegas, NV |
This presentation is a case study of Royal Pipe and provides company background (history and products), market situation prior to TOC implementation, why TOC, TOC implementation, results achieved and lessons learned. The pipe and fittings markets and supply chain are discussed. Manufacturing paradigms included high inventory levels believed to be required to service seasonal business, increased OE, and despite high inventory levels, significant sales are lost due to poor product availability. Customer paradigms include: contractors and distributors hold most of the power; expectation is that all products are available for immediate shipment; stock-outs result in lost sales for more than just the stocked-out products, customers take their business elsewhere; customers overfill the pipeline in March to ensure they have products available; and suppliers offer discounts to customers to take product in advance of need in order to reduce inventory and increase sales. The reasons why TOC was selected are provided and why Constraint Management Systems was the consultant used. Five plants were put on the replenishment and drum buffer rope (DBR) methodology. The DBR solution with raw materials and finished goods shipping buffers is provided. The results of the implementation are discussed. |
DVD 3, 35 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 478 |
Conference Proceedings |
Holt, James R. |
Discovering the errors in traditional strategy: Eliminating them using TOC - Resolving the systemic conflict in traditional strategies |
2007 |
Las Vegas, NV |
This presentation reviews the problems of traditional strategy from a TOC perspective then offers solutions using the thinking processes and applications. The role of the CEO to provide vision and the Bungee Effect are described. A Forbes Magazine author thought: In the majority of company strategy cases strategic planning is good but also in the majority of companies execution is bad (Bungee Effect). Recognize that the author is viewing strategy from a traditional viewpoint as what is taught in business schools, executive programs and by consultants (not TOC strategy). An "It's Not Luck" example is provided for discussion. The traditional strategy and tactics for a successful company are examined using the thinking processes (TP). At the lower levels we see that tactics clash within and across functions thus creating chronic conflicts among policies, measures, and behaviors within the organization. Chronic conflicts for making money, having a secure and satisfying environment for employees, and satisfying the market are discussed. An example with results is provided of implementing a Viable Vision project with a mid-sized Chinese kitchen products producer. |
DVD 8, 24 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 479 |
Conference Proceedings |
|
Discovering the errors in traditional strategy: Eliminating them using TOC - Resolving the systemic conflict in traditional strategies |
2007 |
Las Vegas, NV |
This presentation reviews the problems of traditional strategy from a TOC perspective then offers solutions using the thinking processes and applications. The role of the CEO to provide vision and the Bungee Effect are described. A Forbes Magazine author thought: In the majority of company strategy cases strategic planning is good but also in the majority of companies execution is bad (Bungee Effect). Recognize that the author is viewing strategy from a traditional viewpoint as what is taught in business schools, executive programs and by consultants (not TOC strategy). An "It's Not Luck" example is provided for discussion. The traditional strategy and tactics for a successful company are examined using the thinking processes (TP). At the lower levels we see that tactics clash within and across functions thus creating chronic conflicts among policies, measures, and behaviors within the organization. Chronic conflicts for making money, having a secure and satisfying environment for employees, and satisfying the market are discussed. An example with results is provided of implementing a Viable Vision project with a mid-sized Chinese kitchen products producer. |
DVD 8, 24 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 480 |
Conference Proceedings |
Holt, Steven |
TOC case study: The application of critical chain project management to the design of large commercial aircraft at Boeing Commercial Airplanes |
2007 |
Las Vegas, NV |
This presentation is a case study of the Boeing 777 airframe projects (777-300ER and 777-200LR) using large scale multi-project critical chain in Engineering Product Development. Planning and execution of the work includes: Create the plan (Apply templates to work statements, no dates); commit the plan (Assign completion dates to projects, adjust resources); and manage to the plan (Use resource histograms and fever charts for daily management; drawing due date system to check weekly commitments; and earned value to show monthly progress). The results of each project (consisting of 10,000 projects each) are presented. |
DVD 2, 29 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 481 |
Conference Proceedings |
|
TOC case study: The application of critical chain project management to the design of large commercial aircraft at Boeing Commercial Airplanes |
2007 |
Las Vegas, NV |
This presentation is a case study of the Boeing 777 airframe projects (777-300ER and 777-200LR) using large scale multi-project critical chain in Engineering Product Development. Planning and execution of the work includes: Create the plan (Apply templates to work statements, no dates); commit the plan (Assign completion dates to projects, adjust resources); and manage to the plan (Use resource histograms and fever charts for daily management; drawing due date system to check weekly commitments; and earned value to show monthly progress). The results of each project (consisting of 10,000 projects each) are presented. |
DVD 2, 29 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 482 |
Conference Proceedings |
Jha, Bimlendra |
Tata Steel: An update on the Viable Vision: Discovery & learning |
2007 |
Las Vegas, NV |
This presentation discusses the calculation of the Tata Steel organization's profits attributed to the Viable Vision. The financial impact and training requirements are presented. The reduction in TRD (throughput rupee days) is provided for a year's period in aggregate and separated into three different processes (cold and hot rolled, longs and tubes, and wires). The detailed strategy and tactics (S&T) tree for Tata Steel VV implementation is provided through level 3. The decisive competitive edges (CE) are: 2.1 Distributors CE; 2.2. Reliability CE; 2.3 Rapid CE; and 2.4 VMI CE. The detailed steps with necessary assumption, strategy, parallel assumption, tactic, and sufficiency assumptions are provided. A model for maximizing the throughput from the mines which includes flow, mine life and value is provided. The use of buffer management is illustrated. Major objectives, actions and achievements are provided. The use and results of critical chain in maintenance and sustenance projects are discussed. |
DVD 2, 52 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 483 |
Conference Proceedings |
|
Tata Steel: An update on the Viable Vision: Discovery & learning |
2007 |
Las Vegas, NV |
This presentation discusses the calculation of the Tata Steel organization's profits attributed to the Viable Vision. The financial impact and training requirements are presented. The reduction in TRD (throughput rupee days) is provided for a year's period in aggregate and separated into three different processes (cold and hot rolled, longs and tubes, and wires). The detailed strategy and tactics (S&T) tree for Tata Steel VV implementation is provided through level 3. The decisive competitive edges (CE) are: 2.1 Distributors CE; 2.2. Reliability CE; 2.3 Rapid CE; and 2.4 VMI CE. The detailed steps with necessary assumption, strategy, parallel assumption, tactic, and sufficiency assumptions are provided. A model for maximizing the throughput from the mines which includes flow, mine life and value is provided. The use of buffer management is illustrated. Major objectives, actions and achievements are provided. The use and results of critical chain in maintenance and sustenance projects are discussed. |
DVD 2, 52 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 484 |
Conference Proceedings |
Kendall, Gerald |
Mistakes in implementing TOC: Lets learn from mine and yours |
2007 |
Las Vegas, NV |
This presentation describes how to get better results in future implementations, know how to set realistic expectations for clients and for yourself; understand how to recognize and deal with insufficiencies more effectively; and learn how to learn from someone else's mistakes. A basic TOC principle is to challenge assumptions, especially fundamental ones. Learn from my biggest mistake: insufficiency. Mistakes in goals, finance, production, drum buffer rope, buffer management, distribution, projects, sales and marketing, and insufficiencies in human resources, management skills, lean, etc. are described. Different scenarios are described and the audience is asked what question(s) they would like to ask and why. |
DVD 3, 35 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 485 |
Conference Proceedings |
|
Mistakes in implementing TOC: Lets learn from mine and yours |
2007 |
Las Vegas, NV |
This presentation describes how to get better results in future implementations, know how to set realistic expectations for clients and for yourself; understand how to recognize and deal with insufficiencies more effectively; and learn how to learn from someone else's mistakes. A basic TOC principle is to challenge assumptions, especially fundamental ones. Learn from my biggest mistake: insufficiency. Mistakes in goals, finance, production, drum buffer rope, buffer management, distribution, projects, sales and marketing, and insufficiencies in human resources, management skills, lean, etc. are described. Different scenarios are described and the audience is asked what question(s) they would like to ask and why. |
DVD 3, 35 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 486 |
Conference Proceedings |
Kishira, Yuji |
Creating a public works revolution in Japan |
2007 |
Las Vegas, NV |
This presentation discusses the Japanese business culture, kaizen (improvement), TOC in Japan (2003), Japan's public works construction dilemma (moving from spiraling costs, unhappy public, and late projects cost human lives), a prerequisite tree for changing the construction industry (moving to customers believe that critical chain (CC) is worth trying to more and more customers adopt critical chain). The first critical chain implementation and its results and the one-day response project for government are discussed. The CC is a win-win-win for citizens, public works office and contractors. TOC and Wa (harmony) are discussed. |
DVD 6, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 487 |
Conference Proceedings |
Updegrove, David |
Creating a public works revolution in Japan |
2007 |
Las Vegas, NV |
This presentation discusses the Japanese business culture, kaizen (improvement), TOC in Japan (2003), Japan's public works construction dilemma (moving from spiraling costs, unhappy public, and late projects cost human lives), a prerequisite tree for changing the construction industry (moving to customers believe that critical chain (CC) is worth trying to more and more customers adopt critical chain). The first critical chain implementation and its results and the one-day response project for government are discussed. The CC is a win-win-win for citizens, public works office and contractors. TOC and Wa (harmony) are discussed. |
DVD 6, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 488 |
Conference Proceedings |
|
Creating a public works revolution in Japan |
2007 |
Las Vegas, NV |
This presentation discusses the Japanese business culture, kaizen (improvement), TOC in Japan (2003), Japan's public works construction dilemma (moving from spiraling costs, unhappy public, and late projects cost human lives), a prerequisite tree for changing the construction industry (moving to customers believe that critical chain (CC) is worth trying to more and more customers adopt critical chain). The first critical chain implementation and its results and the one-day response project for government are discussed. The CC is a win-win-win for citizens, public works office and contractors. TOC and Wa (harmony) are discussed. |
DVD 6, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 489 |
Conference Proceedings |
Klarman, Alex |
The cash machine |
2007 |
Las Vegas, NV |
This presentation describes the role of sales management as managing your own sales (time management, negotiation skills, product/process learning, customer calls, closing skills, account profiling, etc.) or managing your people (sales force/sales operation) and the tasks of the sales force manager. The current belief that a good salesman equals a good sales manager is dispelled. The problem is that the sales manager focuses on the sales, not the sales operation and the sales process is an island in the company. The traditional approach to sales management is described as mission impossible. The systematic approach of TOC applied to the sales process consists of applying the five focusing steps to the selling process of selection, qualification, needs assessment, letter of understanding, presentation demo, solution proposal and technical check, production demo, quotation submission, negotiation, and closing. The sales funnel concept is outlined and an example provided illustrating the traditional approach and the TOC approach. Approaches to improving the steps are provided considering that step is the constraint. The focus of this presentation is on shortening the sales cycle or making the constraint more efficient with TOC. The problems of multitasking are illustrated. Reasons for the end-of-quarter syndrome are provided. The prospect-to-order chain (and steps) and the prospect-to-cash chain (and steps) are described and illustrated using the five focusing steps. |
DVD 8, 38 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 490 |
Conference Proceedings |
Klapholz, Richard |
The cash machine |
2007 |
Las Vegas, NV |
This presentation describes the role of sales management as managing your own sales (time management, negotiation skills, product/process learning, customer calls, closing skills, account profiling, etc.) or managing your people (sales force/sales operation) and the tasks of the sales force manager. The current belief that a good salesman equals a good sales manager is dispelled. The problem is that the sales manager focuses on the sales, not the sales operation and the sales process is an island in the company. The traditional approach to sales management is described as mission impossible. The systematic approach of TOC applied to the sales process consists of applying the five focusing steps to the selling process of selection, qualification, needs assessment, letter of understanding, presentation demo, solution proposal and technical check, production demo, quotation submission, negotiation, and closing. The sales funnel concept is outlined and an example provided illustrating the traditional approach and the TOC approach. Approaches to improving the steps are provided considering that step is the constraint. The focus of this presentation is on shortening the sales cycle or making the constraint more efficient with TOC. The problems of multitasking are illustrated. Reasons for the end-of-quarter syndrome are provided. The prospect-to-order chain (and steps) and the prospect-to-cash chain (and steps) are described and illustrated using the five focusing steps. |
DVD 8, 38 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 491 |
Conference Proceedings |
|
The cash machine |
2007 |
Las Vegas, NV |
This presentation describes the role of sales management as managing your own sales (time management, negotiation skills, product/process learning, customer calls, closing skills, account profiling, etc.) or managing your people (sales force/sales operation) and the tasks of the sales force manager. The current belief that a good salesman equals a good sales manager is dispelled. The problem is that the sales manager focuses on the sales, not the sales operation and the sales process is an island in the company. The traditional approach to sales management is described as mission impossible. The systematic approach of TOC applied to the sales process consists of applying the five focusing steps to the selling process of selection, qualification, needs assessment, letter of understanding, presentation demo, solution proposal and technical check, production demo, quotation submission, negotiation, and closing. The sales funnel concept is outlined and an example provided illustrating the traditional approach and the TOC approach. Approaches to improving the steps are provided considering that step is the constraint. The focus of this presentation is on shortening the sales cycle or making the constraint more efficient with TOC. The problems of multitasking are illustrated. Reasons for the end-of-quarter syndrome are provided. The prospect-to-order chain (and steps) and the prospect-to-cash chain (and steps) are described and illustrated using the five focusing steps. |
DVD 8, 38 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 492 |
Conference Proceedings |
Krishna, Anand |
Decisive competitive edge in auto after market |
2007 |
Las Vegas, NV |
This presentation describes the implementation of theory of constraints (TOC) across the Fleetguard supply chain in India. Fleetguard makes filters, filtration systems and coolants. Fleetguard is backward integrated to media (paper), sheet metal, tools and dies, rubber components, coolant blending and adhesives. The supply chain consists of 5 plants, institutional customers, original equipment (OE) customers, OE first fit customers, OE spares, after market of a 14 distribution warehouse network, 90 distributors and 5,000 retailers. Fleetguard had a high market share in all markets therefore a Viable Vision was not possible (according to Goldratt). Fleetguard had limited growth potential in the OEM channel but unlimited growth in aftermarket particularly if the range of products and geographic market (reach) were not restricted. The aftermarket of small fleet owners was serviced by the 90 distributors. The current and future reality trees of the aftermarket are provided. The primary measure of the distributor is return on investment (in inventory from a company). Step 2.1 Inventory turns competitive edge is presented. Level 4 of tactics of build (produce to availability), capitalize (proposal design inventory turns offer, value selling, and sales funnel management) and sustain (capacity elevation) are discussed. The components of plant operations, the results and negatives to build to availability; the components of distribution, the impact, the obstacles, the paradigm shifts and sales role to capitalize in sales, the unrefusable offer to distributors, and the results are discussed. New product development was critical to capitalizing on the aftermarket. |
DVD 5, 25 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 493 |
Conference Proceedings |
Kothekar, Kiran |
Decisive competitive edge in auto after market |
2007 |
Las Vegas, NV |
This presentation describes the implementation of theory of constraints (TOC) across the Fleetguard supply chain in India. Fleetguard makes filters, filtration systems and coolants. Fleetguard is backward integrated to media (paper), sheet metal, tools and dies, rubber components, coolant blending and adhesives. The supply chain consists of 5 plants, institutional customers, original equipment (OE) customers, OE first fit customers, OE spares, after market of a 14 distribution warehouse network, 90 distributors and 5,000 retailers. Fleetguard had a high market share in all markets therefore a Viable Vision was not possible (according to Goldratt). Fleetguard had limited growth potential in the OEM channel but unlimited growth in aftermarket particularly if the range of products and geographic market (reach) were not restricted. The aftermarket of small fleet owners was serviced by the 90 distributors. The current and future reality trees of the aftermarket are provided. The primary measure of the distributor is return on investment (in inventory from a company). Step 2.1 Inventory turns competitive edge is presented. Level 4 of tactics of build (produce to availability), capitalize (proposal design inventory turns offer, value selling, and sales funnel management) and sustain (capacity elevation) are discussed. The components of plant operations, the results and negatives to build to availability; the components of distribution, the impact, the obstacles, the paradigm shifts and sales role to capitalize in sales, the unrefusable offer to distributors, and the results are discussed. New product development was critical to capitalizing on the aftermarket. |
DVD 5, 25 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 494 |
Conference Proceedings |
|
Decisive competitive edge in auto after market |
2007 |
Las Vegas, NV |
This presentation describes the implementation of theory of constraints (TOC) across the Fleetguard supply chain in India. Fleetguard makes filters, filtration systems and coolants. Fleetguard is backward integrated to media (paper), sheet metal, tools and dies, rubber components, coolant blending and adhesives. The supply chain consists of 5 plants, institutional customers, original equipment (OE) customers, OE first fit customers, OE spares, after market of a 14 distribution warehouse network, 90 distributors and 5,000 retailers. Fleetguard had a high market share in all markets therefore a Viable Vision was not possible (according to Goldratt). Fleetguard had limited growth potential in the OEM channel but unlimited growth in aftermarket particularly if the range of products and geographic market (reach) were not restricted. The aftermarket of small fleet owners was serviced by the 90 distributors. The current and future reality trees of the aftermarket are provided. The primary measure of the distributor is return on investment (in inventory from a company). Step 2.1 Inventory turns competitive edge is presented. Level 4 of tactics of build (produce to availability), capitalize (proposal design inventory turns offer, value selling, and sales funnel management) and sustain (capacity elevation) are discussed. The components of plant operations, the results and negatives to build to availability; the components of distribution, the impact, the obstacles, the paradigm shifts and sales role to capitalize in sales, the unrefusable offer to distributors, and the results are discussed. New product development was critical to capitalizing on the aftermarket. |
DVD 5, 25 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 495 |
Conference Proceedings |
Mays, Gregory |
Delta Air Lines: A case study - The change and challenge in engine maintenance |
2007 |
Las Vegas, NV |
This presentation describes a case study of the change and challenge in engine maintenance. The history of the airline industry environment with deregulation and high oil prices is discussed. The characteristics of Delta Air Lines and the Maintenance / Repair / Overhaul facility (MRO, Technical Operations) are provided. Customer revenue growth has increased significantly as insourcing growth has been 440% per year for five years. This complex maintenance operation has been simplified using TOC, drum buffer rope (DBR) and Continuous Improvement (CI). The flow and challenges faced and throughput prior to TOC are discussed. A causal loop diagram of the flows and stocks is provided. A macro view of engine disassembly piece part repair and engine assembly is discussed. Critical chain (CC) is used in disassembly and assembly while DBR is used in piece part repair. A summary of changes, lessons learned, and results are provided. A history of continuous improvement included CI teams, high performance workplace, six sigma, lean enterprise, and theory of constraints. TOC concepts have provided a clear understanding of where to apply six sigma and lean methods to achieve true bottom line results. Changes to metrics focus on alignment operations with business goals. |
DVD 2, 33 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 496 |
Conference Proceedings |
Adams, Gary |
Delta Air Lines: A case study - The change and challenge in engine maintenance |
2007 |
Las Vegas, NV |
This presentation describes a case study of the change and challenge in engine maintenance. The history of the airline industry environment with deregulation and high oil prices is discussed. The characteristics of Delta Air Lines and the Maintenance / Repair / Overhaul facility (MRO, Technical Operations) are provided. Customer revenue growth has increased significantly as insourcing growth has been 440% per year for five years. This complex maintenance operation has been simplified using TOC, drum buffer rope (DBR) and Continuous Improvement (CI). The flow and challenges faced and throughput prior to TOC are discussed. A causal loop diagram of the flows and stocks is provided. A macro view of engine disassembly piece part repair and engine assembly is discussed. Critical chain (CC) is used in disassembly and assembly while DBR is used in piece part repair. A summary of changes, lessons learned, and results are provided. A history of continuous improvement included CI teams, high performance workplace, six sigma, lean enterprise, and theory of constraints. TOC concepts have provided a clear understanding of where to apply six sigma and lean methods to achieve true bottom line results. Changes to metrics focus on alignment operations with business goals. |
DVD 2, 33 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 497 |
Conference Proceedings |
|
Delta Air Lines: A case study - The change and challenge in engine maintenance |
2007 |
Las Vegas, NV |
This presentation describes a case study of the change and challenge in engine maintenance. The history of the airline industry environment with deregulation and high oil prices is discussed. The characteristics of Delta Air Lines and the Maintenance / Repair / Overhaul facility (MRO, Technical Operations) are provided. Customer revenue growth has increased significantly as insourcing growth has been 440% per year for five years. This complex maintenance operation has been simplified using TOC, drum buffer rope (DBR) and Continuous Improvement (CI). The flow and challenges faced and throughput prior to TOC are discussed. A causal loop diagram of the flows and stocks is provided. A macro view of engine disassembly piece part repair and engine assembly is discussed. Critical chain (CC) is used in disassembly and assembly while DBR is used in piece part repair. A summary of changes, lessons learned, and results are provided. A history of continuous improvement included CI teams, high performance workplace, six sigma, lean enterprise, and theory of constraints. TOC concepts have provided a clear understanding of where to apply six sigma and lean methods to achieve true bottom line results. Changes to metrics focus on alignment operations with business goals. |
DVD 2, 33 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 498 |
Conference Proceedings |
Meshar, Alex |
Another method to run MTS & MTO company (concept and case study) |
2007 |
Las Vegas, NV |
This presentation provides: a different look at the buffers of TOC replenishment; the concept of only time buffers usages in production of make to stock (MTS) and make to order (MTO); the results of simulation comparisons; the case study of TKF and a summarization of lessons learned. The derivation of maximum buffer level for the generic rule (The target level is defined as the maximum forecasted consumption within the average replenishment time, factored for the unreliability in replenishment time.) is provided. To determine this target level three questions have to be answered: 1. How long will it take us to replace what was just sold? 2. How much will the demand be during that time? 3. What is the variability of the demand and supply that we should take into account? These questions are answered through examples, a case study and a simulation. |
DVD 7, 42 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 499 |
Conference Proceedings |
Krommendijk, Edwin |
Another method to run MTS & MTO company (concept and case study) |
2007 |
Las Vegas, NV |
This presentation provides: a different look at the buffers of TOC replenishment; the concept of only time buffers usages in production of make to stock (MTS) and make to order (MTO); the results of simulation comparisons; the case study of TKF and a summarization of lessons learned. The derivation of maximum buffer level for the generic rule (The target level is defined as the maximum forecasted consumption within the average replenishment time, factored for the unreliability in replenishment time.) is provided. To determine this target level three questions have to be answered: 1. How long will it take us to replace what was just sold? 2. How much will the demand be during that time? 3. What is the variability of the demand and supply that we should take into account? These questions are answered through examples, a case study and a simulation. |
DVD 7, 42 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 500 |
Conference Proceedings |
|
Another method to run MTS & MTO company (concept and case study) |
2007 |
Las Vegas, NV |
This presentation provides: a different look at the buffers of TOC replenishment; the concept of only time buffers usages in production of make to stock (MTS) and make to order (MTO); the results of simulation comparisons; the case study of TKF and a summarization of lessons learned. The derivation of maximum buffer level for the generic rule (The target level is defined as the maximum forecasted consumption within the average replenishment time, factored for the unreliability in replenishment time.) is provided. To determine this target level three questions have to be answered: 1. How long will it take us to replace what was just sold? 2. How much will the demand be during that time? 3. What is the variability of the demand and supply that we should take into account? These questions are answered through examples, a case study and a simulation. |
DVD 7, 42 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 501 |
Conference Proceedings |
Mohanty, Satyashri |
Plant shutdown in record time at Tata Metaliks |
2007 |
Las Vegas, NV |
This presentation describes a plant shutdown using critical chain project management (CCPM). Tata Metaliks is the largest producer of pig iron in the world, mini-blast furnaces are used to produce pig iron, very low throughput (high variable expenses) and business performance are sensitive to the health of the furnace. Background of the shutdown includes: blast furnace shutdown is done once every 5-7 years, and usually involves relining the shell, overhauling …, duration varies 1.5 to 3 months, a day down is very high throughput, shutdown is 24 X 7, and preparations start 6-12 months before shutdown. Challenges of the environment, associated conflicts, delays and associated actions, issues with contractors, etc. are caused by the core issues of incomplete preparedness, milestone monitoring, and too many work-fronts in parallel during the shutdown period. Using critical chain (CC) the shutdown was completed in a record 23 days versus the plan of 28 days (typically shutdowns varied from 45 to 60 days), 87% of initial budget; extra scope was 25% and peak production of the facility was reached in 10 days. The paradigm changes are described. |
DVD 10, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 502 |
Conference Proceedings |
|
Plant shutdown in record time at Tata Metaliks |
2007 |
Las Vegas, NV |
This presentation describes a plant shutdown using critical chain project management (CCPM). Tata Metaliks is the largest producer of pig iron in the world, mini-blast furnaces are used to produce pig iron, very low throughput (high variable expenses) and business performance are sensitive to the health of the furnace. Background of the shutdown includes: blast furnace shutdown is done once every 5-7 years, and usually involves relining the shell, overhauling …, duration varies 1.5 to 3 months, a day down is very high throughput, shutdown is 24 X 7, and preparations start 6-12 months before shutdown. Challenges of the environment, associated conflicts, delays and associated actions, issues with contractors, etc. are caused by the core issues of incomplete preparedness, milestone monitoring, and too many work-fronts in parallel during the shutdown period. Using critical chain (CC) the shutdown was completed in a record 23 days versus the plan of 28 days (typically shutdowns varied from 45 to 60 days), 87% of initial budget; extra scope was 25% and peak production of the facility was reached in 10 days. The paradigm changes are described. |
DVD 10, 43 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 503 |
Conference Proceedings |
Nagarkatte, Umesh P. |
The theory of constraints initiative at Medgar Evers College to reduce student attrition: A progress report (no pdf) |
2007 |
Las Vegas, NV |
This presentation provides the background of Medgar Evers College and of TOC being used there; the TOC thinking processes (TP) roadmap, unique features of the college scene; acceptance of departmental guidelines and TOC across the college; next steps and a summary. Medgar Evers College is part of City University of New York (CUNY) (one of two state universities of NY); the college is one of 20 units of CUNY and has three schools (Liberal Arts and Education; Business; Science Health and Technology); offers two and four year programs. For over 30 years the college had tried to address its attrition problem. In 1998 the faculty senate identified 24 academic and non-academic issues causing attrition and suggested one action for each issue. TOC was then applied to the 24 issues. In 2001 a federal grant was awarded to study attrition. Three faculty members attended a Jonah course and studied the problems. This presentation is about implementing TOC to improve retention. The full TP were applied to analyze and solve the problem. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 504 |
Conference Proceedings |
Movasseghi, Darius |
The theory of constraints initiative at Medgar Evers College to reduce student attrition: A progress report (no pdf) |
2007 |
Las Vegas, NV |
This presentation provides the background of Medgar Evers College and of TOC being used there; the TOC thinking processes (TP) roadmap, unique features of the college scene; acceptance of departmental guidelines and TOC across the college; next steps and a summary. Medgar Evers College is part of City University of New York (CUNY) (one of two state universities of NY); the college is one of 20 units of CUNY and has three schools (Liberal Arts and Education; Business; Science Health and Technology); offers two and four year programs. For over 30 years the college had tried to address its attrition problem. In 1998 the faculty senate identified 24 academic and non-academic issues causing attrition and suggested one action for each issue. TOC was then applied to the 24 issues. In 2001 a federal grant was awarded to study attrition. Three faculty members attended a Jonah course and studied the problems. This presentation is about implementing TOC to improve retention. The full TP were applied to analyze and solve the problem. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 505 |
Conference Proceedings |
Oley, Nancy |
The theory of constraints initiative at Medgar Evers College to reduce student attrition: A progress report (no pdf) |
2007 |
Las Vegas, NV |
This presentation provides the background of Medgar Evers College and of TOC being used there; the TOC thinking processes (TP) roadmap, unique features of the college scene; acceptance of departmental guidelines and TOC across the college; next steps and a summary. Medgar Evers College is part of City University of New York (CUNY) (one of two state universities of NY); the college is one of 20 units of CUNY and has three schools (Liberal Arts and Education; Business; Science Health and Technology); offers two and four year programs. For over 30 years the college had tried to address its attrition problem. In 1998 the faculty senate identified 24 academic and non-academic issues causing attrition and suggested one action for each issue. TOC was then applied to the 24 issues. In 2001 a federal grant was awarded to study attrition. Three faculty members attended a Jonah course and studied the problems. This presentation is about implementing TOC to improve retention. The full TP were applied to analyze and solve the problem. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 506 |
Conference Proceedings |
|
The theory of constraints initiative at Medgar Evers College to reduce student attrition: A progress report (no pdf) |
2007 |
Las Vegas, NV |
This presentation provides the background of Medgar Evers College and of TOC being used there; the TOC thinking processes (TP) roadmap, unique features of the college scene; acceptance of departmental guidelines and TOC across the college; next steps and a summary. Medgar Evers College is part of City University of New York (CUNY) (one of two state universities of NY); the college is one of 20 units of CUNY and has three schools (Liberal Arts and Education; Business; Science Health and Technology); offers two and four year programs. For over 30 years the college had tried to address its attrition problem. In 1998 the faculty senate identified 24 academic and non-academic issues causing attrition and suggested one action for each issue. TOC was then applied to the 24 issues. In 2001 a federal grant was awarded to study attrition. Three faculty members attended a Jonah course and studied the problems. This presentation is about implementing TOC to improve retention. The full TP were applied to analyze and solve the problem. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 507 |
Conference Proceedings |
Nargotra, Vishesh |
Adapting CCMP to the Indian context |
2007 |
Las Vegas, NV |
This presentation describes the significant growth in India's economy highlighting the 10% growth in gross domestic product and the manufacturing sector. The India status of project management is discussed with respect to due date performance (99% of projects late), cost overruns (expected cost overrun of 20%) and scope. The large number of very large projects is discussed as is the lack of managerial experience in project planning and execution. A case study of a client is discussed where the company is building a Greenfield paper mill (estimated cost $20 million) and lessons learned from this project are presented. A paper machine project flow diagram, project management competence, the opportunity for critical chain, challenges faced in Indian context (cash flow management, for example) unstructured processes, project realities, managing supplier and contractor relationships, use of templates (task update, issue resolution, cash flow, vender management, procurement) are described. |
DVD 10, 27 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 508 |
Conference Proceedings |
Chawla, Harish |
Adapting CCMP to the Indian context |
2007 |
Las Vegas, NV |
This presentation describes the significant growth in India's economy highlighting the 10% growth in gross domestic product and the manufacturing sector. The India status of project management is discussed with respect to due date performance (99% of projects late), cost overruns (expected cost overrun of 20%) and scope. The large number of very large projects is discussed as is the lack of managerial experience in project planning and execution. A case study of a client is discussed where the company is building a Greenfield paper mill (estimated cost $20 million) and lessons learned from this project are presented. A paper machine project flow diagram, project management competence, the opportunity for critical chain, challenges faced in Indian context (cash flow management, for example) unstructured processes, project realities, managing supplier and contractor relationships, use of templates (task update, issue resolution, cash flow, vender management, procurement) are described. |
DVD 10, 27 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 509 |
Conference Proceedings |
|
Adapting CCMP to the Indian context |
2007 |
Las Vegas, NV |
This presentation describes the significant growth in India's economy highlighting the 10% growth in gross domestic product and the manufacturing sector. The India status of project management is discussed with respect to due date performance (99% of projects late), cost overruns (expected cost overrun of 20%) and scope. The large number of very large projects is discussed as is the lack of managerial experience in project planning and execution. A case study of a client is discussed where the company is building a Greenfield paper mill (estimated cost $20 million) and lessons learned from this project are presented. A paper machine project flow diagram, project management competence, the opportunity for critical chain, challenges faced in Indian context (cash flow management, for example) unstructured processes, project realities, managing supplier and contractor relationships, use of templates (task update, issue resolution, cash flow, vender management, procurement) are described. |
DVD 10, 27 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 510 |
Conference Proceedings |
Pirasteh, Russ |
TLS continuous improvement trio: Is it not the time to think differently? |
2007 |
Las Vegas, NV |
This presentation provides an overview of theory of constraints, lean and six sigma. A case study is presented where the effects of using the trio of theory of constraints, lean, and six sigma (TLS); lean alone and six sigma alone is conducted. The use of TOC to guide lean and six sigma use was significantly better than either lean or six sigma alone. Lessons learned are also presented. The purpose of the study was to determine how to best optimize profits. To achieve that objective we needed to compare and contrast methodologies and evaluate and statistically quantify the impact of each. Based on the results we wanted to deploy the best method. The results of twenty-one plants were compared: eleven used six sigma, four used lean and six used TLS. The results of comparing lean and six sigma were insignificant. The difference between TLS and lean and six sigma was highly significant (P-value =0.000.). While TLS, lean and six sigma all offered benefits, TLS showed 3.9 times greater financial benefit than the other two. A model of how the three methodologies fit together is provided. |
DVD 2, 30 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 511 |
Conference Proceedings |
|
TLS continuous improvement trio: Is it not the time to think differently? |
2007 |
Las Vegas, NV |
This presentation provides an overview of theory of constraints, lean and six sigma. A case study is presented where the effects of using the trio of theory of constraints, lean, and six sigma (TLS); lean alone and six sigma alone is conducted. The use of TOC to guide lean and six sigma use was significantly better than either lean or six sigma alone. Lessons learned are also presented. The purpose of the study was to determine how to best optimize profits. To achieve that objective we needed to compare and contrast methodologies and evaluate and statistically quantify the impact of each. Based on the results we wanted to deploy the best method. The results of twenty-one plants were compared: eleven used six sigma, four used lean and six used TLS. The results of comparing lean and six sigma were insignificant. The difference between TLS and lean and six sigma was highly significant (P-value =0.000.). While TLS, lean and six sigma all offered benefits, TLS showed 3.9 times greater financial benefit than the other two. A model of how the three methodologies fit together is provided. |
DVD 2, 30 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 512 |
Conference Proceedings |
Ronen, Boaz |
Upgrading the TOC BOK: Focused methodologies for the financial industry |
2007 |
Las Vegas, NV |
Our focus on the finance industry includes commercial banks, insurance companies, and credit cards companies. The characteristics of the financial industry include it being a service industry with no finished goods inventories and service quality and customer satisfaction being significant; highly regulated; and operations are information technology (IT) based, IT intensive and high IT expenditures and investments. Value Focused Methodology (VFM) is used. The VFM steps include: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; 5 Execute and control. Each step in the VFM is described and an example provided. VFM leads to potential value drivers such as measures of performance, information technology strategic gating, 25/25 rule, IT throughput, sales, TOC/lean streamline, complexity reduction and cost accounting issues. |
DVD 4, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 513 |
Conference Proceedings |
Pass, Shimeon |
Upgrading the TOC BOK: Focused methodologies for the financial industry |
2007 |
Las Vegas, NV |
Our focus on the finance industry includes commercial banks, insurance companies, and credit cards companies. The characteristics of the financial industry include it being a service industry with no finished goods inventories and service quality and customer satisfaction being significant; highly regulated; and operations are information technology (IT) based, IT intensive and high IT expenditures and investments. Value Focused Methodology (VFM) is used. The VFM steps include: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; 5 Execute and control. Each step in the VFM is described and an example provided. VFM leads to potential value drivers such as measures of performance, information technology strategic gating, 25/25 rule, IT throughput, sales, TOC/lean streamline, complexity reduction and cost accounting issues. |
DVD 4, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 514 |
Conference Proceedings |
|
Upgrading the TOC BOK: Focused methodologies for the financial industry |
2007 |
Las Vegas, NV |
Our focus on the finance industry includes commercial banks, insurance companies, and credit cards companies. The characteristics of the financial industry include it being a service industry with no finished goods inventories and service quality and customer satisfaction being significant; highly regulated; and operations are information technology (IT) based, IT intensive and high IT expenditures and investments. Value Focused Methodology (VFM) is used. The VFM steps include: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; 5 Execute and control. Each step in the VFM is described and an example provided. VFM leads to potential value drivers such as measures of performance, information technology strategic gating, 25/25 rule, IT throughput, sales, TOC/lean streamline, complexity reduction and cost accounting issues. |
DVD 4, no pdf, |
https://www.tocico.org/page/2007ConferenceProceedings |
| 515 |
Conference Proceedings |
Ronen, Boaz |
A value creation approach to project management: Doing much more with much less |
2007 |
Las Vegas, NV |
This presentation discusses the value creation to project management beyond critical chain. Question 1: If we reduce time to market by 10% using existing resources this will increase the value of the firm by approximately 100% (assuming we are facing a resource constraint and the development is the constraint). What is the impact? Question 2: If we eliminate 10% of the features, we add almost 100% the value of the company. We assume the development resource is the constraint. What percent of the development is wasted? Over 70% of development is wasted. We have a garbage plant of 70% where department efforts do not add value to the company. The goal of the company is to increase its shareholders' value as measured by discounted cash flow. A value driver (financial and managerial) is any performance variable that can significantly increase shareholders' value. The six value drivers for project management are the project goal, strategic gating, 25 / 25 process, tactical gating, complexity reduction, and complete kit concept. |
DVD 9, 40 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 516 |
Conference Proceedings |
Pass, Shimeon |
A value creation approach to project management: Doing much more with much less |
2007 |
Las Vegas, NV |
This presentation discusses the value creation to project management beyond critical chain. Question 1: If we reduce time to market by 10% using existing resources this will increase the value of the firm by approximately 100% (assuming we are facing a resource constraint and the development is the constraint). What is the impact? Question 2: If we eliminate 10% of the features, we add almost 100% the value of the company. We assume the development resource is the constraint. What percent of the development is wasted? Over 70% of development is wasted. We have a garbage plant of 70% where department efforts do not add value to the company. The goal of the company is to increase its shareholders' value as measured by discounted cash flow. A value driver (financial and managerial) is any performance variable that can significantly increase shareholders' value. The six value drivers for project management are the project goal, strategic gating, 25 / 25 process, tactical gating, complexity reduction, and complete kit concept. |
DVD 9, 40 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 517 |
Conference Proceedings |
|
A value creation approach to project management: Doing much more with much less |
2007 |
Las Vegas, NV |
This presentation discusses the value creation to project management beyond critical chain. Question 1: If we reduce time to market by 10% using existing resources this will increase the value of the firm by approximately 100% (assuming we are facing a resource constraint and the development is the constraint). What is the impact? Question 2: If we eliminate 10% of the features, we add almost 100% the value of the company. We assume the development resource is the constraint. What percent of the development is wasted? Over 70% of development is wasted. We have a garbage plant of 70% where department efforts do not add value to the company. The goal of the company is to increase its shareholders' value as measured by discounted cash flow. A value driver (financial and managerial) is any performance variable that can significantly increase shareholders' value. The six value drivers for project management are the project goal, strategic gating, 25 / 25 process, tactical gating, complexity reduction, and complete kit concept. |
DVD 9, 40 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 518 |
Conference Proceedings |
Schragenheim, Amir |
Dealing with seasonality in distribution environments |
2007 |
Las Vegas, NV |
This presentation describes the four types of seasonality (holiday promotions, new product introduction, reverse seasonality and sharp demand changes) and focuses on the sharp demand changes. Dynamic buffer management (DBM) is generally used to adjust buffer size up or down over time; however, DBM doesn't respond quick enough to respond to sharp demand changes. An example is provided showing the impact of inventory balance using DBM during sharp demand changes. The assumptions, benefits, and shortcomings of using DBM and traditional forecasting are provided and compared under different scenarios. In Inherent Simplicity (a software package for supply chains) the steps used in each stage of the sharp demand change are provided: 1. Stock buildup; 2. Wait for stock; 3. Inside the high demand; 4. Stock builddown; 5. Back to normal. An example is provided. |
DVD 9, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 519 |
Conference Proceedings |
Weisenstern, Amir |
Dealing with seasonality in distribution environments |
2007 |
Las Vegas, NV |
This presentation describes the four types of seasonality (holiday promotions, new product introduction, reverse seasonality and sharp demand changes) and focuses on the sharp demand changes. Dynamic buffer management (DBM) is generally used to adjust buffer size up or down over time; however, DBM doesn't respond quick enough to respond to sharp demand changes. An example is provided showing the impact of inventory balance using DBM during sharp demand changes. The assumptions, benefits, and shortcomings of using DBM and traditional forecasting are provided and compared under different scenarios. In Inherent Simplicity (a software package for supply chains) the steps used in each stage of the sharp demand change are provided: 1. Stock buildup; 2. Wait for stock; 3. Inside the high demand; 4. Stock builddown; 5. Back to normal. An example is provided. |
DVD 9, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 520 |
Conference Proceedings |
|
Dealing with seasonality in distribution environments |
2007 |
Las Vegas, NV |
This presentation describes the four types of seasonality (holiday promotions, new product introduction, reverse seasonality and sharp demand changes) and focuses on the sharp demand changes. Dynamic buffer management (DBM) is generally used to adjust buffer size up or down over time; however, DBM doesn't respond quick enough to respond to sharp demand changes. An example is provided showing the impact of inventory balance using DBM during sharp demand changes. The assumptions, benefits, and shortcomings of using DBM and traditional forecasting are provided and compared under different scenarios. In Inherent Simplicity (a software package for supply chains) the steps used in each stage of the sharp demand change are provided: 1. Stock buildup; 2. Wait for stock; 3. Inside the high demand; 4. Stock builddown; 5. Back to normal. An example is provided. |
DVD 9, 37 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 521 |
Conference Proceedings |
Schragenheim, Eli |
Make to availability and beyond: Using market buffers and / or capacity buffers to enable both growth and stability |
2007 |
Las Vegas, NV |
This presentation defines make to availability (MTA) in detail and compares it to make to stock (MTS) and make to order (MTO) environments. MTA is a commitment to the market, or to specified clients, to maintain enough availability at a specific warehouse to be able to deliver immediately upon request at all times. This definition is different from MTS where no firm commitment is given. A MTO environment that requires shorter delivery time than the production lead time, calls for MTS that is similar, but not the same, as MTA. The concepts of market and capacity buffer are presented. The types of protection for make to availability, load and capacity, buffer management, and tolerance time are described. The planned load for MTA should not be over 80% of the time horizon. When excess capacity goes down the replenishment time goes up exponentially. |
DVD 3, 45 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 522 |
Conference Proceedings |
|
Make to availability and beyond: Using market buffers and / or capacity buffers to enable both growth and stability |
2007 |
Las Vegas, NV |
This presentation defines make to availability (MTA) in detail and compares it to make to stock (MTS) and make to order (MTO) environments. MTA is a commitment to the market, or to specified clients, to maintain enough availability at a specific warehouse to be able to deliver immediately upon request at all times. This definition is different from MTS where no firm commitment is given. A MTO environment that requires shorter delivery time than the production lead time, calls for MTS that is similar, but not the same, as MTA. The concepts of market and capacity buffer are presented. The types of protection for make to availability, load and capacity, buffer management, and tolerance time are described. The planned load for MTA should not be over 80% of the time horizon. When excess capacity goes down the replenishment time goes up exponentially. |
DVD 3, 45 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 523 |
Conference Proceedings |
Wadhwa, Gary |
Viable Vision is achievable in healthcare |
2007 |
Las Vegas, NV |
This presentation is a case study of Adirondack Oral and Maxillofacial Surgery clinic and their first (achieved by using TOC/lean/six sigma) and second (achieved by using the transformational strategy and tactic (S&T) tree and the decisive competitive edges of reliability and rapid response) Viable Vision. Gary Wadhwa, MD, provided his background in education, in business, operations, lean, six sigma, system dynamics, balanced scorecard, theory of constraints, etc. and how he implemented these tools at his medical practice to transform it from a break-even practice to making several million dollars in profit each year. He discusses the use of throughput accounting and the transformational S&T tree to determine the impact of the product mix on profits and eventually how to free up enough capacity to also do 30-40% pro-bono work while still making high profits. |
DVD 6, 23 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 524 |
Conference Proceedings |
|
Viable Vision is achievable in healthcare |
2007 |
Las Vegas, NV |
This presentation is a case study of Adirondack Oral and Maxillofacial Surgery clinic and their first (achieved by using TOC/lean/six sigma) and second (achieved by using the transformational strategy and tactic (S&T) tree and the decisive competitive edges of reliability and rapid response) Viable Vision. Gary Wadhwa, MD, provided his background in education, in business, operations, lean, six sigma, system dynamics, balanced scorecard, theory of constraints, etc. and how he implemented these tools at his medical practice to transform it from a break-even practice to making several million dollars in profit each year. He discusses the use of throughput accounting and the transformational S&T tree to determine the impact of the product mix on profits and eventually how to free up enough capacity to also do 30-40% pro-bono work while still making high profits. |
DVD 6, 23 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 525 |
Conference Proceedings |
Adams, Gary |
Delta Air Lines Inc.: Meeting challenges in engine maintenance |
2008 |
Las Vegas, NV |
In 2005, Delta Air Lines filed for bankruptcy. Prior to its merger with North West Airlines, Delta was a $17 billion sales revenue airline with approximately 50,000 employees. After merger in 2008 Delta was a $35 billion top line revenue airline with the same number of maintenance, repair, and overhaul (MRO) employees. As part of the bankruptcy plan, engine maintenance was required to reduce cost and inventory while, at the same time, increase productivity. In 2002 the MRO had revenues of $77 million and in 2008 the revenues were $470. The requirements for survival aligned very well with theory of constraints--more specifically, critical chain and drum-buffer-rope. The summary of changes includes: create plans with buffers in critical chain and in drum buffer rope; control the work-in-process inventories by controlling release; manage using the buffers, and use exception management. TOC concepts implemented in 2006 were to focus on constraints and improve overall engine maintenance performance using continuous improvement as the growth strategy. Six sigma and lean had previously been implemented. TOC concepts have given a clear understanding of where to apply six sigma and lean methods to achieve true bottom-line results. |
DVD 2, 31 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 526 |
Conference Proceedings |
|
Delta Air Lines Inc.: Meeting challenges in engine maintenance |
2008 |
Las Vegas, NV |
In 2005, Delta Air Lines filed for bankruptcy. Prior to its merger with North West Airlines, Delta was a $17 billion sales revenue airline with approximately 50,000 employees. After merger in 2008 Delta was a $35 billion top line revenue airline with the same number of maintenance, repair, and overhaul (MRO) employees. As part of the bankruptcy plan, engine maintenance was required to reduce cost and inventory while, at the same time, increase productivity. In 2002 the MRO had revenues of $77 million and in 2008 the revenues were $470. The requirements for survival aligned very well with theory of constraints--more specifically, critical chain and drum-buffer-rope. The summary of changes includes: create plans with buffers in critical chain and in drum buffer rope; control the work-in-process inventories by controlling release; manage using the buffers, and use exception management. TOC concepts implemented in 2006 were to focus on constraints and improve overall engine maintenance performance using continuous improvement as the growth strategy. Six sigma and lean had previously been implemented. TOC concepts have given a clear understanding of where to apply six sigma and lean methods to achieve true bottom-line results. |
DVD 2, 31 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 527 |
Conference Proceedings |
Bergland, Suzan |
Breaking the market constraint - The speed to invent |
2008 |
Las Vegas, NV |
This presentation describes breaking a market constraint using the thinking processes (TP) and TRIZ. The customer doesn't want a product or service but a solution to their problem. The solution must provide a win-win for the customer and the supplier. Your company must construct an unrefusable offer (URO). Five steps in constructing a URO using the thinking process are: 1. Determine the core conflict responsible for some/many of the market's significant problems. 2. Determine what changes your organization must make internally to solve the market's core problem; 3. Construct a solution, an offer your organization can provide to resolve that core conflict; 4. Develop an implementation plan that addresses the obstacles blocking the implementation of the solution; 5. Learn how to sell the URO to the market, as well as to your own organization. TRIZ is described including Anticipatory Failure Determination, Directed Evolution, Inventive Problem Solving, and Control of Intellectual Property. The use of S-curve analysis and TRIZ is discussed with examples illustrating innovative solutions. The TP can then be used to understand the undesirable effects of the customer that your organization can impact to create a decisive competitive advantage. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 528 |
Conference Proceedings |
Bar-EL, Zion |
Breaking the market constraint - The speed to invent |
2008 |
Las Vegas, NV |
This presentation describes breaking a market constraint using the thinking processes (TP) and TRIZ. The customer doesn't want a product or service but a solution to their problem. The solution must provide a win-win for the customer and the supplier. Your company must construct an unrefusable offer (URO). Five steps in constructing a URO using the thinking process are: 1. Determine the core conflict responsible for some/many of the market's significant problems. 2. Determine what changes your organization must make internally to solve the market's core problem; 3. Construct a solution, an offer your organization can provide to resolve that core conflict; 4. Develop an implementation plan that addresses the obstacles blocking the implementation of the solution; 5. Learn how to sell the URO to the market, as well as to your own organization. TRIZ is described including Anticipatory Failure Determination, Directed Evolution, Inventive Problem Solving, and Control of Intellectual Property. The use of S-curve analysis and TRIZ is discussed with examples illustrating innovative solutions. The TP can then be used to understand the undesirable effects of the customer that your organization can impact to create a decisive competitive advantage. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 529 |
Conference Proceedings |
|
Breaking the market constraint - The speed to invent |
2008 |
Las Vegas, NV |
This presentation describes breaking a market constraint using the thinking processes (TP) and TRIZ. The customer doesn't want a product or service but a solution to their problem. The solution must provide a win-win for the customer and the supplier. Your company must construct an unrefusable offer (URO). Five steps in constructing a URO using the thinking process are: 1. Determine the core conflict responsible for some/many of the market's significant problems. 2. Determine what changes your organization must make internally to solve the market's core problem; 3. Construct a solution, an offer your organization can provide to resolve that core conflict; 4. Develop an implementation plan that addresses the obstacles blocking the implementation of the solution; 5. Learn how to sell the URO to the market, as well as to your own organization. TRIZ is described including Anticipatory Failure Determination, Directed Evolution, Inventive Problem Solving, and Control of Intellectual Property. The use of S-curve analysis and TRIZ is discussed with examples illustrating innovative solutions. The TP can then be used to understand the undesirable effects of the customer that your organization can impact to create a decisive competitive advantage. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 530 |
Conference Proceedings |
D'Anci, Alex |
Towards operational excellence: Applying TOC in a global manufacturing organization |
2008 |
Las Vegas, NV |
ABB has been applying TOC for more than 10 years, and in that time, has developed different structures and processes for improving its global operations. Topics covered include: TOC deployment worldwide, the operations improvement process and consultant organization, TOC and ERP, as well as insights from successes and failures. |
DVD 5, 41 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 531 |
Conference Proceedings |
|
Towards operational excellence: Applying TOC in a global manufacturing organization |
2008 |
Las Vegas, NV |
ABB has been applying TOC for more than 10 years, and in that time, has developed different structures and processes for improving its global operations. Topics covered include: TOC deployment worldwide, the operations improvement process and consultant organization, TOC and ERP, as well as insights from successes and failures. |
DVD 5, 41 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 532 |
Conference Proceedings |
Dettmer, Bill |
Intermediate objectives (IO) map: The foundation of strategy development and problem solving |
2008 |
Las Vegas, NV |
This presentation discusses a little used tool in the theory of constraints thinking processes (TP), the intermediate objectives ((IO) map. Shortcomings of the future reality tree and evaporating cloud lead to the investigation of the use of the IO map to overcome these shortcomings. The presentation discusses the TP background, the role of a goal and necessary conditions, functions of the IO map, and a practical exercise. The original TP tools and their sequence in use was current reality tree (CRT), evaporating cloud (EC), future reality tree (FRT), prerequisite tree (PRT), and transition tree (TRT). While the CRT was the first and most critical step as this represented the identification of the core problem several problems existed: ponderous, too complex; too many undesirable effects and difficulty in reaching a single core problem. The process needs focus to avoid vague undesirable effects (UDEs) unrelated to the goal. The process should include: 1. Define the system in question; 2. Articulate the goal of the system; 3. Determine the critical success factors (a few instrumental terminal outcomes); 4. Define supporting necessary conditions (usually high-level, functional in nature). The IO map consists of a hierarchy from goal to critical success factors to necessary conditions to…. The benefits of an IO map are discussed. System boundaries are illustrated; span of control and sphere of influence are discussed. A simple IO map for a manufacturer is provided. The IO map may be used to identify the UDEs that should be used in the CRT. This will help eliminate trivial UDEs and simplify the CRT. |
DVD 4, 50 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 533 |
Conference Proceedings |
|
Intermediate objectives (IO) map: The foundation of strategy development and problem solving |
2008 |
Las Vegas, NV |
This presentation discusses a little used tool in the theory of constraints thinking processes (TP), the intermediate objectives ((IO) map. Shortcomings of the future reality tree and evaporating cloud lead to the investigation of the use of the IO map to overcome these shortcomings. The presentation discusses the TP background, the role of a goal and necessary conditions, functions of the IO map, and a practical exercise. The original TP tools and their sequence in use was current reality tree (CRT), evaporating cloud (EC), future reality tree (FRT), prerequisite tree (PRT), and transition tree (TRT). While the CRT was the first and most critical step as this represented the identification of the core problem several problems existed: ponderous, too complex; too many undesirable effects and difficulty in reaching a single core problem. The process needs focus to avoid vague undesirable effects (UDEs) unrelated to the goal. The process should include: 1. Define the system in question; 2. Articulate the goal of the system; 3. Determine the critical success factors (a few instrumental terminal outcomes); 4. Define supporting necessary conditions (usually high-level, functional in nature). The IO map consists of a hierarchy from goal to critical success factors to necessary conditions to…. The benefits of an IO map are discussed. System boundaries are illustrated; span of control and sphere of influence are discussed. A simple IO map for a manufacturer is provided. The IO map may be used to identify the UDEs that should be used in the CRT. This will help eliminate trivial UDEs and simplify the CRT. |
DVD 4, 50 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 534 |
Conference Proceedings |
Dettmer, Bill |
Changing the status quo - Why dont those @#$%^&* get it?! |
2008 |
Las Vegas, NV |
The presentation describes: 1. Why apathy (or resistance to change) occurs; 2. The cognitive side of change; 3. A change strategy (blueprint). Why do most clients think you did a great job in presenting then nothing happens? Logic is not enough; you must overcome emotion, behavior and motivation. These are likely to outweigh your logic. Efrat's cloud of A Happiness B Satisfaction D Initiate change C Security and D' Resist change is discussed. Mental maps, technology adoption life cycle, risk aversion verses risk takers, paradigms, etc. are described and how they might fit with Efrat's cloud. A change implementation model is described. |
DVD 5, 56 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 535 |
Conference Proceedings |
|
Changing the status quo - Why dont those @#$%^&* get it?! |
2008 |
Las Vegas, NV |
The presentation describes: 1. Why apathy (or resistance to change) occurs; 2. The cognitive side of change; 3. A change strategy (blueprint). Why do most clients think you did a great job in presenting then nothing happens? Logic is not enough; you must overcome emotion, behavior and motivation. These are likely to outweigh your logic. Efrat's cloud of A Happiness B Satisfaction D Initiate change C Security and D' Resist change is discussed. Mental maps, technology adoption life cycle, risk aversion verses risk takers, paradigms, etc. are described and how they might fit with Efrat's cloud. A change implementation model is described. |
DVD 5, 56 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 536 |
Conference Proceedings |
Kendall, Gerald |
The people side of implementing TOC: Driving human behavior |
2008 |
Las Vegas, NV |
The presenters share the experiments conducted at Décor Cabinets and other implementations over 4 years in dealing with the people challenges of implementing TOC. The presentation is organized around the "Six Principles of Influencing Behavior". For each principle: the principle is stated and explained; a Décor example; an example from other TOC efforts; an example from the audience is given. Comments and questions are provided. Last a panel rating (audience show of hands) and prizes are given. |
DVD 8, 46 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 537 |
Conference Proceedings |
Dyck, Larry |
The people side of implementing TOC: Driving human behavior |
2008 |
Las Vegas, NV |
The presenters share the experiments conducted at Décor Cabinets and other implementations over 4 years in dealing with the people challenges of implementing TOC. The presentation is organized around the "Six Principles of Influencing Behavior". For each principle: the principle is stated and explained; a Décor example; an example from other TOC efforts; an example from the audience is given. Comments and questions are provided. Last a panel rating (audience show of hands) and prizes are given. |
DVD 8, 46 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 538 |
Conference Proceedings |
|
The people side of implementing TOC: Driving human behavior |
2008 |
Las Vegas, NV |
The presenters share the experiments conducted at Décor Cabinets and other implementations over 4 years in dealing with the people challenges of implementing TOC. The presentation is organized around the "Six Principles of Influencing Behavior". For each principle: the principle is stated and explained; a Décor example; an example from other TOC efforts; an example from the audience is given. Comments and questions are provided. Last a panel rating (audience show of hands) and prizes are given. |
DVD 8, 46 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 539 |
Conference Proceedings |
Gillan, Daniel |
TOC implementation six years later (US Marine Corps.) |
2008 |
Las Vegas, NV |
The USMC (US Marine Corp.) repair facility leadership at Albany, GA shares their TOC-focused seven-year journey of continuous improvement. They are a large maintenance, repair and overhaul (MRO) operation responsible for reconstituting and regenerating mission capability for all the wheel and track vehicles in the USMC inventory. The mission capability requirement reach spans the world making it a true global logistical challenge. They share their experience of how they achieved these significant improvements. |
DVD 3, 1 hour 29 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 540 |
Conference Proceedings |
Humpert, Don |
TOC implementation six years later (US Marine Corps.) |
2008 |
Las Vegas, NV |
The USMC (US Marine Corp.) repair facility leadership at Albany, GA shares their TOC-focused seven-year journey of continuous improvement. They are a large maintenance, repair and overhaul (MRO) operation responsible for reconstituting and regenerating mission capability for all the wheel and track vehicles in the USMC inventory. The mission capability requirement reach spans the world making it a true global logistical challenge. They share their experience of how they achieved these significant improvements. |
DVD 3, 1 hour 29 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 541 |
Conference Proceedings |
Black, Bert |
TOC implementation six years later (US Marine Corps.) |
2008 |
Las Vegas, NV |
The USMC (US Marine Corp.) repair facility leadership at Albany, GA shares their TOC-focused seven-year journey of continuous improvement. They are a large maintenance, repair and overhaul (MRO) operation responsible for reconstituting and regenerating mission capability for all the wheel and track vehicles in the USMC inventory. The mission capability requirement reach spans the world making it a true global logistical challenge. They share their experience of how they achieved these significant improvements. |
DVD 3, 1 hour 29 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 542 |
Conference Proceedings |
Foreman, Steve |
TOC implementation six years later (US Marine Corps.) |
2008 |
Las Vegas, NV |
The USMC (US Marine Corp.) repair facility leadership at Albany, GA shares their TOC-focused seven-year journey of continuous improvement. They are a large maintenance, repair and overhaul (MRO) operation responsible for reconstituting and regenerating mission capability for all the wheel and track vehicles in the USMC inventory. The mission capability requirement reach spans the world making it a true global logistical challenge. They share their experience of how they achieved these significant improvements. |
DVD 3, 1 hour 29 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 543 |
Conference Proceedings |
|
TOC implementation six years later (US Marine Corps.) |
2008 |
Las Vegas, NV |
The USMC (US Marine Corp.) repair facility leadership at Albany, GA shares their TOC-focused seven-year journey of continuous improvement. They are a large maintenance, repair and overhaul (MRO) operation responsible for reconstituting and regenerating mission capability for all the wheel and track vehicles in the USMC inventory. The mission capability requirement reach spans the world making it a true global logistical challenge. They share their experience of how they achieved these significant improvements. |
DVD 3, 1 hour 29 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 544 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Keynote presentation: What is TOC? |
2008 |
Las Vegas, NV |
This presentation defines what TOC is briefly then lays out the different assumptions of TOC putting them into a four-day workshop format titled Now and in the Future. Briefly for those individuals that understand TOC has two assumptions of reality: Reality is built on inherent simplicity and people are good. These two facts of life are combined as: IF reality is built on inherent simplicity and people are good Then TOC. What this means is that if people understood that if they fully understood reality (have the correct perception of reality) and understood that people are good (they want to do the right things) THEN they would have a goal, vision, mission, strategy and tactics, policies and procedures and culture that supported their organization. This would be TOC! Eli then said that only TOC experts would understand this simple definition. He then lays out the parts of TOC and discusses how this would be taught as a four-day workshop. |
DVD 1, 1 hour 6 minutes, no pdf, |
https://www.tocico.org/page/2008ConferenceProceedings |
| 545 |
Conference Proceedings |
|
Keynote presentation: What is TOC? |
2008 |
Las Vegas, NV |
This presentation defines what TOC is briefly then lays out the different assumptions of TOC putting them into a four-day workshop format titled Now and in the Future. Briefly for those individuals that understand TOC has two assumptions of reality: Reality is built on inherent simplicity and people are good. These two facts of life are combined as: IF reality is built on inherent simplicity and people are good Then TOC. What this means is that if people understood that if they fully understood reality (have the correct perception of reality) and understood that people are good (they want to do the right things) THEN they would have a goal, vision, mission, strategy and tactics, policies and procedures and culture that supported their organization. This would be TOC! Eli then said that only TOC experts would understand this simple definition. He then lays out the parts of TOC and discusses how this would be taught as a four-day workshop. |
DVD 1, 1 hour 6 minutes, no pdf, |
https://www.tocico.org/page/2008ConferenceProceedings |
| 546 |
Conference Proceedings |
Gómez, Xanier |
Guaranteed reliability |
2008 |
Las Vegas, NV |
Plastigomez is a company that produces plastic sheets, rolls and printed PE packaging products for several industry and commercial clients in Ecuador. The project started May 2006 and two years later, after a rocky ride, the company is starting to show the benefits of staying the course. |
DVD 5, 23 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 547 |
Conference Proceedings |
Arevalo, Javier |
Guaranteed reliability |
2008 |
Las Vegas, NV |
Plastigomez is a company that produces plastic sheets, rolls and printed PE packaging products for several industry and commercial clients in Ecuador. The project started May 2006 and two years later, after a rocky ride, the company is starting to show the benefits of staying the course. |
DVD 5, 23 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 548 |
Conference Proceedings |
|
Guaranteed reliability |
2008 |
Las Vegas, NV |
Plastigomez is a company that produces plastic sheets, rolls and printed PE packaging products for several industry and commercial clients in Ecuador. The project started May 2006 and two years later, after a rocky ride, the company is starting to show the benefits of staying the course. |
DVD 5, 23 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 549 |
Conference Proceedings |
Granot, Mickey |
The science of successful TOC holistic implementation |
2008 |
Las Vegas, NV |
This presentation describes the use of the Viable Vision (VV) and the strategy and tactics (S&T) tree. The S&T tree provides a method of focusing the organization's management and efforts. The focus is on the decisive competitive edge of inventory turns. There are different templates that provided different focuses on different competitive edges. Traditionally management spreads attention on everything versus the TOC focus methods. The first step is to get top management to adopt the S&T as the only initiative of the company. One must ensure an outstanding start of the S&T initiative with immediate substantial organization benefits. An example is provided of a large company where within 12 weeks SDBR, distribution replenishment solution, sales solution, CC solutions, etc. were implemented. Lead time shrunk 50%, productivity doubled, 50% excess capacity exposed, shortages eliminated, availability increased (sales increased 20%), project lead time reduced 20%, DDP increased from 20 to 83%, and productivity doubled. |
DVD 1, 52 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 550 |
Conference Proceedings |
|
The science of successful TOC holistic implementation |
2008 |
Las Vegas, NV |
This presentation describes the use of the Viable Vision (VV) and the strategy and tactics (S&T) tree. The S&T tree provides a method of focusing the organization's management and efforts. The focus is on the decisive competitive edge of inventory turns. There are different templates that provided different focuses on different competitive edges. Traditionally management spreads attention on everything versus the TOC focus methods. The first step is to get top management to adopt the S&T as the only initiative of the company. One must ensure an outstanding start of the S&T initiative with immediate substantial organization benefits. An example is provided of a large company where within 12 weeks SDBR, distribution replenishment solution, sales solution, CC solutions, etc. were implemented. Lead time shrunk 50%, productivity doubled, 50% excess capacity exposed, shortages eliminated, availability increased (sales increased 20%), project lead time reduced 20%, DDP increased from 20 to 83%, and productivity doubled. |
DVD 1, 52 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 551 |
Conference Proceedings |
Immelman, Ray |
First Solar case study |
2008 |
Las Vegas, NV |
First Solar has grown significantly in the past seven years, and established itself as the leader in the manufacture of thin film solar modules. The theory of constraints is a core element in the company's quest for rapid, sustainable improvement, and is embedded in the corporate culture. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 552 |
Conference Proceedings |
|
First Solar case study |
2008 |
Las Vegas, NV |
First Solar has grown significantly in the past seven years, and established itself as the leader in the manufacture of thin film solar modules. The theory of constraints is a core element in the company's quest for rapid, sustainable improvement, and is embedded in the corporate culture. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 553 |
Conference Proceedings |
Jacob, Dee |
Project management in a lean world |
2008 |
Las Vegas, NV |
The objectives of this presentation are for the audience to: understand why applying lean / six sigma (LSS) to project management (PM) is difficult; translating LSS elements to project management environments; and PM techniques incorporating LSS. The presentation describes the background of lean, six sigma, and lean / six sigma in addition to the obstacles of applying LSS to PM; translating LSS into the project environment; and updating traditional project management for LSS. Numerous basic terms of lean (lean, lean thinking, waste, muda, value added, business value added, non-value added, categories of waste, and the building blocks of lean) are defined. Numerous basic terms of six sigma (six sigma, six sigma thinking, DMAIC phase steps, etc.) are defined. Today LSS is an integrated approach but it doesn't translate into the project environment directly. Lean in multi-projects means the right quantity of projects at the right time with the correct content as quickly as possible to meet each project's commitments. That definition translates to the individual project, the task priorities and the task management levels. The differences between activity and productivity are discussed as is the definition of productivity in the traditional project management environment. We need to look at productivity from the task instead of the resource perspective. |
DVD 8, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 554 |
Conference Proceedings |
Mendenhall, Bob |
Project management in a lean world |
2008 |
Las Vegas, NV |
The objectives of this presentation are for the audience to: understand why applying lean / six sigma (LSS) to project management (PM) is difficult; translating LSS elements to project management environments; and PM techniques incorporating LSS. The presentation describes the background of lean, six sigma, and lean / six sigma in addition to the obstacles of applying LSS to PM; translating LSS into the project environment; and updating traditional project management for LSS. Numerous basic terms of lean (lean, lean thinking, waste, muda, value added, business value added, non-value added, categories of waste, and the building blocks of lean) are defined. Numerous basic terms of six sigma (six sigma, six sigma thinking, DMAIC phase steps, etc.) are defined. Today LSS is an integrated approach but it doesn't translate into the project environment directly. Lean in multi-projects means the right quantity of projects at the right time with the correct content as quickly as possible to meet each project's commitments. That definition translates to the individual project, the task priorities and the task management levels. The differences between activity and productivity are discussed as is the definition of productivity in the traditional project management environment. We need to look at productivity from the task instead of the resource perspective. |
DVD 8, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 555 |
Conference Proceedings |
|
Project management in a lean world |
2008 |
Las Vegas, NV |
The objectives of this presentation are for the audience to: understand why applying lean / six sigma (LSS) to project management (PM) is difficult; translating LSS elements to project management environments; and PM techniques incorporating LSS. The presentation describes the background of lean, six sigma, and lean / six sigma in addition to the obstacles of applying LSS to PM; translating LSS into the project environment; and updating traditional project management for LSS. Numerous basic terms of lean (lean, lean thinking, waste, muda, value added, business value added, non-value added, categories of waste, and the building blocks of lean) are defined. Numerous basic terms of six sigma (six sigma, six sigma thinking, DMAIC phase steps, etc.) are defined. Today LSS is an integrated approach but it doesn't translate into the project environment directly. Lean in multi-projects means the right quantity of projects at the right time with the correct content as quickly as possible to meet each project's commitments. That definition translates to the individual project, the task priorities and the task management levels. The differences between activity and productivity are discussed as is the definition of productivity in the traditional project management environment. We need to look at productivity from the task instead of the resource perspective. |
DVD 8, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 556 |
Conference Proceedings |
Kim, Inll |
TOC in global shipbuilding company: Focused on decision supporting methodology for product portfolio strategy |
2008 |
Las Vegas, NV |
This presentation is a case study of Daewoo Shipbuilding & Marine Engineering (Korea). It describes a decision-supporting methodology and system based on theory of constraints for making an optimal product strategy in the shipbuilding industry. Examples are presented to show that the proposed methodology and system can effectively support the strategic decision-making process of a global shipbuilding company. |
DVD 6, 38 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 557 |
Conference Proceedings |
|
TOC in global shipbuilding company: Focused on decision supporting methodology for product portfolio strategy |
2008 |
Las Vegas, NV |
This presentation is a case study of Daewoo Shipbuilding & Marine Engineering (Korea). It describes a decision-supporting methodology and system based on theory of constraints for making an optimal product strategy in the shipbuilding industry. Examples are presented to show that the proposed methodology and system can effectively support the strategic decision-making process of a global shipbuilding company. |
DVD 6, 38 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 558 |
Conference Proceedings |
Kirloskar, Niranjan |
Viable Vision - A reality |
2008 |
Las Vegas, NV |
As an auto parts company, Fleetguard is a market leader in the filtration systems, with 5 plants spread across India. The presentation is focused on the implementation and achievements in the distributor to retailer leg of its supply chain and the pull created in the market and institutional segment growth solution. |
DVD 4, 34 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 559 |
Conference Proceedings |
|
Viable Vision - A reality |
2008 |
Las Vegas, NV |
As an auto parts company, Fleetguard is a market leader in the filtration systems, with 5 plants spread across India. The presentation is focused on the implementation and achievements in the distributor to retailer leg of its supply chain and the pull created in the market and institutional segment growth solution. |
DVD 4, 34 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 560 |
Conference Proceedings |
Lang, Lisa |
Achieving success with a mafia offer |
2008 |
Las Vegas, NV |
This presentation provides the definition and benefits of a Mafia offer; the background providing our experience with clients; the six most common problems and solutions; other lessons learned and the results of Mafia offers. A Mafia offer is an offer that meets a client's significant need to the extent that no significant competitor can. (Dr. Eli Goldratt) A Mafia offer is an offer so good, that your customers can't refuse it and your competition can't or won't offer the same. The Mafia offer should increase sales and profits significantly and guide the strategy and tactics for the entire organization. The Mafia offer boot camp is described. The six common problems include how your offer is presented; getting in to make your Mafia offer presentation; the number of prospects; risk, paranoia, too good to be true; your target market; and quality / lead-time / DDP / customer service. Lisa provides a case study illustrating the problems and solutions. |
DVD 2, 36 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 561 |
Conference Proceedings |
|
Achieving success with a mafia offer |
2008 |
Las Vegas, NV |
This presentation provides the definition and benefits of a Mafia offer; the background providing our experience with clients; the six most common problems and solutions; other lessons learned and the results of Mafia offers. A Mafia offer is an offer that meets a client's significant need to the extent that no significant competitor can. (Dr. Eli Goldratt) A Mafia offer is an offer so good, that your customers can't refuse it and your competition can't or won't offer the same. The Mafia offer should increase sales and profits significantly and guide the strategy and tactics for the entire organization. The Mafia offer boot camp is described. The six common problems include how your offer is presented; getting in to make your Mafia offer presentation; the number of prospects; risk, paranoia, too good to be true; your target market; and quality / lead-time / DDP / customer service. Lisa provides a case study illustrating the problems and solutions. |
DVD 2, 36 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 562 |
Conference Proceedings |
Ronen, Boaz |
Upgrading the TOC BOK: Focused methodologies for the telco industry |
2008 |
Las Vegas, NV |
This presentation describes the use of theory of constraints in the telecommunications (telco) industry. First, the telco industry is described as a service industry with no finished goods, measures are customer service driven, information technology (IT) based and capital intensive, high operating expenses and investments, etc. Value-focused management was developed to apply TOC to this industry. The five step process is: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; and 5. Execute and control. The focus is not to make more throughput but to make more value. The broader goal is to increase the shareholders' value, defined as discounted cash flow (DCF). An example is given. A value driver is any performance variable that can significantly increase shareholders' value. Managerial value drivers for the telco industry are measures of performance, IT strategic gating, 25/25 rule; IT throughput; sales throughput; complexity reduction; cost accounting, pricing and decision making; and customer service/call centers. Examples of each driver are given. A permanent bottleneck is defined as a bottleneck that cannot be moved. It has 300-400% more demand than capacity. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 563 |
Conference Proceedings |
Pass, Shimeon |
Upgrading the TOC BOK: Focused methodologies for the telco industry |
2008 |
Las Vegas, NV |
This presentation describes the use of theory of constraints in the telecommunications (telco) industry. First, the telco industry is described as a service industry with no finished goods, measures are customer service driven, information technology (IT) based and capital intensive, high operating expenses and investments, etc. Value-focused management was developed to apply TOC to this industry. The five step process is: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; and 5. Execute and control. The focus is not to make more throughput but to make more value. The broader goal is to increase the shareholders' value, defined as discounted cash flow (DCF). An example is given. A value driver is any performance variable that can significantly increase shareholders' value. Managerial value drivers for the telco industry are measures of performance, IT strategic gating, 25/25 rule; IT throughput; sales throughput; complexity reduction; cost accounting, pricing and decision making; and customer service/call centers. Examples of each driver are given. A permanent bottleneck is defined as a bottleneck that cannot be moved. It has 300-400% more demand than capacity. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 564 |
Conference Proceedings |
|
Upgrading the TOC BOK: Focused methodologies for the telco industry |
2008 |
Las Vegas, NV |
This presentation describes the use of theory of constraints in the telecommunications (telco) industry. First, the telco industry is described as a service industry with no finished goods, measures are customer service driven, information technology (IT) based and capital intensive, high operating expenses and investments, etc. Value-focused management was developed to apply TOC to this industry. The five step process is: 1. Determine the goal; 2. Define measures of performance; 3. Identify the significant value drivers; 4. Decide how to exploit and improve the value drivers; and 5. Execute and control. The focus is not to make more throughput but to make more value. The broader goal is to increase the shareholders' value, defined as discounted cash flow (DCF). An example is given. A value driver is any performance variable that can significantly increase shareholders' value. Managerial value drivers for the telco industry are measures of performance, IT strategic gating, 25/25 rule; IT throughput; sales throughput; complexity reduction; cost accounting, pricing and decision making; and customer service/call centers. Examples of each driver are given. A permanent bottleneck is defined as a bottleneck that cannot be moved. It has 300-400% more demand than capacity. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 565 |
Conference Proceedings |
Scheinkopf, Lisa |
Implementing TOC: The new & improved relationship between the consultant & the client |
2008 |
Las Vegas, NV |
This presentation discusses the four necessary conditions in successful implementations for the client: The client must retain independence; the client must own the implementation; the client must understand what to do; and the client must achieve excellent results. The first dilemma has objective A Have a successful implementation; B The consultant must ensure that the client retains independence; D The consultant mode of operation must be hands-off; C The consultant must ensure that the client understands what to do; and D' The consultant mode of operation must be hands-on. The second dilemma has objective A Successful implementation B The consultant must ensure that the client owns the implementation; D The mode of operation must be client directs (content, pace); C The consultant must ensure that the client achieves excellent results; and D' The mode of operation must be consultant directs (content, pace). An analogy of proper TOC consulting and scuba diving is provided. The steps that a scuba diver takes to learn and become good are mapped to the four necessary conditions for a successful relationship between consultant and client. The lessons learned from learning scuba diving are applied to consulting. The recommended solution is to be hands-on and consultant-directed leading the client through the first few times. A process is then used to ensure that the client has a full understanding and the ability to use the TOC tools effectively. |
DVD 6, 30 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 566 |
Conference Proceedings |
|
Implementing TOC: The new & improved relationship between the consultant & the client |
2008 |
Las Vegas, NV |
This presentation discusses the four necessary conditions in successful implementations for the client: The client must retain independence; the client must own the implementation; the client must understand what to do; and the client must achieve excellent results. The first dilemma has objective A Have a successful implementation; B The consultant must ensure that the client retains independence; D The consultant mode of operation must be hands-off; C The consultant must ensure that the client understands what to do; and D' The consultant mode of operation must be hands-on. The second dilemma has objective A Successful implementation B The consultant must ensure that the client owns the implementation; D The mode of operation must be client directs (content, pace); C The consultant must ensure that the client achieves excellent results; and D' The mode of operation must be consultant directs (content, pace). An analogy of proper TOC consulting and scuba diving is provided. The steps that a scuba diver takes to learn and become good are mapped to the four necessary conditions for a successful relationship between consultant and client. The lessons learned from learning scuba diving are applied to consulting. The recommended solution is to be hands-on and consultant-directed leading the client through the first few times. A process is then used to ensure that the client has a full understanding and the ability to use the TOC tools effectively. |
DVD 6, 30 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 567 |
Conference Proceedings |
Schragenheim, Amir |
The software ramp |
2008 |
Las Vegas, NV |
This presentation presents the learnings and conclusions discovered during the TOC software implementation involved in Viable Vision (VV) and non-Viable Vision projects. The software, Inherent Simplicity, has had over sixty TOC implementations. There is at least one paradigm shift involved in each project. The presentation discusses the different players who need to buy-in for a successful project; shows how software can speed results significantly; and describes common pitfalls in TOC project and software implementations. The buy-in of the owner, the information technology (IT) department and the user is different for each person but getting each party's buy-in is essential for project success. Examples are provided of pitfalls, benefits, common myths, etc. |
DVD 2, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 568 |
Conference Proceedings |
Raz, Roei |
The software ramp |
2008 |
Las Vegas, NV |
This presentation presents the learnings and conclusions discovered during the TOC software implementation involved in Viable Vision (VV) and non-Viable Vision projects. The software, Inherent Simplicity, has had over sixty TOC implementations. There is at least one paradigm shift involved in each project. The presentation discusses the different players who need to buy-in for a successful project; shows how software can speed results significantly; and describes common pitfalls in TOC project and software implementations. The buy-in of the owner, the information technology (IT) department and the user is different for each person but getting each party's buy-in is essential for project success. Examples are provided of pitfalls, benefits, common myths, etc. |
DVD 2, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 569 |
Conference Proceedings |
Yoel, Amir |
The software ramp |
2008 |
Las Vegas, NV |
This presentation presents the learnings and conclusions discovered during the TOC software implementation involved in Viable Vision (VV) and non-Viable Vision projects. The software, Inherent Simplicity, has had over sixty TOC implementations. There is at least one paradigm shift involved in each project. The presentation discusses the different players who need to buy-in for a successful project; shows how software can speed results significantly; and describes common pitfalls in TOC project and software implementations. The buy-in of the owner, the information technology (IT) department and the user is different for each person but getting each party's buy-in is essential for project success. Examples are provided of pitfalls, benefits, common myths, etc. |
DVD 2, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 570 |
Conference Proceedings |
|
The software ramp |
2008 |
Las Vegas, NV |
This presentation presents the learnings and conclusions discovered during the TOC software implementation involved in Viable Vision (VV) and non-Viable Vision projects. The software, Inherent Simplicity, has had over sixty TOC implementations. There is at least one paradigm shift involved in each project. The presentation discusses the different players who need to buy-in for a successful project; shows how software can speed results significantly; and describes common pitfalls in TOC project and software implementations. The buy-in of the owner, the information technology (IT) department and the user is different for each person but getting each party's buy-in is essential for project success. Examples are provided of pitfalls, benefits, common myths, etc. |
DVD 2, 1 hour 8 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 571 |
Conference Proceedings |
Smith, Chad |
Beyond MRP: How actively synchronized replenishment (ASR) solves the material synchronization challenge |
2008 |
Las Vegas, NV |
This presentation describes the term actively synchronized replenishment (ASR) which is different from the traditional push (replenishment or distribution) solution. It includes manufacturing and MRP with many (6 or more) levels of bills of materials, vertically integrated business unit, etc. The underlying problem is that of the push versus pull distribution system conflict. The company wants to use lean (pull) but the company is also using a forecast to determine demand (push). The undesirable effects (UDEs) of poor material synchronization are listed and discussed. Survey statistics related to the problems of push are provided. The purchasing and fulfillment links seem to be working well in a number of companies but the MRP (all pure pull) is not functioning well. MRP was conceived in the early 50s and commercially coded in the 1970's. The environment has changed significantly while MRP has not. The details of ASR are provided with buffer locations and the supporting logic. Examples are provided where ASR should be used. ERP (enterprise resource planning, the traditional push solution) has not solved the problem. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 572 |
Conference Proceedings |
|
Beyond MRP: How actively synchronized replenishment (ASR) solves the material synchronization challenge |
2008 |
Las Vegas, NV |
This presentation describes the term actively synchronized replenishment (ASR) which is different from the traditional push (replenishment or distribution) solution. It includes manufacturing and MRP with many (6 or more) levels of bills of materials, vertically integrated business unit, etc. The underlying problem is that of the push versus pull distribution system conflict. The company wants to use lean (pull) but the company is also using a forecast to determine demand (push). The undesirable effects (UDEs) of poor material synchronization are listed and discussed. Survey statistics related to the problems of push are provided. The purchasing and fulfillment links seem to be working well in a number of companies but the MRP (all pure pull) is not functioning well. MRP was conceived in the early 50s and commercially coded in the 1970's. The environment has changed significantly while MRP has not. The details of ASR are provided with buffer locations and the supporting logic. Examples are provided where ASR should be used. ERP (enterprise resource planning, the traditional push solution) has not solved the problem. |
DVD 7 |
https://www.tocico.org/page/2008ConferenceProceedings |
| 573 |
Conference Proceedings |
Soo, Henry |
Solution for profit - High-end leatherware factory in China |
2008 |
Las Vegas, NV |
This presentation describes the implementation of theory of constraints in a ladies fashion handbag manufacturer in China. Some raw materials come from Italy. Characteristics are: the company seldom has reorders for the same SKU; customers order twice or four times per year (seasonal forecast); flexibility in delivery lead time (20-45 days); delivery lead time (excluding shipment) averages 45 days from date of all information confirmed, material received and validated, etc.; about 20% of orders are required within 30 days; average production lead time is 45 days; high variability in daily production capacity; and WIP is very high. Undesirable effects (UDEs) include: material is in shortage when needed; production priorities change frequently; too much expediting exists; and often resources are not available when needed. The implementation objective was to achieve 0 throughput dollar days (TDD) in 120 days. Current TDD is over 100 million. After implementation lead time was 12 days compared to 45; inventory level was 500 kits compared to 3000 and due date performance was 100% compared to 60%. |
DVD 4, 35 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 574 |
Conference Proceedings |
|
Solution for profit - High-end leatherware factory in China |
2008 |
Las Vegas, NV |
This presentation describes the implementation of theory of constraints in a ladies fashion handbag manufacturer in China. Some raw materials come from Italy. Characteristics are: the company seldom has reorders for the same SKU; customers order twice or four times per year (seasonal forecast); flexibility in delivery lead time (20-45 days); delivery lead time (excluding shipment) averages 45 days from date of all information confirmed, material received and validated, etc.; about 20% of orders are required within 30 days; average production lead time is 45 days; high variability in daily production capacity; and WIP is very high. Undesirable effects (UDEs) include: material is in shortage when needed; production priorities change frequently; too much expediting exists; and often resources are not available when needed. The implementation objective was to achieve 0 throughput dollar days (TDD) in 120 days. Current TDD is over 100 million. After implementation lead time was 12 days compared to 45; inventory level was 500 kits compared to 3000 and due date performance was 100% compared to 60%. |
DVD 4, 35 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 575 |
Conference Proceedings |
Vanegas, Mauricio |
Strategy for enduring success |
2008 |
Las Vegas, NV |
Azul-K SA (Colombia) has implemented a Strategy for Enduring Process Improvement which doesn't permit inertia to reenter the system. The strategy of the Colombian soap producer Azul-K SA used during the last 15 years, focused in satisfying the needs of all its external and internal customers through synchronizing the management of all its proper operations including logistics, financial, sales, merchandising, etc., ensuring that all employees know and fulfill all the POS (Procedural Standards) required for the correct operation of the system. |
DVD 6, 14 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 576 |
Conference Proceedings |
|
Strategy for enduring success |
2008 |
Las Vegas, NV |
Azul-K SA (Colombia) has implemented a Strategy for Enduring Process Improvement which doesn't permit inertia to reenter the system. The strategy of the Colombian soap producer Azul-K SA used during the last 15 years, focused in satisfying the needs of all its external and internal customers through synchronizing the management of all its proper operations including logistics, financial, sales, merchandising, etc., ensuring that all employees know and fulfill all the POS (Procedural Standards) required for the correct operation of the system. |
DVD 6, 14 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 577 |
Conference Proceedings |
Bhathena, Zaru |
Is this theory of constraints or theory of liberating minds |
2008 |
Las Vegas, NV |
NAT Steel Equipment Private Limited (India), an equipment manufacturing company, created a red curve strategy of financial growth. A company history, in addition to products and customers descriptions is provided. National Steel was an average company until it implemented TOC. With all the conventional rules, National Steel achieved its Viable Vision (VV) in one year. Recall a VV means that your sales today will be equal to your profit in four years. The difference was the perspective of a TOC practitioner. Two goals were set: to deliver on time and to generate a positive cash flow. Rule 1 is to list and prioritize all of the pending orders. Rule 2 is that no more than orders for three machines are on the shop floor at one time (no machine can be started unless 100% raw materials availability). Previously we tried to make twenty machines at a time. Lead time is 3 days now. Rule 3 is to never believe the customer. We developed a process to create honesty in the customer. We had a daily meeting to determine and reinforce priorities. We affixed a white board inside the entrance of the factory with the priority list. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 578 |
Conference Proceedings |
Gilani, Ravi |
Is this theory of constraints or theory of liberating minds |
2008 |
Las Vegas, NV |
NAT Steel Equipment Private Limited (India), an equipment manufacturing company, created a red curve strategy of financial growth. A company history, in addition to products and customers descriptions is provided. National Steel was an average company until it implemented TOC. With all the conventional rules, National Steel achieved its Viable Vision (VV) in one year. Recall a VV means that your sales today will be equal to your profit in four years. The difference was the perspective of a TOC practitioner. Two goals were set: to deliver on time and to generate a positive cash flow. Rule 1 is to list and prioritize all of the pending orders. Rule 2 is that no more than orders for three machines are on the shop floor at one time (no machine can be started unless 100% raw materials availability). Previously we tried to make twenty machines at a time. Lead time is 3 days now. Rule 3 is to never believe the customer. We developed a process to create honesty in the customer. We had a daily meeting to determine and reinforce priorities. We affixed a white board inside the entrance of the factory with the priority list. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 579 |
Conference Proceedings |
Ghoshal, Sanjay |
Is this theory of constraints or theory of liberating minds |
2008 |
Las Vegas, NV |
NAT Steel Equipment Private Limited (India), an equipment manufacturing company, created a red curve strategy of financial growth. A company history, in addition to products and customers descriptions is provided. National Steel was an average company until it implemented TOC. With all the conventional rules, National Steel achieved its Viable Vision (VV) in one year. Recall a VV means that your sales today will be equal to your profit in four years. The difference was the perspective of a TOC practitioner. Two goals were set: to deliver on time and to generate a positive cash flow. Rule 1 is to list and prioritize all of the pending orders. Rule 2 is that no more than orders for three machines are on the shop floor at one time (no machine can be started unless 100% raw materials availability). Previously we tried to make twenty machines at a time. Lead time is 3 days now. Rule 3 is to never believe the customer. We developed a process to create honesty in the customer. We had a daily meeting to determine and reinforce priorities. We affixed a white board inside the entrance of the factory with the priority list. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 580 |
Conference Proceedings |
|
Is this theory of constraints or theory of liberating minds |
2008 |
Las Vegas, NV |
NAT Steel Equipment Private Limited (India), an equipment manufacturing company, created a red curve strategy of financial growth. A company history, in addition to products and customers descriptions is provided. National Steel was an average company until it implemented TOC. With all the conventional rules, National Steel achieved its Viable Vision (VV) in one year. Recall a VV means that your sales today will be equal to your profit in four years. The difference was the perspective of a TOC practitioner. Two goals were set: to deliver on time and to generate a positive cash flow. Rule 1 is to list and prioritize all of the pending orders. Rule 2 is that no more than orders for three machines are on the shop floor at one time (no machine can be started unless 100% raw materials availability). Previously we tried to make twenty machines at a time. Lead time is 3 days now. Rule 3 is to never believe the customer. We developed a process to create honesty in the customer. We had a daily meeting to determine and reinforce priorities. We affixed a white board inside the entrance of the factory with the priority list. |
DVD 6, 39 minutes |
https://www.tocico.org/page/2008ConferenceProceedings |
| 581 |
Conference Proceedings |
Arai, Hitoshi |
Myths about product registration of medical devices in Japan |
2009 |
Tokyo, JP |
Due to its rapidly aging population, Japan has been a very attractive market to medical device manufacturers. This presentation introduces organizational efforts for improving its performance using the concepts of TOC, such as critical chain project management (CCPM) and the thinking processes (TP). Internal touch-time to register a product has been shortened by about 30-70% in a multiple projects environment with less people and without compromising compliance. |
DVD 6, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 582 |
Conference Proceedings |
Ogashiwa, Tadashi |
Myths about product registration of medical devices in Japan |
2009 |
Tokyo, JP |
Due to its rapidly aging population, Japan has been a very attractive market to medical device manufacturers. This presentation introduces organizational efforts for improving its performance using the concepts of TOC, such as critical chain project management (CCPM) and the thinking processes (TP). Internal touch-time to register a product has been shortened by about 30-70% in a multiple projects environment with less people and without compromising compliance. |
DVD 6, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 583 |
Conference Proceedings |
Iwakiri, Yuichiro |
Myths about product registration of medical devices in Japan |
2009 |
Tokyo, JP |
Due to its rapidly aging population, Japan has been a very attractive market to medical device manufacturers. This presentation introduces organizational efforts for improving its performance using the concepts of TOC, such as critical chain project management (CCPM) and the thinking processes (TP). Internal touch-time to register a product has been shortened by about 30-70% in a multiple projects environment with less people and without compromising compliance. |
DVD 6, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 584 |
Conference Proceedings |
|
Myths about product registration of medical devices in Japan |
2009 |
Tokyo, JP |
Due to its rapidly aging population, Japan has been a very attractive market to medical device manufacturers. This presentation introduces organizational efforts for improving its performance using the concepts of TOC, such as critical chain project management (CCPM) and the thinking processes (TP). Internal touch-time to register a product has been shortened by about 30-70% in a multiple projects environment with less people and without compromising compliance. |
DVD 6, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 585 |
Conference Proceedings |
Asaine, Keita |
Public works with CCPM |
2009 |
Tokyo, JP |
The presentation objective is to describe insights into the development of public works projects in Japan with critical chain project management (CCPM). The issue is focused on how to implement and synchronize CCPM with the One-day Response Project, where the government must respond to contractors' queries within one day of receipt. See: Goldratt 2009 MLIT presentation. |
DVD 6, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 586 |
Conference Proceedings |
|
Public works with CCPM |
2009 |
Tokyo, JP |
The presentation objective is to describe insights into the development of public works projects in Japan with critical chain project management (CCPM). The issue is focused on how to implement and synchronize CCPM with the One-day Response Project, where the government must respond to contractors' queries within one day of receipt. See: Goldratt 2009 MLIT presentation. |
DVD 6, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 587 |
Conference Proceedings |
Baptista, Humberto |
Weaving together the thinking processes and the strategy and tactic trees |
2009 |
Tokyo, JP |
This presentation was given by Guilherme Almeida. In the past few years strategy and tactic trees (S&T) re-emerged as a powerful tool to guide large projects like Viable Vision (VV) ones. The cause-and-effect logic is apparent in the S&Ts, but it is not clear how the S&Ts relate to the thinking processes (TP). This presentation maps the logic and communication used in the TP and the S&Ts to their roots and reconnects these two thinking tools. The presentation covers where the TP intersects with the S&Ts and where they don't, what the boundaries and applicability of each are and how they should be used in concert. |
DVD 8, 34 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 588 |
Conference Proceedings |
|
Weaving together the thinking processes and the strategy and tactic trees |
2009 |
Tokyo, JP |
This presentation was given by Guilherme Almeida. In the past few years strategy and tactic trees (S&T) re-emerged as a powerful tool to guide large projects like Viable Vision (VV) ones. The cause-and-effect logic is apparent in the S&Ts, but it is not clear how the S&Ts relate to the thinking processes (TP). This presentation maps the logic and communication used in the TP and the S&Ts to their roots and reconnects these two thinking tools. The presentation covers where the TP intersects with the S&Ts and where they don't, what the boundaries and applicability of each are and how they should be used in concert. |
DVD 8, 34 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 589 |
Conference Proceedings |
Baptista, Humberto |
Anatomy of a Viable Vision S & T tree |
2009 |
Tacoma, WA |
The Viable Vision (VV) strategy and tactic (S&T) trees are both powerful and insightful, but present apparent divergence with previous well-established TOC processes, in particular the thinking processes and the five focusing steps. This presentation closes these gaps and presents the inner structure of the VV S&Ts and how they should be understood both in terms of modifications and in terms of execution. |
DVD 3, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 590 |
Conference Proceedings |
|
Anatomy of a Viable Vision S & T tree |
2009 |
Tacoma, WA |
The Viable Vision (VV) strategy and tactic (S&T) trees are both powerful and insightful, but present apparent divergence with previous well-established TOC processes, in particular the thinking processes and the five focusing steps. This presentation closes these gaps and presents the inner structure of the VV S&Ts and how they should be understood both in terms of modifications and in terms of execution. |
DVD 3, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 591 |
Conference Proceedings |
Bergland, Suzan |
Creating perfect harmony - How to solve the discords of TOCLSS |
2009 |
Tacoma, WA |
In an era of continuous improvement with overlapping methodologies it is important to understand where there is agreement and where there are differences. A seamless, mistake proof approach is what the customer desires for sustained bottom line improvements. This informative session will provide an understanding of key differences between TOC and lean / six sigma and the negative effects that can exist when misalignments are not recognized. |
DVD 9, 1 hour |
https://www.tocico.org/page/2009ConferenceProceedings |
| 592 |
Conference Proceedings |
Bergland, Glenn David |
Creating perfect harmony - How to solve the discords of TOCLSS |
2009 |
Tacoma, WA |
In an era of continuous improvement with overlapping methodologies it is important to understand where there is agreement and where there are differences. A seamless, mistake proof approach is what the customer desires for sustained bottom line improvements. This informative session will provide an understanding of key differences between TOC and lean / six sigma and the negative effects that can exist when misalignments are not recognized. |
DVD 9, 1 hour |
https://www.tocico.org/page/2009ConferenceProceedings |
| 593 |
Conference Proceedings |
|
Creating perfect harmony - How to solve the discords of TOCLSS |
2009 |
Tacoma, WA |
In an era of continuous improvement with overlapping methodologies it is important to understand where there is agreement and where there are differences. A seamless, mistake proof approach is what the customer desires for sustained bottom line improvements. This informative session will provide an understanding of key differences between TOC and lean / six sigma and the negative effects that can exist when misalignments are not recognized. |
DVD 9, 1 hour |
https://www.tocico.org/page/2009ConferenceProceedings |
| 594 |
Conference Proceedings |
Borghuis, Therese |
Solving constraints to achieve ongoing improvement in hospitals |
2009 |
Amsterdam, The Netherlands |
This presentation provides the results of a case study of three hospital. What are the differences between lean, six sigma and TOC? When do you use each? I combined the TOC to the constraint of the hospital. All hospitals had difficulty with a process of ongoing improvement. On problems was TOC was viewed as a nurses' thing. The nurse had to enter all the data. The nurses believed that the nursing home was the main constraint. What's in it for the nurses? The patients were not leaving the hospital on the due date (they were in the black). What was the problem in the Jonah discharge procedure? Nursing homes. The transfer process became the constraint. To exploit the constraint we used the tools of TOC. The current situation at St. Antonius Hospital and how to achieve ongoing improvement are discussed. Conclusions include: TOC is more efficient and profitable as a system; ongoing improvement is difficult to achieve; resistance of users is high. |
|
https://www.tocico.org/page/2009ConferenceProceedings |
| 595 |
Conference Proceedings |
|
Solving constraints to achieve ongoing improvement in hospitals |
2009 |
Amsterdam, The Netherlands |
This presentation provides the results of a case study of three hospital. What are the differences between lean, six sigma and TOC? When do you use each? I combined the TOC to the constraint of the hospital. All hospitals had difficulty with a process of ongoing improvement. On problems was TOC was viewed as a nurses' thing. The nurse had to enter all the data. The nurses believed that the nursing home was the main constraint. What's in it for the nurses? The patients were not leaving the hospital on the due date (they were in the black). What was the problem in the Jonah discharge procedure? Nursing homes. The transfer process became the constraint. To exploit the constraint we used the tools of TOC. The current situation at St. Antonius Hospital and how to achieve ongoing improvement are discussed. Conclusions include: TOC is more efficient and profitable as a system; ongoing improvement is difficult to achieve; resistance of users is high. |
|
https://www.tocico.org/page/2009ConferenceProceedings |
| 596 |
Conference Proceedings |
Browning, Walter |
Tube Forgings of America: A case study of TOC |
2009 |
Tacoma, WA |
Tube Forgings of America, Inc. (TFA) has been manufacturing steel pipe fittings since 1955 for the oil refining, chemical and petrochemical processing, gas transmission, power generation, shipbuilding and commercial construction industries. Hear about TFA's 11 year journey and growth using the constraints management methodology and tools through huge swings in market volatility. |
DVD 4, 48 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 597 |
Conference Proceedings |
|
Tube Forgings of America: A case study of TOC |
2009 |
Tacoma, WA |
Tube Forgings of America, Inc. (TFA) has been manufacturing steel pipe fittings since 1955 for the oil refining, chemical and petrochemical processing, gas transmission, power generation, shipbuilding and commercial construction industries. Hear about TFA's 11 year journey and growth using the constraints management methodology and tools through huge swings in market volatility. |
DVD 4, 48 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 598 |
Conference Proceedings |
Brunner, Michael D. |
Implementation of lean+ and theory of constraints - Boeing Fleet Support Engineering - airframe |
2009 |
Tacoma, WA |
This presentation describes the implementation of critical chain (CC) in Boeing. The presenter describes his first use of CC which was quite successful. He then describes its use on another project. Fleet support engineering includes service bulletins and maintenance manuals, airplane on ground (AOG) support, daily repair design and approval, and aging aircraft support. Rapid response is critical. The situation in 2007 was described as a crisis mode with being behind on everything, having dissatisfied customers, deteriorating morale, pending initiatives on the horizon, etc. The reservations to the strategy and changes made are discussed. The results of implementing CC in this arena are provided. Principles and practices for working together are provided. |
DVD 10, 1 hour 5 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 599 |
Conference Proceedings |
|
Implementation of lean+ and theory of constraints - Boeing Fleet Support Engineering - airframe |
2009 |
Tacoma, WA |
This presentation describes the implementation of critical chain (CC) in Boeing. The presenter describes his first use of CC which was quite successful. He then describes its use on another project. Fleet support engineering includes service bulletins and maintenance manuals, airplane on ground (AOG) support, daily repair design and approval, and aging aircraft support. Rapid response is critical. The situation in 2007 was described as a crisis mode with being behind on everything, having dissatisfied customers, deteriorating morale, pending initiatives on the horizon, etc. The reservations to the strategy and changes made are discussed. The results of implementing CC in this arena are provided. Principles and practices for working together are provided. |
DVD 10, 1 hour 5 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 600 |
Conference Proceedings |
Buters, Frans Jan |
Strategy & tactics for managing multi-projects |
2009 |
Amsterdam, The Netherlands |
This presentation provides a brief history of critical chain (CC), a discussion of the structure and definitions of the strategy and tactics (S&T) tree and what I can do when I go back to my company to start on theory of constraints project management. The S&T helps you implement critical chain holistically with decisive competitive edges of reliability and doing projects faster. The build, capitalize and sustain stages are discussed. The first actions must provide significant results to get and maintain management attention. We do an explicit learning program on CC so that it is integrated into the organization culture. This is the introduction to three different case studies. |
DVD 3, 28 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 601 |
Conference Proceedings |
|
Strategy & tactics for managing multi-projects |
2009 |
Amsterdam, The Netherlands |
This presentation provides a brief history of critical chain (CC), a discussion of the structure and definitions of the strategy and tactics (S&T) tree and what I can do when I go back to my company to start on theory of constraints project management. The S&T helps you implement critical chain holistically with decisive competitive edges of reliability and doing projects faster. The build, capitalize and sustain stages are discussed. The first actions must provide significant results to get and maintain management attention. We do an explicit learning program on CC so that it is integrated into the organization culture. This is the introduction to three different case studies. |
DVD 3, 28 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 602 |
Conference Proceedings |
Camp, Henry Fitzhugh |
How powerful is TOC replenishment? Protection against todays economy? |
2009 |
Tacoma, WA |
Many TOC consultants are faced with the difficulty of maintaining sufficient work over time. It is hard to make an offer to prospects that is readily understood and accepted. Likewise, business owners and stakeholders are too frequently overburdened with a number of projects and initiatives that are beyond their abilities to implement. Even when implemented many initiatives fail to produce significant results. The TOC replenishment solution is broadly applicable. |
DVD 6, 53 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 603 |
Conference Proceedings |
|
How powerful is TOC replenishment? Protection against todays economy? |
2009 |
Tacoma, WA |
Many TOC consultants are faced with the difficulty of maintaining sufficient work over time. It is hard to make an offer to prospects that is readily understood and accepted. Likewise, business owners and stakeholders are too frequently overburdened with a number of projects and initiatives that are beyond their abilities to implement. Even when implemented many initiatives fail to produce significant results. The TOC replenishment solution is broadly applicable. |
DVD 6, 53 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 604 |
Conference Proceedings |
Cerveny, Janice F. |
Managing (improving) back-office healthcare operations |
2009 |
Tacoma, WA |
The back office (billing) phase of hospitals is a source of challenge and of low hanging fruit. The volume of backlog to process charts accurately to ensure maximum reimbursement is vital to attaining throughput: the more errors, delays, etc. that occur exposes hospitals to possible fraud and contributes to uncollectible revenues. This session demonstrates how the five focusing steps (5 FS) were applied to align the efforts of the back office for a Florida hospital. |
DVD 5, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 605 |
Conference Proceedings |
|
Managing (improving) back-office healthcare operations |
2009 |
Tacoma, WA |
The back office (billing) phase of hospitals is a source of challenge and of low hanging fruit. The volume of backlog to process charts accurately to ensure maximum reimbursement is vital to attaining throughput: the more errors, delays, etc. that occur exposes hospitals to possible fraud and contributes to uncollectible revenues. This session demonstrates how the five focusing steps (5 FS) were applied to align the efforts of the back office for a Florida hospital. |
DVD 5, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 606 |
Conference Proceedings |
Choi, Wonjoon |
Using TOC thinking tools to write a logical argumentative composition |
2009 |
Tokyo, JP |
While there are numerous applications of TOC thinking processes (TP) in the business sector and other non-business sectors such as the education field, it is very hard to locate the application of TP in writing a rigorous composition. It is not the technical skill of expression but the thinking capacity that is the most important ingredient for writing a good logical argumentative composition. In order to write a good argumentative composition, the framework of the logical development based on the critical thinking should be designed first. This presentation describes such an approach. |
DVD 3, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 607 |
Conference Proceedings |
|
Using TOC thinking tools to write a logical argumentative composition |
2009 |
Tokyo, JP |
While there are numerous applications of TOC thinking processes (TP) in the business sector and other non-business sectors such as the education field, it is very hard to locate the application of TP in writing a rigorous composition. It is not the technical skill of expression but the thinking capacity that is the most important ingredient for writing a good logical argumentative composition. In order to write a good argumentative composition, the framework of the logical development based on the critical thinking should be designed first. This presentation describes such an approach. |
DVD 3, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 608 |
Conference Proceedings |
Chung, Namkee |
Lead time management in a machinery manufacturing company |
2009 |
Tokyo, JP |
This presentation describes a case of an implementation of a lead time management system in a company manufacturing/assembling machining-center. The production lead time of each product is responsive to the demand of the sales department. The drum buffer rope (DBR) production control system was implemented by reprogramming the existing ERP and APS systems. The transportation lead time is controlled by the location of inventory warehouses. The new approach is now anticipated to please both the sales and production departments. |
DVD 2, 1 hour 1 minute |
https://www.tocico.org/page/2009ConferenceProceedings |
| 609 |
Conference Proceedings |
|
Lead time management in a machinery manufacturing company |
2009 |
Tokyo, JP |
This presentation describes a case of an implementation of a lead time management system in a company manufacturing/assembling machining-center. The production lead time of each product is responsive to the demand of the sales department. The drum buffer rope (DBR) production control system was implemented by reprogramming the existing ERP and APS systems. The transportation lead time is controlled by the location of inventory warehouses. The new approach is now anticipated to please both the sales and production departments. |
DVD 2, 1 hour 1 minute |
https://www.tocico.org/page/2009ConferenceProceedings |
| 610 |
Conference Proceedings |
Cohen, Oded |
Using TOC-TP to understand your client and build a value offer |
2009 |
Tokyo, JP |
The purpose of this presentation is to share experiences of working with salespeople in preparation for selling new value offers (Mafia offers) to the market based on improved logistical performance. A value offer is a special offering from the company to customers, usually from a specific segment of the market. This offer brings exceptional value to the customers by addressing major problems that the customers are experiencing with their suppliers. The value offer is built in order to elevate a market constraint and bring more orders with higher throughput. The value offer is an outcome of using TOC. Therefore, we should expect it to be a good solution that should excite the market. Yet, the reality is that in many cases the company does not even manage to excite their own salespeople. Sales people find it difficult to adjust to the new offering and hence a delay is caused to the introduction of such offering. This leads to a delay in potential new throughput. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 611 |
Conference Proceedings |
|
Using TOC-TP to understand your client and build a value offer |
2009 |
Tokyo, JP |
The purpose of this presentation is to share experiences of working with salespeople in preparation for selling new value offers (Mafia offers) to the market based on improved logistical performance. A value offer is a special offering from the company to customers, usually from a specific segment of the market. This offer brings exceptional value to the customers by addressing major problems that the customers are experiencing with their suppliers. The value offer is built in order to elevate a market constraint and bring more orders with higher throughput. The value offer is an outcome of using TOC. Therefore, we should expect it to be a good solution that should excite the market. Yet, the reality is that in many cases the company does not even manage to excite their own salespeople. Sales people find it difficult to adjust to the new offering and hence a delay is caused to the introduction of such offering. This leads to a delay in potential new throughput. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 612 |
Conference Proceedings |
de Laat, Lars |
Using TOC to deliver IT projects on time, all the time |
2009 |
Amsterdam, The Netherlands |
Caesar is a medium-sized information technology (IT) company based in The Netherlands. From 1995 when Caesar was founded until 2001 Caesar grew steadily. Following an operational excellence strategy Caesar was able to deliver high quality IT specialists for very competitive prices. This strategy however proved to be recession-prone. The recession of 2001 – 2002 hit the company hard. Looking for a way to build a stronger competitive edge Caesar embarked on a journey with Eli Goldratt in 2004. The ambitious target was to build an IT company that would deliver all its projects on time (with the right scope and for a fixed fee). At that moment (and many years before and after it) project performance of IT companies was poor: typically 60-70% of IT projects fail to deliver the right scope on time and within budget. In 2004 Caesar did not outperform the market average. In the first six months of 2005 we implemented a new way of working. The core improvement implemented in this period was critical chain project management (CCPM). Although this proved a necessary component it was not sufficient to reach the goal. A major cause for project failure – at least in IT projects – is uncontrolled scope creep. Applying critical chain allows for some scope creep to be absorbed but we found that an extra injection was necessary: a scope management process that would minimize scope changes to only the most crucial. We developed PDSM – problem driven scope management – using the TOC thinking processes (TP) at the initiation phase of each project to define the basis for the project scope. With a clear problem definition we found that we could effectively manage the project scope during the execution of the project. So much so that we can guarantee customers that we will solve their problem on time and for a fixed fee. The guarantee includes a penalty for late delivery. This unique approach was named Time Value. In the first months of operation this combination of CC and PDSM gave us very promising results: our DDP in 2005 was 80%. As we took on more projects and more complex projects we found a number of other process improvements (mainly from the lean / agile methodologies) were necessary to maintain a high DDP. Using the TP in our own organization to understand the problems and develop and implement solutions, we have been able to constantly improve our performance. In the last three years this has resulted in 95%+ due date performance on our IT projects. |
DVD 4, 31 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 613 |
Conference Proceedings |
|
Using TOC to deliver IT projects on time, all the time |
2009 |
Amsterdam, The Netherlands |
Caesar is a medium-sized information technology (IT) company based in The Netherlands. From 1995 when Caesar was founded until 2001 Caesar grew steadily. Following an operational excellence strategy Caesar was able to deliver high quality IT specialists for very competitive prices. This strategy however proved to be recession-prone. The recession of 2001 – 2002 hit the company hard. Looking for a way to build a stronger competitive edge Caesar embarked on a journey with Eli Goldratt in 2004. The ambitious target was to build an IT company that would deliver all its projects on time (with the right scope and for a fixed fee). At that moment (and many years before and after it) project performance of IT companies was poor: typically 60-70% of IT projects fail to deliver the right scope on time and within budget. In 2004 Caesar did not outperform the market average. In the first six months of 2005 we implemented a new way of working. The core improvement implemented in this period was critical chain project management (CCPM). Although this proved a necessary component it was not sufficient to reach the goal. A major cause for project failure – at least in IT projects – is uncontrolled scope creep. Applying critical chain allows for some scope creep to be absorbed but we found that an extra injection was necessary: a scope management process that would minimize scope changes to only the most crucial. We developed PDSM – problem driven scope management – using the TOC thinking processes (TP) at the initiation phase of each project to define the basis for the project scope. With a clear problem definition we found that we could effectively manage the project scope during the execution of the project. So much so that we can guarantee customers that we will solve their problem on time and for a fixed fee. The guarantee includes a penalty for late delivery. This unique approach was named Time Value. In the first months of operation this combination of CC and PDSM gave us very promising results: our DDP in 2005 was 80%. As we took on more projects and more complex projects we found a number of other process improvements (mainly from the lean / agile methodologies) were necessary to maintain a high DDP. Using the TP in our own organization to understand the problems and develop and implement solutions, we have been able to constantly improve our performance. In the last three years this has resulted in 95%+ due date performance on our IT projects. |
DVD 4, 31 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 614 |
Conference Proceedings |
Field, Russell M. |
Integrating lean, TOC, six sigma and ERP: Tying them together |
2009 |
Tacoma, WA |
Businesses leaning out their processes are faced with concepts that appear to be mutually exclusive or even conflicting. Common perspectives are do lean, OR do six sigma…lean OR TOC…and I can't do lean AND ERP! This session explores strategic and tactical relationships of lean manufacturing, six sigma, theory of constraints and ERP. Included is a discussion on the impacts of an absorption costing policy on lean manufacturing results. |
DVD 10, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 615 |
Conference Proceedings |
|
Integrating lean, TOC, six sigma and ERP: Tying them together |
2009 |
Tacoma, WA |
Businesses leaning out their processes are faced with concepts that appear to be mutually exclusive or even conflicting. Common perspectives are do lean, OR do six sigma…lean OR TOC…and I can't do lean AND ERP! This session explores strategic and tactical relationships of lean manufacturing, six sigma, theory of constraints and ERP. Included is a discussion on the impacts of an absorption costing policy on lean manufacturing results. |
DVD 10, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 616 |
Conference Proceedings |
Furbeck, Rees |
Some thoughts on using the theory of constraints for very large complex projects |
2009 |
Tacoma, WA |
At the edge of our capabilities, there exists a class of projects that are so large and complex that they challenge our concepts of planning and management. These projects require the coordination of a large number of interdependent agents working on an even greater number of interdependent tasks. Examples of this class of projects include large-scale initiatives for the creation of communications, transportation, and energy infrastructure, the development of defense systems and platforms, and the synthesis of multiple breakthrough technologies in research and development programs to solve important problems. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 617 |
Conference Proceedings |
|
Some thoughts on using the theory of constraints for very large complex projects |
2009 |
Tacoma, WA |
At the edge of our capabilities, there exists a class of projects that are so large and complex that they challenge our concepts of planning and management. These projects require the coordination of a large number of interdependent agents working on an even greater number of interdependent tasks. Examples of this class of projects include large-scale initiatives for the creation of communications, transportation, and energy infrastructure, the development of defense systems and platforms, and the synthesis of multiple breakthrough technologies in research and development programs to solve important problems. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 618 |
Conference Proceedings |
Goldratt, Eliyahu M. |
The foundation of the theory of constraints: What is theory of constraints? |
2009 |
Amsterdam, The Netherlands |
Goldratt discusses writing the introduction (chapter 1) of the Theory of Constraints Handbook. What is TOC? Focus: do what should be done and don't do what shouldn't be done. Throughput accounting was developed about 1981. In about 1985 other environments wanted a solution. Bottleneck was used. Critical path was developed in 1958. The critical chain was developed about 1986. The constraint was the critical chain which represents the time it took to complete the longest path of dependent activities based on technological sequence and resource dependencies. The name theory of constraints was formulated based on this understanding of a different (project versus production) environment. In retailing, the constraint was the shelf space. The five focusing steps (5FS) process originated in 1987. New questions were asked in new environments. New opportunities opened. Everyone is taking what we developed and copying what we did but they didn't think to understand the differences. Therefore their solution didn't work. When you look at reality and where you want or think you should be you are looking at gaps. Once you acknowledge the interdependencies of the gaps you recognize what you call problems are undesirable effects of underlying core problems. Most of the solutions you have been recommending are solutions for UDEs not for the real problem. How do we answer the questions of identifying, exploiting, subordinating, etc.? What we find is you are really using the scientific approach but no one had verbalized how to do it. We spent three years to verbalize the scientific approach. Our solution was the thinking processes (TP). Toyota had developed the five Whys? The current reality made it easier to find the core problem because it was easier to dive down from five UDEs rather than one. From 1989 to 1992 we checked and rechecked the TP. The more powerful the solution the more it changes reality. Many new challenges appear. With improvement in operations, the constraint moves elsewhere. When we don't have an answer to a problem we try to pretend the problem doesn't exist. Hitachi Tools from Toyota results of implementing TOC in their job shop were highlighted. This implementation represented the opposite of focusing. This tremendous change created a decisive competitive edge (DCE is defined as a company able to satisfy a client's significant need in a manner that no one else can satisfy it.). Hitachi did not use the DCE. The constraint was in the market. They have the biggest Mafia offer ever: Hitachi inventory gets three times the number of inventory turns on their items than competitors. Hitachi did the direct opposite of focusing. The DCE created a need for a new sales process which brings the client to realize that one of his DCEs is blocked by me and my competitors. Holistic implementation became necessary (the 4 X 4) therefore the strategy and tactics (S&T) tree was vital. The process on ongoing improvement and the evolution of red and green curves are discussed. The organizer of the body of knowledge is the S&T tree which moves down from the objective to what actions must be done and what actions must not be done. |
DVD 1, 2 hours 13 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 619 |
Conference Proceedings |
|
The foundation of the theory of constraints: What is theory of constraints? |
2009 |
Amsterdam, The Netherlands |
Goldratt discusses writing the introduction (chapter 1) of the Theory of Constraints Handbook. What is TOC? Focus: do what should be done and don't do what shouldn't be done. Throughput accounting was developed about 1981. In about 1985 other environments wanted a solution. Bottleneck was used. Critical path was developed in 1958. The critical chain was developed about 1986. The constraint was the critical chain which represents the time it took to complete the longest path of dependent activities based on technological sequence and resource dependencies. The name theory of constraints was formulated based on this understanding of a different (project versus production) environment. In retailing, the constraint was the shelf space. The five focusing steps (5FS) process originated in 1987. New questions were asked in new environments. New opportunities opened. Everyone is taking what we developed and copying what we did but they didn't think to understand the differences. Therefore their solution didn't work. When you look at reality and where you want or think you should be you are looking at gaps. Once you acknowledge the interdependencies of the gaps you recognize what you call problems are undesirable effects of underlying core problems. Most of the solutions you have been recommending are solutions for UDEs not for the real problem. How do we answer the questions of identifying, exploiting, subordinating, etc.? What we find is you are really using the scientific approach but no one had verbalized how to do it. We spent three years to verbalize the scientific approach. Our solution was the thinking processes (TP). Toyota had developed the five Whys? The current reality made it easier to find the core problem because it was easier to dive down from five UDEs rather than one. From 1989 to 1992 we checked and rechecked the TP. The more powerful the solution the more it changes reality. Many new challenges appear. With improvement in operations, the constraint moves elsewhere. When we don't have an answer to a problem we try to pretend the problem doesn't exist. Hitachi Tools from Toyota results of implementing TOC in their job shop were highlighted. This implementation represented the opposite of focusing. This tremendous change created a decisive competitive edge (DCE is defined as a company able to satisfy a client's significant need in a manner that no one else can satisfy it.). Hitachi did not use the DCE. The constraint was in the market. They have the biggest Mafia offer ever: Hitachi inventory gets three times the number of inventory turns on their items than competitors. Hitachi did the direct opposite of focusing. The DCE created a need for a new sales process which brings the client to realize that one of his DCEs is blocked by me and my competitors. Holistic implementation became necessary (the 4 X 4) therefore the strategy and tactics (S&T) tree was vital. The process on ongoing improvement and the evolution of red and green curves are discussed. The organizer of the body of knowledge is the S&T tree which moves down from the objective to what actions must be done and what actions must not be done. |
DVD 1, 2 hours 13 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 620 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Reaching the goal |
2009 |
Amsterdam, The Netherlands |
This presentation is an interview by Alex Knight of Dr. Goldratt about measurement. How is a goal defined? How might we measure success towards moving to the goal? How might we define the goal and measures for a for-profit versus a for-purpose environment? Never ever put certainty on uncertainty. Story of Lamore Winter: What is your goal in life? Lamore: To make sure that people do not need illness. If you keep asking: What for? And you keep getting the higher objective you think it will go on indefinitely but you get to the different identicals. Here you are back in a circle each leading to another in the circle. In some cases it is three identicals in some cases it is more. Here all there are identicals in achieving the goal. For-profit organizations, make money now and in the future; provide satisfaction to customers now and in the future and provide satisfaction and security for employees now and in the future. Many things in life cannot be quantified. In this set of identicals there is one maybe two that cannot be quantified. What is quantified takes precedence over non-quantified identicals. People are using measurements instead of thinking. People prefer quantitative over qualitative measures. When uncertainty is involved in decision making, probabilities must be associated with outcomes. |
DVD 2, 30 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 621 |
Conference Proceedings |
Knight, Alex |
Reaching the goal |
2009 |
Amsterdam, The Netherlands |
This presentation is an interview by Alex Knight of Dr. Goldratt about measurement. How is a goal defined? How might we measure success towards moving to the goal? How might we define the goal and measures for a for-profit versus a for-purpose environment? Never ever put certainty on uncertainty. Story of Lamore Winter: What is your goal in life? Lamore: To make sure that people do not need illness. If you keep asking: What for? And you keep getting the higher objective you think it will go on indefinitely but you get to the different identicals. Here you are back in a circle each leading to another in the circle. In some cases it is three identicals in some cases it is more. Here all there are identicals in achieving the goal. For-profit organizations, make money now and in the future; provide satisfaction to customers now and in the future and provide satisfaction and security for employees now and in the future. Many things in life cannot be quantified. In this set of identicals there is one maybe two that cannot be quantified. What is quantified takes precedence over non-quantified identicals. People are using measurements instead of thinking. People prefer quantitative over qualitative measures. When uncertainty is involved in decision making, probabilities must be associated with outcomes. |
DVD 2, 30 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 622 |
Conference Proceedings |
|
Reaching the goal |
2009 |
Amsterdam, The Netherlands |
This presentation is an interview by Alex Knight of Dr. Goldratt about measurement. How is a goal defined? How might we measure success towards moving to the goal? How might we define the goal and measures for a for-profit versus a for-purpose environment? Never ever put certainty on uncertainty. Story of Lamore Winter: What is your goal in life? Lamore: To make sure that people do not need illness. If you keep asking: What for? And you keep getting the higher objective you think it will go on indefinitely but you get to the different identicals. Here you are back in a circle each leading to another in the circle. In some cases it is three identicals in some cases it is more. Here all there are identicals in achieving the goal. For-profit organizations, make money now and in the future; provide satisfaction to customers now and in the future and provide satisfaction and security for employees now and in the future. Many things in life cannot be quantified. In this set of identicals there is one maybe two that cannot be quantified. What is quantified takes precedence over non-quantified identicals. People are using measurements instead of thinking. People prefer quantitative over qualitative measures. When uncertainty is involved in decision making, probabilities must be associated with outcomes. |
DVD 2, 30 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 623 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Lessons learned: The power of cause-and-effect and TOC = focus |
2009 |
Tokyo, JP |
Using cause-and-effect logic and identifying and challenging assumptions, Goldratt examines the causes of the global economic recession by using an example of a chip manufacturer and data collected across the electronic products supply chain to show that the reduction in demand for electronic chips was a mirage that resulted in massive layoffs across the supply chain and throughout the economy. Lessons learned: 1. Use global view. Your company is a local view. The supply chain is the global view. 2. Use cause-and-effect logic to understand what is really happening. |
DVD 1, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 624 |
Conference Proceedings |
|
Lessons learned: The power of cause-and-effect and TOC = focus |
2009 |
Tokyo, JP |
Using cause-and-effect logic and identifying and challenging assumptions, Goldratt examines the causes of the global economic recession by using an example of a chip manufacturer and data collected across the electronic products supply chain to show that the reduction in demand for electronic chips was a mirage that resulted in massive layoffs across the supply chain and throughout the economy. Lessons learned: 1. Use global view. Your company is a local view. The supply chain is the global view. 2. Use cause-and-effect logic to understand what is really happening. |
DVD 1, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 625 |
Conference Proceedings |
Goldratt, Eliyahu M. |
MLIT presentation |
2009 |
Tokyo, JP |
Goldratt asks if the audience wants him to evaluate MLIT's use of critical chain with contractors. Many in the audience wanted the truth. Eli's staff wanted politeness. Eli decides to be critical of MLIT's use of critical chain. Project managers should have seen a 25% reduction in project lead time. If you think that by using critical chain software you are doing critical chain then you are wrong. Do you believe by the government committing to a one-day response to contractors' questions and taking one week is not critical chain. Some responses should be given immediately and others are not so important. What are the criteria for evaluation of the response? If the project will be delayed because of the response delay then answer immediately; it is important. If the delay has no importance in its relationship to the project completion times, then why the rush? There are three important steps in projects. First, choose the right project. Second, design the project correctly. Third, execute the project correctly. For the first question, the thinking processes (analyze the situation to determine the real need—that is that the project meets that need) are used. For the second question, the design of the project, the tool is the S&T tree, how do you start with an objective and end up with a project network? The whole logic is spelled out. How can you use the gemba experience if others don't know why you have designed the project in the way you have designed it. For the execution you start with the PERT then end up with reality. Your biggest waste (according to Ohno) is overproduction. In project management the biggest waste is buffering each task. Critical chain says to take this local buffering and protect the whole project. By aggregation of local buffers the variability goes down hence project lead time must go down by 25%. If you don't report on it then you do not use critical chain. |
DVD MLIT, 22 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 626 |
Conference Proceedings |
|
MLIT presentation |
2009 |
Tokyo, JP |
Goldratt asks if the audience wants him to evaluate MLIT's use of critical chain with contractors. Many in the audience wanted the truth. Eli's staff wanted politeness. Eli decides to be critical of MLIT's use of critical chain. Project managers should have seen a 25% reduction in project lead time. If you think that by using critical chain software you are doing critical chain then you are wrong. Do you believe by the government committing to a one-day response to contractors' questions and taking one week is not critical chain. Some responses should be given immediately and others are not so important. What are the criteria for evaluation of the response? If the project will be delayed because of the response delay then answer immediately; it is important. If the delay has no importance in its relationship to the project completion times, then why the rush? There are three important steps in projects. First, choose the right project. Second, design the project correctly. Third, execute the project correctly. For the first question, the thinking processes (analyze the situation to determine the real need—that is that the project meets that need) are used. For the second question, the design of the project, the tool is the S&T tree, how do you start with an objective and end up with a project network? The whole logic is spelled out. How can you use the gemba experience if others don't know why you have designed the project in the way you have designed it. For the execution you start with the PERT then end up with reality. Your biggest waste (according to Ohno) is overproduction. In project management the biggest waste is buffering each task. Critical chain says to take this local buffering and protect the whole project. By aggregation of local buffers the variability goes down hence project lead time must go down by 25%. If you don't report on it then you do not use critical chain. |
DVD MLIT, 22 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 627 |
Conference Proceedings |
Halaby, Dominique |
Dealing with the nursing shortage: An overview of how the Rio Grande Valley successfully employed the concepts of TOC to increase the throughput of locally trained nurses and allied health professionals |
2009 |
Tacoma, WA |
In 2001, 10 area hospitals, four institutions of higher education plus 10 related NGO's, agreed to work collaboratively to outline the process for training in nursing and allied health occupations in the Rio Grande Valley (RGV) and develop a strategic plan to increase the throughput of locally trained professionals. The effort led to the creation of the RGV Allied Health Training Alliance and the creation of the centralized clinical scheduling system. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 628 |
Conference Proceedings |
|
Dealing with the nursing shortage: An overview of how the Rio Grande Valley successfully employed the concepts of TOC to increase the throughput of locally trained nurses and allied health professionals |
2009 |
Tacoma, WA |
In 2001, 10 area hospitals, four institutions of higher education plus 10 related NGO's, agreed to work collaboratively to outline the process for training in nursing and allied health occupations in the Rio Grande Valley (RGV) and develop a strategic plan to increase the throughput of locally trained professionals. The effort led to the creation of the RGV Allied Health Training Alliance and the creation of the centralized clinical scheduling system. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 629 |
Conference Proceedings |
Hodgdon, Bill |
Strategy and tactics for selling a TOC robust solution |
2009 |
Tacoma, WA |
This presentation is not about the strategy and tactics tree or a Viable Vision. This presentation covers the profile of the right businesses; business results premise; buying influences; universal buying cycle; launching the offer-strategy; winning the sale-where to begin; winning the sale-building the trust; and a winning proposal. Some points are strategies and some are tactics. The business profile where this model of selling fits: the business sells to other business; the 80/20 rule applies to their revenue; a sales force is required (direct or indirect); more than one person must be sold; and the sale is rarely closed in the first call. Each point is discussed in some detail providing both strategies and tactics. The universal buying cycle is described. In summary, a robust solution doesn't sell itself, assumptions for salespeople must be explicit; choose easy accounts first to test the process; call on all buying influences, trust is built by what is learned; and selling is not telling-selling is learning. |
DVD 7, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 630 |
Conference Proceedings |
|
Strategy and tactics for selling a TOC robust solution |
2009 |
Tacoma, WA |
This presentation is not about the strategy and tactics tree or a Viable Vision. This presentation covers the profile of the right businesses; business results premise; buying influences; universal buying cycle; launching the offer-strategy; winning the sale-where to begin; winning the sale-building the trust; and a winning proposal. Some points are strategies and some are tactics. The business profile where this model of selling fits: the business sells to other business; the 80/20 rule applies to their revenue; a sales force is required (direct or indirect); more than one person must be sold; and the sale is rarely closed in the first call. Each point is discussed in some detail providing both strategies and tactics. The universal buying cycle is described. In summary, a robust solution doesn't sell itself, assumptions for salespeople must be explicit; choose easy accounts first to test the process; call on all buying influences, trust is built by what is learned; and selling is not telling-selling is learning. |
DVD 7, 50 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 631 |
Conference Proceedings |
Hoefsmit, Patrick |
Introduction presentation for the supply chain track with the relevant S&T tree |
2009 |
Amsterdam, The Netherlands |
In a 2 minute video it is shown how much bigger the problems still are in the supply chain environment. What is the constraint? How do most companies go about their supply chain and what should we do according to the S&T for a supply chain. Highlighted subjects are: aggregation; order lead time and its effects; the conflict between retailer and supplier; the ROI calculation as the opportunity to get the full attention of the retailer; the astonishing potential results; and the effects of the financial crisis. These subjects are all related to how we should read the supply chain strategy and tactics (S&T) tree. Furthermore introductions are made to the other presenters and their results and experiences. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 632 |
Conference Proceedings |
|
Introduction presentation for the supply chain track with the relevant S&T tree |
2009 |
Amsterdam, The Netherlands |
In a 2 minute video it is shown how much bigger the problems still are in the supply chain environment. What is the constraint? How do most companies go about their supply chain and what should we do according to the S&T for a supply chain. Highlighted subjects are: aggregation; order lead time and its effects; the conflict between retailer and supplier; the ROI calculation as the opportunity to get the full attention of the retailer; the astonishing potential results; and the effects of the financial crisis. These subjects are all related to how we should read the supply chain strategy and tactics (S&T) tree. Furthermore introductions are made to the other presenters and their results and experiences. |
DVD 5, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 633 |
Conference Proceedings |
Klisch, Joerg |
Productive change at MTU Detroit Diesel: Using IO map and transition tree |
2009 |
Tacoma, WA |
This case study shows how the intermediate objectives (IO) map and transition tree (TrT) were used to accomplish MTU Detroit Diesel's most ambitious goal that had defied previous best efforts. It provides a road map for others to follow. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 634 |
Conference Proceedings |
Jain, Anshum |
Productive change at MTU Detroit Diesel: Using IO map and transition tree |
2009 |
Tacoma, WA |
This case study shows how the intermediate objectives (IO) map and transition tree (TrT) were used to accomplish MTU Detroit Diesel's most ambitious goal that had defied previous best efforts. It provides a road map for others to follow. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 635 |
Conference Proceedings |
Low, James T. |
Productive change at MTU Detroit Diesel: Using IO map and transition tree |
2009 |
Tacoma, WA |
This case study shows how the intermediate objectives (IO) map and transition tree (TrT) were used to accomplish MTU Detroit Diesel's most ambitious goal that had defied previous best efforts. It provides a road map for others to follow. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 636 |
Conference Proceedings |
|
Productive change at MTU Detroit Diesel: Using IO map and transition tree |
2009 |
Tacoma, WA |
This case study shows how the intermediate objectives (IO) map and transition tree (TrT) were used to accomplish MTU Detroit Diesel's most ambitious goal that had defied previous best efforts. It provides a road map for others to follow. |
DVD 4, 39 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 637 |
Conference Proceedings |
Katsura, Toshiharu |
TOC and Drucker's management philosophy |
2009 |
Tokyo, JP |
19 Nov, 2009. It is the day of 100th anniversary of Peter F. Drucker's birth. He is the management legend, father of modern management. His legacy is integrated into many Japanese companies. We present our experiences of implementing TOC with Drucker's management philosophy. We think you will find some new perspectives in this knowledge and implementation process. To get more and better results from TOC, there are many hints in Drucker's books/words. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 638 |
Conference Proceedings |
|
TOC and Drucker's management philosophy |
2009 |
Tokyo, JP |
19 Nov, 2009. It is the day of 100th anniversary of Peter F. Drucker's birth. He is the management legend, father of modern management. His legacy is integrated into many Japanese companies. We present our experiences of implementing TOC with Drucker's management philosophy. We think you will find some new perspectives in this knowledge and implementation process. To get more and better results from TOC, there are many hints in Drucker's books/words. |
DVD 4, 41 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 639 |
Conference Proceedings |
Kirloskar, Niranjan |
Continuing aggressively on Viable Vision: Even in the recession year (Vaildating Elis views) |
2009 |
Tokyo, JP |
Fleetguard Filters is a leader in filtration solutions for air, fuel and lube systems for automotive and industrial markets. This is the story of a company which decided to take up the Viable Vision (VV) in spite of facts indicating that a VV is not at all possible. |
DVD 4, 37 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 640 |
Conference Proceedings |
Kothekar, Kiran |
Continuing aggressively on Viable Vision: Even in the recession year (Vaildating Elis views) |
2009 |
Tokyo, JP |
Fleetguard Filters is a leader in filtration solutions for air, fuel and lube systems for automotive and industrial markets. This is the story of a company which decided to take up the Viable Vision (VV) in spite of facts indicating that a VV is not at all possible. |
DVD 4, 37 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 641 |
Conference Proceedings |
|
Continuing aggressively on Viable Vision: Even in the recession year (Vaildating Elis views) |
2009 |
Tokyo, JP |
Fleetguard Filters is a leader in filtration solutions for air, fuel and lube systems for automotive and industrial markets. This is the story of a company which decided to take up the Viable Vision (VV) in spite of facts indicating that a VV is not at all possible. |
DVD 4, 37 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 642 |
Conference Proceedings |
Knight, Alex |
Theory of constraints: Proven beyond doubt in reality |
2009 |
Amsterdam, The Netherlands |
Alex Knight describes his first meeting with Dr. Eli Goldratt at a senior-level seminar. He then describes the experiences he has had in different environments (healthcare, legal, universities). TOC (Eli) is using the question, "Why?" very effectively. Managing complex systems, such as the healthcare industry, involves managing health and social environment systems. What we did to improve the system: We took what the theory (related to production) said and did it! The chain of activities in the health and social care system is explained. The patients that stay the longest in any part of the system are not the sickest, but the patients who had the most delays in the process. The healthcare evaporating cloud is presented and discussed. The cloud is (A) Run an effective healthcare system; (B) Medics/managers are required to give the best (appropriate) medical treatment to those they are now treating; (D) Medics/ managers should act only upon medical considerations; (C) Medics/managers are required to treat all patients in a more timely manner; (D') Medics/managers should act more and more within budget considerations. Medical technology is improving rapidly and as it improves the costs of buying and operating the new equipment is increasing significantly. The costs of running a hospital are defined and discussed. The truly variable cost is about 20%, while 60-70% of hospital costs are related to medical staffing. If you try to save money, then you reduce Throughput. Achieving a breakthrough in healthcare consists of five elements: achieving consensus, operational breakthroughs, finance and measures, market breakthroughs and sustainability. |
DVD 2, 43 minutes, |
https://www.tocico.org/page/2009ConferenceProceedings |
| 643 |
Conference Proceedings |
|
Theory of constraints: Proven beyond doubt in reality |
2009 |
Amsterdam, The Netherlands |
Alex Knight describes his first meeting with Dr. Eli Goldratt at a senior-level seminar. He then describes the experiences he has had in different environments (healthcare, legal, universities). TOC (Eli) is using the question, "Why?" very effectively. Managing complex systems, such as the healthcare industry, involves managing health and social environment systems. What we did to improve the system: We took what the theory (related to production) said and did it! The chain of activities in the health and social care system is explained. The patients that stay the longest in any part of the system are not the sickest, but the patients who had the most delays in the process. The healthcare evaporating cloud is presented and discussed. The cloud is (A) Run an effective healthcare system; (B) Medics/managers are required to give the best (appropriate) medical treatment to those they are now treating; (D) Medics/ managers should act only upon medical considerations; (C) Medics/managers are required to treat all patients in a more timely manner; (D') Medics/managers should act more and more within budget considerations. Medical technology is improving rapidly and as it improves the costs of buying and operating the new equipment is increasing significantly. The costs of running a hospital are defined and discussed. The truly variable cost is about 20%, while 60-70% of hospital costs are related to medical staffing. If you try to save money, then you reduce Throughput. Achieving a breakthrough in healthcare consists of five elements: achieving consensus, operational breakthroughs, finance and measures, market breakthroughs and sustainability. |
DVD 2, 43 minutes, |
https://www.tocico.org/page/2009ConferenceProceedings |
| 644 |
Conference Proceedings |
Kwok, Albert |
Solution for profits fashion design company on product factory in China—From disaster to recovery and profits! |
2009 |
Tokyo, JP |
2008 is a year of disaster for Harbona Packaging Co. Ltd, located in Hong Kong SAR, China. one of the plastic bag manufacturers in China. Confronted with many negative factors (undesirable effects UDEs), Harbona determines to strike for survival by implementing a decisive management philosophy. The philosophy is called Solution for Profits in the TOC way by DataDevelop Consulting Ltd.. The organization of the presentation is history and milestones of our company; up and down in the past decades; challenging situation in industry; market re-positioning; decision for change; desire for change; determination for change; discipline for change; reflection on the TOC journey and acknowledgements. The supply chain operation reference (SCOR) model was used to supply discipline for the change. |
DVD 3, 1 hour 11 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 645 |
Conference Proceedings |
Soo, Henry |
Solution for profits fashion design company on product factory in China—From disaster to recovery and profits! |
2009 |
Tokyo, JP |
2008 is a year of disaster for Harbona Packaging Co. Ltd, located in Hong Kong SAR, China. one of the plastic bag manufacturers in China. Confronted with many negative factors (undesirable effects UDEs), Harbona determines to strike for survival by implementing a decisive management philosophy. The philosophy is called Solution for Profits in the TOC way by DataDevelop Consulting Ltd.. The organization of the presentation is history and milestones of our company; up and down in the past decades; challenging situation in industry; market re-positioning; decision for change; desire for change; determination for change; discipline for change; reflection on the TOC journey and acknowledgements. The supply chain operation reference (SCOR) model was used to supply discipline for the change. |
DVD 3, 1 hour 11 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 646 |
Conference Proceedings |
|
Solution for profits fashion design company on product factory in China—From disaster to recovery and profits! |
2009 |
Tokyo, JP |
2008 is a year of disaster for Harbona Packaging Co. Ltd, located in Hong Kong SAR, China. one of the plastic bag manufacturers in China. Confronted with many negative factors (undesirable effects UDEs), Harbona determines to strike for survival by implementing a decisive management philosophy. The philosophy is called Solution for Profits in the TOC way by DataDevelop Consulting Ltd.. The organization of the presentation is history and milestones of our company; up and down in the past decades; challenging situation in industry; market re-positioning; decision for change; desire for change; determination for change; discipline for change; reflection on the TOC journey and acknowledgements. The supply chain operation reference (SCOR) model was used to supply discipline for the change. |
DVD 3, 1 hour 11 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 647 |
Conference Proceedings |
Lang, Lisa |
THE fastest way to improve cash flow: The theory of constraints approach to increasing cash velocity |
2009 |
Tacoma, WA |
With the downturn in the economy, many companies are facing a number of challenges that are hindering cash flow. In this session Dr. Lisa discusses the fastest way to increase the amount and velocity of cash flow. She also discusses what impacts the amount and velocity of cash, as well as, shares a process for quickly assessing how you can have the biggest impact on your cash flow and how to make on-going decisions that maximize your cash flow. |
DVD 3, 49 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 648 |
Conference Proceedings |
|
THE fastest way to improve cash flow: The theory of constraints approach to increasing cash velocity |
2009 |
Tacoma, WA |
With the downturn in the economy, many companies are facing a number of challenges that are hindering cash flow. In this session Dr. Lisa discusses the fastest way to increase the amount and velocity of cash flow. She also discusses what impacts the amount and velocity of cash, as well as, shares a process for quickly assessing how you can have the biggest impact on your cash flow and how to make on-going decisions that maximize your cash flow. |
DVD 3, 49 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 649 |
Conference Proceedings |
Matsuno, Takeshi |
Hitachi Tool case study (delivered in Japanese) |
2009 |
Tokyo, JP |
This presentation is organized as follows: corporate profile, products, the production 50 project, why TOC, TOC's effect, example-drill project, summary and TOC next step: the 7 days production. Hitachi manufactures and sells tips, cutting tools, wear-resistant products, tools for urban development and various machine tools made of special steels, carbide alloys, etc. End mills account for about 60-70% of sales, drills and lathe turning tools are also produced. Hitachi has 2.5% of the world market; however profits are very high. The supply chain in Japan was described. Even if you reduce the tool costs, then you see only a little effect on the customer. Though we charge a higher price production 50 allowed us to reduce processing time for the customer by 50%. The journey of applying TOC to the drill bit market is explained; the product is a low-priced, low-margin product; the plant lost money for a couple years after entering the market. We looked at the solution for sales (SFS) and found that drill breakage while in the drill hole was the biggest pain point for the customer. We focused on those customers that have this pain point. We rehearsed the role play. We held a sales promotion meeting for our staff. We gave the staff the Mafia offer. Sales increased rapidly. Sales tripled in 2007. In this recession our production line is still busy. The business became profitable in 2007; now exporting to Europe. The unrefusable offer (URO) was the basis for selling to the customer. TOC also taught us how to reduce lead time and more importantly how to think. Our next goal is to produce the product in 7 days; before production lead time was 60 days. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 650 |
Conference Proceedings |
|
Hitachi Tool case study (delivered in Japanese) |
2009 |
Tokyo, JP |
This presentation is organized as follows: corporate profile, products, the production 50 project, why TOC, TOC's effect, example-drill project, summary and TOC next step: the 7 days production. Hitachi manufactures and sells tips, cutting tools, wear-resistant products, tools for urban development and various machine tools made of special steels, carbide alloys, etc. End mills account for about 60-70% of sales, drills and lathe turning tools are also produced. Hitachi has 2.5% of the world market; however profits are very high. The supply chain in Japan was described. Even if you reduce the tool costs, then you see only a little effect on the customer. Though we charge a higher price production 50 allowed us to reduce processing time for the customer by 50%. The journey of applying TOC to the drill bit market is explained; the product is a low-priced, low-margin product; the plant lost money for a couple years after entering the market. We looked at the solution for sales (SFS) and found that drill breakage while in the drill hole was the biggest pain point for the customer. We focused on those customers that have this pain point. We rehearsed the role play. We held a sales promotion meeting for our staff. We gave the staff the Mafia offer. Sales increased rapidly. Sales tripled in 2007. In this recession our production line is still busy. The business became profitable in 2007; now exporting to Europe. The unrefusable offer (URO) was the basis for selling to the customer. TOC also taught us how to reduce lead time and more importantly how to think. Our next goal is to produce the product in 7 days; before production lead time was 60 days. |
DVD 5, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 651 |
Conference Proceedings |
Newbold, Robert C. |
Making critical chain stick |
2009 |
Tokyo, JP |
Change efforts are sales efforts, and both can be painful and slow. Even the best technologies, like critical chain, frequently fail to take root or decline after initial successes. Rob shows why common approaches to change omit crucial requirements for long-term success. He explains the cycle of results model and gives practical examples to show how it has been applied to both sell and maintain critical chain implementations in some of the largest companies in the world. |
DVD 6, 48 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 652 |
Conference Proceedings |
|
Making critical chain stick |
2009 |
Tokyo, JP |
Change efforts are sales efforts, and both can be painful and slow. Even the best technologies, like critical chain, frequently fail to take root or decline after initial successes. Rob shows why common approaches to change omit crucial requirements for long-term success. He explains the cycle of results model and gives practical examples to show how it has been applied to both sell and maintain critical chain implementations in some of the largest companies in the world. |
DVD 6, 48 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 653 |
Conference Proceedings |
Nishijima, Toshiaki |
F-PROJECT: Procurement innovation for WIN-WIN-WIN (delivered in Japanese) |
2009 |
Tokyo, JP |
This presentation is about our F (future)-Project, an activity for opening up a new vista of the future between Nagahama Canon and its suppliers. We mutually confirm to make a continuous strong base for best procurement. Phase 1 started 2005, phase 2 in 2007 and phase 3 in 2009. The first phase was about cost containment and the second phase was about collaboration. In 2009 we enlisted Goal Consulting to implement TOC. Canon has seven divisions. This project related to Canon's laser printers division. In phase 3 TOC was used to build management strategy with the common idea of supplier competition. Canon and its suppliers (14 of 21 companies are participating in the third phase) needed to determine how to define the core problem. Next they discussed what to change and how to cause the change with TOC as the bridge. Targets are to achieve a system to supply what is requested in a timely manner with short lead time; each supplier can have the fundamental ability to respond to a customer request from not only Nagahama Canon, but all customers; suppliers meet the high-level QCD requested by Nagahama Canon; and the suppliers have the system to increase profitability. |
DVD 8, 1 hour |
https://www.tocico.org/page/2009ConferenceProceedings |
| 654 |
Conference Proceedings |
|
F-PROJECT: Procurement innovation for WIN-WIN-WIN (delivered in Japanese) |
2009 |
Tokyo, JP |
This presentation is about our F (future)-Project, an activity for opening up a new vista of the future between Nagahama Canon and its suppliers. We mutually confirm to make a continuous strong base for best procurement. Phase 1 started 2005, phase 2 in 2007 and phase 3 in 2009. The first phase was about cost containment and the second phase was about collaboration. In 2009 we enlisted Goal Consulting to implement TOC. Canon has seven divisions. This project related to Canon's laser printers division. In phase 3 TOC was used to build management strategy with the common idea of supplier competition. Canon and its suppliers (14 of 21 companies are participating in the third phase) needed to determine how to define the core problem. Next they discussed what to change and how to cause the change with TOC as the bridge. Targets are to achieve a system to supply what is requested in a timely manner with short lead time; each supplier can have the fundamental ability to respond to a customer request from not only Nagahama Canon, but all customers; suppliers meet the high-level QCD requested by Nagahama Canon; and the suppliers have the system to increase profitability. |
DVD 8, 1 hour |
https://www.tocico.org/page/2009ConferenceProceedings |
| 655 |
Conference Proceedings |
Okudaira, Kiyoshi |
Win-win-win public work management transformation: The origin of public work construction and one-day response project (in Japanese) |
2009 |
Tokyo, JP |
This presentation describes the introduction of TOC into the Japanese government. It compares this situation to Toyota changing manufacturing practice around the world by the Toyota Production System (TPS) to illustrate the importance of TOC changing practices in government. A matrix showing complex versus simple and control versus communication is provided with different tasks and characteristics listed in each of three of the four quadrants. The core problem of construction projects of the government and outside contractors was the lack of responsiveness of the government to take required actions for the project. The government's one-day response (ODR) rule to critical tasks is explained and the benefits provided. A bar graph of the government construction investment and number of workers over time was provided. The government construction investment decreased 41% while the number of related workers decreased 19%. A graph of the change in profit rate of the construction industry was also provided. An evaporating cloud of the situation included A Citizen live happy life B Secure citizen's safety D Do public works C Secure financial health in government and D' Stop public works. The ODR rule was the injection to break the cloud; a future reality tree showing the causal relationship of this injection to the desired effects was provided. A pie chart showing the perception of the impact of the one-day response on communications between government and contractors for each group was provided. The contractors thought it was much more positive than the government. A list of the benefits of TOC for the Japanese government was provided. In summary, the government is paperless, is able to apply IT effectively, has collaboration meetings together with government officials, contractors and consultants, utilizes the web to share the construction status update to local responses and has expanded its application of the ODR and ODSC to non-construction projects. |
DVD 1, 1 hour 21 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 656 |
Conference Proceedings |
|
Win-win-win public work management transformation: The origin of public work construction and one-day response project (in Japanese) |
2009 |
Tokyo, JP |
This presentation describes the introduction of TOC into the Japanese government. It compares this situation to Toyota changing manufacturing practice around the world by the Toyota Production System (TPS) to illustrate the importance of TOC changing practices in government. A matrix showing complex versus simple and control versus communication is provided with different tasks and characteristics listed in each of three of the four quadrants. The core problem of construction projects of the government and outside contractors was the lack of responsiveness of the government to take required actions for the project. The government's one-day response (ODR) rule to critical tasks is explained and the benefits provided. A bar graph of the government construction investment and number of workers over time was provided. The government construction investment decreased 41% while the number of related workers decreased 19%. A graph of the change in profit rate of the construction industry was also provided. An evaporating cloud of the situation included A Citizen live happy life B Secure citizen's safety D Do public works C Secure financial health in government and D' Stop public works. The ODR rule was the injection to break the cloud; a future reality tree showing the causal relationship of this injection to the desired effects was provided. A pie chart showing the perception of the impact of the one-day response on communications between government and contractors for each group was provided. The contractors thought it was much more positive than the government. A list of the benefits of TOC for the Japanese government was provided. In summary, the government is paperless, is able to apply IT effectively, has collaboration meetings together with government officials, contractors and consultants, utilizes the web to share the construction status update to local responses and has expanded its application of the ODR and ODSC to non-construction projects. |
DVD 1, 1 hour 21 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 657 |
Conference Proceedings |
Petrarolo, Dino |
Navigating the "perfect" storm: A holistic approach to managing change for survival in an automotive component organization |
2009 |
Tokyo, JP |
This presentation describes how a mid-sized company in the highly competitive automotive component industry implemented a holistic approach (a systems and scientific approach) to improvement to deal with very difficult business and economic conditions. The presentation covers how the system starting conditions were addressed or changed, how the rules for managing the system were changed and how the system goal was aligned through changes in measurement. The application of change management processes, organizational design and best practice were also combined to support a business strategy for survival. |
DVD 4, 51 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 658 |
Conference Proceedings |
|
Navigating the "perfect" storm: A holistic approach to managing change for survival in an automotive component organization |
2009 |
Tokyo, JP |
This presentation describes how a mid-sized company in the highly competitive automotive component industry implemented a holistic approach (a systems and scientific approach) to improvement to deal with very difficult business and economic conditions. The presentation covers how the system starting conditions were addressed or changed, how the rules for managing the system were changed and how the system goal was aligned through changes in measurement. The application of change management processes, organizational design and best practice were also combined to support a business strategy for survival. |
DVD 4, 51 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 659 |
Conference Proceedings |
Rafai, Savya |
Techniques when task safeties are underestimated |
2009 |
Tacoma, WA |
A major component of critical chain project management (CCPM) is pooling and consolidating task safety estimates that include more cushion than is really needed. What if some task time estimates are much less than they should be, not more? How then can we make CCPM work? |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 660 |
Conference Proceedings |
Low, James |
Techniques when task safeties are underestimated |
2009 |
Tacoma, WA |
A major component of critical chain project management (CCPM) is pooling and consolidating task safety estimates that include more cushion than is really needed. What if some task time estimates are much less than they should be, not more? How then can we make CCPM work? |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 661 |
Conference Proceedings |
|
Techniques when task safeties are underestimated |
2009 |
Tacoma, WA |
A major component of critical chain project management (CCPM) is pooling and consolidating task safety estimates that include more cushion than is really needed. What if some task time estimates are much less than they should be, not more? How then can we make CCPM work? |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 662 |
Conference Proceedings |
Davuluri, Sucheth Rao |
Viable Vision implementation experience in Neuland |
2009 |
Tokyo, JP |
This presentation describes the background of the Viable Vision (VV) implementation at Neuland Labs. The analysis of the various stages of implementation, lessons learned, corrections made, and results achieved are provided. Neuland is an API manufacturer (make the active ingredients that go into many medicines) doing contract research and contract manufacturing with two US FDA/EU/TGA/PMDA approved manufacturing facilities. Neuland has a 40,000 square foot state-of-the-art R&D facility with 185 scientists in R&D and over 1500 total employees; and exports to 85 countries. Over 80% of its business is conducted in the US and Europe. Neuland entered into the Viable Vision (VV) in 2006 which was initially based on the strategy and tactics (S&T) tree based on the vendor managed inventory (VMI) solution but changed to the reliability and rapid response (RRR) S&T tree solution. At the beginning of the implementation capacity became totally booked; this required a massive elevation of capacity requiring significant capital investment. The API environment includes long touch times, regulatory issues, unstable processes, and long approval cycles. Additionally sales and marketing were not aligned with operations. Top management has to give 100% commitment to the VV project. Getting the right measurement system is the key to the VV. Throughput and due date performance (OTIF-on time in full) are made primary measures and the bonuses of employees are linked to these measures. The S&T tree must be tailored to the individual environment. You must recognize that you must understand the old environment as many times what they are doing is right and not based on the old paradigm. Release control, daily buffer management (BM), BM priority system, emphasis on full kit and preparations were essential to implementing the S&T tree. Eli Goldratt discusses the presentation and the one-page report that give you the dashboard for projects; this same visibility is not available in distribution and production. When we have a deviation we need input from different functions. We need the organizational S&T tree. He apologizes for his abruptness and lack of politeness in pointing out the problem of companies not recognizing and therefore underestimating their new found potential. |
DVD 2, 1 hour 6 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 663 |
Conference Proceedings |
|
Viable Vision implementation experience in Neuland |
2009 |
Tokyo, JP |
This presentation describes the background of the Viable Vision (VV) implementation at Neuland Labs. The analysis of the various stages of implementation, lessons learned, corrections made, and results achieved are provided. Neuland is an API manufacturer (make the active ingredients that go into many medicines) doing contract research and contract manufacturing with two US FDA/EU/TGA/PMDA approved manufacturing facilities. Neuland has a 40,000 square foot state-of-the-art R&D facility with 185 scientists in R&D and over 1500 total employees; and exports to 85 countries. Over 80% of its business is conducted in the US and Europe. Neuland entered into the Viable Vision (VV) in 2006 which was initially based on the strategy and tactics (S&T) tree based on the vendor managed inventory (VMI) solution but changed to the reliability and rapid response (RRR) S&T tree solution. At the beginning of the implementation capacity became totally booked; this required a massive elevation of capacity requiring significant capital investment. The API environment includes long touch times, regulatory issues, unstable processes, and long approval cycles. Additionally sales and marketing were not aligned with operations. Top management has to give 100% commitment to the VV project. Getting the right measurement system is the key to the VV. Throughput and due date performance (OTIF-on time in full) are made primary measures and the bonuses of employees are linked to these measures. The S&T tree must be tailored to the individual environment. You must recognize that you must understand the old environment as many times what they are doing is right and not based on the old paradigm. Release control, daily buffer management (BM), BM priority system, emphasis on full kit and preparations were essential to implementing the S&T tree. Eli Goldratt discusses the presentation and the one-page report that give you the dashboard for projects; this same visibility is not available in distribution and production. When we have a deviation we need input from different functions. We need the organizational S&T tree. He apologizes for his abruptness and lack of politeness in pointing out the problem of companies not recognizing and therefore underestimating their new found potential. |
DVD 2, 1 hour 6 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 664 |
Conference Proceedings |
Reid, Richard |
Challenges and opportunities: Applying the TOC thinking processes (TP) in public sector organizations |
2009 |
Tacoma, WA |
The thinking processes (TP) provide a framework for understanding managerial dilemmas, identifying strategic direction, and implementing organizational improvements. Learn about unique public sector ‘work-arounds', TP pitfalls in a service-oriented subsystem, and ‘out-of-the-box' thinking by public sector managers. Insights gained in application of the TP in a US city water department, African solid waste management, and municipal services in the Philippines are presented. |
DVD 2, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 665 |
Conference Proceedings |
Shoemaker, Thomas |
Challenges and opportunities: Applying the TOC thinking processes (TP) in public sector organizations |
2009 |
Tacoma, WA |
The thinking processes (TP) provide a framework for understanding managerial dilemmas, identifying strategic direction, and implementing organizational improvements. Learn about unique public sector ‘work-arounds', TP pitfalls in a service-oriented subsystem, and ‘out-of-the-box' thinking by public sector managers. Insights gained in application of the TP in a US city water department, African solid waste management, and municipal services in the Philippines are presented. |
DVD 2, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 666 |
Conference Proceedings |
|
Challenges and opportunities: Applying the TOC thinking processes (TP) in public sector organizations |
2009 |
Tacoma, WA |
The thinking processes (TP) provide a framework for understanding managerial dilemmas, identifying strategic direction, and implementing organizational improvements. Learn about unique public sector ‘work-arounds', TP pitfalls in a service-oriented subsystem, and ‘out-of-the-box' thinking by public sector managers. Insights gained in application of the TP in a US city water department, African solid waste management, and municipal services in the Philippines are presented. |
DVD 2, 47 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 667 |
Conference Proceedings |
Ricketts, John |
Reaching the goal: How managers improve a services business using Goldratt's theory of constraints |
2009 |
Tacoma, WA |
This presentation explains how TOC has been adapted for use in professional, scientific, and technical services (PSTS). Such services are highly customized and delivered on demand, so they are dramatically different from the manufacturing and distribution sectors where TOC began. Consequently, every TOC application requires some adaptation. Nevertheless, it shows that TOC can be applied across the full spectrum of services industries, which comprise the majority of today's economy. |
DVD 2, 59 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 668 |
Conference Proceedings |
|
Reaching the goal: How managers improve a services business using Goldratt's theory of constraints |
2009 |
Tacoma, WA |
This presentation explains how TOC has been adapted for use in professional, scientific, and technical services (PSTS). Such services are highly customized and delivered on demand, so they are dramatically different from the manufacturing and distribution sectors where TOC began. Consequently, every TOC application requires some adaptation. Nevertheless, it shows that TOC can be applied across the full spectrum of services industries, which comprise the majority of today's economy. |
DVD 2, 59 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 669 |
Conference Proceedings |
Robinson, Tom |
Implementation of CCPM at Nationale Nederlanden - Group Life: Beating the law of diminishing returns |
2009 |
Amsterdam, The Netherlands |
The theory of constraints critical chain project management (CCPM) as a method to improve and to accelerate project delivery can't be seen in isolation. This method only will succeed when senior management endorses the approach and when the individual employee understands the behavioral consequences. At senior management level a sound governance process is a precondition for a successful outcome of implementing CCPM. After all, priority setting is key and that must start at the top level of the organization. The people who work day-to-day in a CCPM environment might have to change their attitude and their usual practices. New values and goals must be introduced and this change process needs to be guided. This presentation addresses two topics that are preconditions for implementing CCPM: governance and the individual change process. The story is based on a CCPM implementation in a multi-project information technology (IT) environment. |
DVD 3, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 670 |
Conference Proceedings |
|
Implementation of CCPM at Nationale Nederlanden - Group Life: Beating the law of diminishing returns |
2009 |
Amsterdam, The Netherlands |
The theory of constraints critical chain project management (CCPM) as a method to improve and to accelerate project delivery can't be seen in isolation. This method only will succeed when senior management endorses the approach and when the individual employee understands the behavioral consequences. At senior management level a sound governance process is a precondition for a successful outcome of implementing CCPM. After all, priority setting is key and that must start at the top level of the organization. The people who work day-to-day in a CCPM environment might have to change their attitude and their usual practices. New values and goals must be introduced and this change process needs to be guided. This presentation addresses two topics that are preconditions for implementing CCPM: governance and the individual change process. The story is based on a CCPM implementation in a multi-project information technology (IT) environment. |
DVD 3, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 671 |
Conference Proceedings |
Roff-Marsh, Justin |
How to grow sales in a shrinking economy |
2009 |
Tacoma, WA |
In most organizations, an economic slow-down does not need to result in a reduction in sales revenues. The key to achieving this sales stability is to exploit the enormous unutilized capacity in most sales environments to make (just) incremental gains in market share. The speaker presents a five-step plan for re-engineering the organization — even when the organization is in the midst of a slow-down — and he'll show how it is possible to maintain throughput without increasing operating expenses. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 672 |
Conference Proceedings |
|
How to grow sales in a shrinking economy |
2009 |
Tacoma, WA |
In most organizations, an economic slow-down does not need to result in a reduction in sales revenues. The key to achieving this sales stability is to exploit the enormous unutilized capacity in most sales environments to make (just) incremental gains in market share. The speaker presents a five-step plan for re-engineering the organization — even when the organization is in the midst of a slow-down — and he'll show how it is possible to maintain throughput without increasing operating expenses. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 673 |
Conference Proceedings |
Scheinkopf, Lisa |
Synchronization, communication & alignment: Why no major initiative should be without a strategy & tactics tree |
2009 |
Tacoma, WA |
This presentation describes the strategy and tactics (S&T) tree, what it is, why it is important, the questions it answers, why it is an incredibly important tool not just for implementations, but for C-level (and for that matter, all levels) of an organization. This presentation features the five questions. 1. What am I responsible for accomplishing? 2. Why is what I'm responsible for really needed by the organization to improve vis-à-vis its goal? 3. What must I do to accomplish it? 4. Why will this action/activity achieve it? 5. Why is accomplishing this at risk without providing another level of detail for my subordinates? |
DVD 2, 1 hour 6 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 674 |
Conference Proceedings |
|
Synchronization, communication & alignment: Why no major initiative should be without a strategy & tactics tree |
2009 |
Tacoma, WA |
This presentation describes the strategy and tactics (S&T) tree, what it is, why it is important, the questions it answers, why it is an incredibly important tool not just for implementations, but for C-level (and for that matter, all levels) of an organization. This presentation features the five questions. 1. What am I responsible for accomplishing? 2. Why is what I'm responsible for really needed by the organization to improve vis-à-vis its goal? 3. What must I do to accomplish it? 4. Why will this action/activity achieve it? 5. Why is accomplishing this at risk without providing another level of detail for my subordinates? |
DVD 2, 1 hour 6 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 675 |
Conference Proceedings |
Schragenheim, Amir |
Managing stocks in low yield environments |
2009 |
Amsterdam, The Netherlands |
The presentation objective is to share insights about managing stocks (make-to-availability) in V-plants in which there is no control over the outputs (low-yield production environments). The presentation includes: identifying an environment that falls under this scenario; a case study of an environment with multiple quality levels; and a generalization to other environments that can use the same mechanism. Attendee benefits include: Learning how to model a typical V-plant environment in the supply chain; understanding how to choose the best modeling for an environment taking into account various considerations; and learning how to deal with high scrap rates in the process. In V-plants, very few raw materials are processed into multiple finished goods. These finished goods are sometimes the result of different processes; different quantities used or sometimes even the result of some uncontrolled variable. In these cases, we're getting an unpredictable number of different end items. Sometimes we have enough statistics to know how many of these items will turn up as one of the end products. The case study details an environment in which we receive 4 different qualities of an item. All the qualities can be sold, as different customers need different qualities. The challenge lies in how to model the environment in order to receive the best availability coupled with the lowest inventories. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 676 |
Conference Proceedings |
|
Managing stocks in low yield environments |
2009 |
Amsterdam, The Netherlands |
The presentation objective is to share insights about managing stocks (make-to-availability) in V-plants in which there is no control over the outputs (low-yield production environments). The presentation includes: identifying an environment that falls under this scenario; a case study of an environment with multiple quality levels; and a generalization to other environments that can use the same mechanism. Attendee benefits include: Learning how to model a typical V-plant environment in the supply chain; understanding how to choose the best modeling for an environment taking into account various considerations; and learning how to deal with high scrap rates in the process. In V-plants, very few raw materials are processed into multiple finished goods. These finished goods are sometimes the result of different processes; different quantities used or sometimes even the result of some uncontrolled variable. In these cases, we're getting an unpredictable number of different end items. Sometimes we have enough statistics to know how many of these items will turn up as one of the end products. The case study details an environment in which we receive 4 different qualities of an item. All the qualities can be sold, as different customers need different qualities. The challenge lies in how to model the environment in order to receive the best availability coupled with the lowest inventories. |
DVD 5, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 677 |
Conference Proceedings |
Schragenheim, Eli |
New technology and new product value assessment |
2009 |
Amsterdam, The Netherlands |
This presentation was given by Rudolf Burkhard for Eli Schragenheim. Multi-project environments pose three large problem categories: 1. How to choose the next project? 2. How to decide what features should be included in a project? 3. How to finish the project on time, on budget and within specifications? TOC has developed critical chain project management (CCPM) for the third category. There is currently no robust process to deal with the other two categories. The topic at hand addresses an issue that is relevant to the first two categories when the suggested project is for developing a new technology or developing a product / service that does not currently exist. Back in 2000, when engaged in writing Necessary But Not Sufficient, Dr. Eli Goldratt developed the six questions for evaluating new technology. This presentation discusses those questions and their ramifications for both development and marketing. Several leading examples are used, notably from the reality of information technology (IT) dealing with potential users on new requirements for software. Two key insights: 1. For a new technology / product / service to have value it must eliminate (or significantly reduce) an existing barrier / obstacle. 2. When people are confronted with a barrier, and there is a real need to overcome it, they find ways to bypass the barrier. That way is characterized by a process and possibly also a set of policies and behaviors. The economic value of the new technology, meaning how much would people be prepared to pay for the new product, depends on the value of being able to ignore the bypasses as well as the worth of achieving things that the bypass cannot achieve. Examples and key insights are provided. |
DVD 4, 30 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 678 |
Conference Proceedings |
|
New technology and new product value assessment |
2009 |
Amsterdam, The Netherlands |
This presentation was given by Rudolf Burkhard for Eli Schragenheim. Multi-project environments pose three large problem categories: 1. How to choose the next project? 2. How to decide what features should be included in a project? 3. How to finish the project on time, on budget and within specifications? TOC has developed critical chain project management (CCPM) for the third category. There is currently no robust process to deal with the other two categories. The topic at hand addresses an issue that is relevant to the first two categories when the suggested project is for developing a new technology or developing a product / service that does not currently exist. Back in 2000, when engaged in writing Necessary But Not Sufficient, Dr. Eli Goldratt developed the six questions for evaluating new technology. This presentation discusses those questions and their ramifications for both development and marketing. Several leading examples are used, notably from the reality of information technology (IT) dealing with potential users on new requirements for software. Two key insights: 1. For a new technology / product / service to have value it must eliminate (or significantly reduce) an existing barrier / obstacle. 2. When people are confronted with a barrier, and there is a real need to overcome it, they find ways to bypass the barrier. That way is characterized by a process and possibly also a set of policies and behaviors. The economic value of the new technology, meaning how much would people be prepared to pay for the new product, depends on the value of being able to ignore the bypasses as well as the worth of achieving things that the bypass cannot achieve. Examples and key insights are provided. |
DVD 4, 30 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 679 |
Conference Proceedings |
Sheets, Floyd |
The soft stuff is the hard stuff |
2009 |
Tacoma, WA |
Managing to lean principles, a leader is driven to create flexible groups of engaged, empowered, competitive employees. People are asked to work in increasingly smaller cross-functional groups, face to face or virtually, then to disband and rapidly reform in other configurations. This is the challenge of the soft stuff. This presentation shows group and individual behaviors, and shows how a leader can enhance individual engagements and the group's culture. |
DVD 7, 40 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 680 |
Conference Proceedings |
Holt, Steve |
The soft stuff is the hard stuff |
2009 |
Tacoma, WA |
Managing to lean principles, a leader is driven to create flexible groups of engaged, empowered, competitive employees. People are asked to work in increasingly smaller cross-functional groups, face to face or virtually, then to disband and rapidly reform in other configurations. This is the challenge of the soft stuff. This presentation shows group and individual behaviors, and shows how a leader can enhance individual engagements and the group's culture. |
DVD 7, 40 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 681 |
Conference Proceedings |
|
The soft stuff is the hard stuff |
2009 |
Tacoma, WA |
Managing to lean principles, a leader is driven to create flexible groups of engaged, empowered, competitive employees. People are asked to work in increasingly smaller cross-functional groups, face to face or virtually, then to disband and rapidly reform in other configurations. This is the challenge of the soft stuff. This presentation shows group and individual behaviors, and shows how a leader can enhance individual engagements and the group's culture. |
DVD 7, 40 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 682 |
Conference Proceedings |
Shiratsuchi, Ryoma |
Implementation approach with concensus |
2009 |
Tokyo, JP |
The presentation objective is to share our learning about how to build a long-lasting TOC solution in a short time through simplified drum buffer rope (SDBR) case studies. The discussion is focused on an implementation approach of SDBR with harmony by establishing group consensus between the owners and users of injections. |
DVD 5, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 683 |
Conference Proceedings |
|
Implementation approach with concensus |
2009 |
Tokyo, JP |
The presentation objective is to share our learning about how to build a long-lasting TOC solution in a short time through simplified drum buffer rope (SDBR) case studies. The discussion is focused on an implementation approach of SDBR with harmony by establishing group consensus between the owners and users of injections. |
DVD 5, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 684 |
Conference Proceedings |
Smith, Chad |
Beyond MRP |
2009 |
Tacoma, WA |
Actively Synchronized Replenishment (ASR) provides a no-compromise materials synchronization solution for manufacturers regardless of their preferred manufacturing methodology. In a world of improvement methodology religions, ASR is agnostic. The heart of its power is simple—material and component availability even in complex environments is tied to ACTUAL consumption. If you are frustrated with the compromises and obstacles forced into your environment by MRP this session is a must. |
DVD 6, 59 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 685 |
Conference Proceedings |
|
Beyond MRP |
2009 |
Tacoma, WA |
Actively Synchronized Replenishment (ASR) provides a no-compromise materials synchronization solution for manufacturers regardless of their preferred manufacturing methodology. In a world of improvement methodology religions, ASR is agnostic. The heart of its power is simple—material and component availability even in complex environments is tied to ACTUAL consumption. If you are frustrated with the compromises and obstacles forced into your environment by MRP this session is a must. |
DVD 6, 59 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 686 |
Conference Proceedings |
Smith, Debra |
A vertically integrated supply chain case |
2009 |
Tacoma, WA |
This presentation is a follow-up on the LaTourneau Technologies (LT) presentation given by Dan Eckerman at the last conference. This is my view of what we did versus what Dan presented which was his view. Debra provided an overview of the steel mill and what they build (oil rigs, large heavy equipment loaders). The vertically integrated supply chain with control points and strategic buffers was described. Education provided included a two-week Jonah course. Lessons learned i.e. control points in sales, engineering, front end and back end production, etc. with respect to the bottleneck capacity, measures, portfolio management, etc. were also discussed. The current design for critical chain, drum buffer rope, and the replenishment solution was described. A description of actively synchronized replenishment (ASR) was provided. These concepts were discussed for internal constraints, industry downturn and economic downturn (recession) environments. |
DVD 6, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 687 |
Conference Proceedings |
|
A vertically integrated supply chain case |
2009 |
Tacoma, WA |
This presentation is a follow-up on the LaTourneau Technologies (LT) presentation given by Dan Eckerman at the last conference. This is my view of what we did versus what Dan presented which was his view. Debra provided an overview of the steel mill and what they build (oil rigs, large heavy equipment loaders). The vertically integrated supply chain with control points and strategic buffers was described. Education provided included a two-week Jonah course. Lessons learned i.e. control points in sales, engineering, front end and back end production, etc. with respect to the bottleneck capacity, measures, portfolio management, etc. were also discussed. The current design for critical chain, drum buffer rope, and the replenishment solution was described. A description of actively synchronized replenishment (ASR) was provided. These concepts were discussed for internal constraints, industry downturn and economic downturn (recession) environments. |
DVD 6, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 688 |
Conference Proceedings |
Smits, Paul |
Using critical chain project management to drive innovation in a general hospital |
2009 |
Amsterdam, The Netherlands |
This presentation is about managing a 600-bed general hospital in The Netherlands on a day-to-day basis which is enough of a challenge as is. On top, in early 2008, the Maasstad Ziekenhuis hospital (www.maasstadziekenhuis.nl), turned out to have no less than 180 active projects! Active may be a bit of an overstatement, since some projects were well planned and managed; however, quite a few were unclear and often struggling or even dormant. In fact, we were facing all the well-known undesirable effects of project management: lead times of projects were long (often > 1 year); due date performance was poor (if a clear due date was defined at all); and task and project priorities were unclear. Having viewed Eli Goldratt's webcast on critical chain project management (CCPM), Maasstad Ziekenhuis – in cooperation with TOC Resultants (www.toc-resultants.com) decided to implement project management basics and CCPM on top of that. Today, the hospital board is actively involved in selecting, planning and monitoring the execution of supra-departmental projects with the following results: the number of concurrent projects was reduced by 40%; average project lead time was reduced from > 1 year to < 8 months; and > 90 % of projects are finished on time, within scope and budget. Currently, our focus is on securing the CCPM knowledge and processes in our organization and rolling CCPM out to intra-departmental projects. This initiative should be finished by the end of 2009. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 689 |
Conference Proceedings |
|
Using critical chain project management to drive innovation in a general hospital |
2009 |
Amsterdam, The Netherlands |
This presentation is about managing a 600-bed general hospital in The Netherlands on a day-to-day basis which is enough of a challenge as is. On top, in early 2008, the Maasstad Ziekenhuis hospital (www.maasstadziekenhuis.nl), turned out to have no less than 180 active projects! Active may be a bit of an overstatement, since some projects were well planned and managed; however, quite a few were unclear and often struggling or even dormant. In fact, we were facing all the well-known undesirable effects of project management: lead times of projects were long (often > 1 year); due date performance was poor (if a clear due date was defined at all); and task and project priorities were unclear. Having viewed Eli Goldratt's webcast on critical chain project management (CCPM), Maasstad Ziekenhuis – in cooperation with TOC Resultants (www.toc-resultants.com) decided to implement project management basics and CCPM on top of that. Today, the hospital board is actively involved in selecting, planning and monitoring the execution of supra-departmental projects with the following results: the number of concurrent projects was reduced by 40%; average project lead time was reduced from > 1 year to < 8 months; and > 90 % of projects are finished on time, within scope and budget. Currently, our focus is on securing the CCPM knowledge and processes in our organization and rolling CCPM out to intra-departmental projects. This initiative should be finished by the end of 2009. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 690 |
Conference Proceedings |
Stemberger, Agnesa |
Weve implemented TOC: Now what? |
2009 |
Amsterdam, The Netherlands |
This presentation discusses how to sustain the TOC momentum. The challenge is that of being a first-tier supplier to Ikea and a part of a global supply chain to Renault/Volkswagen while surviving was the short-term goal. Implementing TOC was our choice to survive and thrive. Now that the key employees embraced the TOC logic and live with it how are we, the management, sustaining the momentum? The solution to sustain the momentum is that we were focusing on people and using the right tools to reach our goals: we started to measure company/employee performance the TOC way and gave employees a tool that enabled them to reach ambitious goals. The tool was TOC-based software that helped us to sustain the TOC momentum and introduce POOGI: a prerequisite for a long-term growth. The mentioned tools in the right hands of our TOC users have proved to be the right choice for the above challenge even after the consultants left. We exploited the existing ERP beyond its basic purpose. We have succeeded in integrating the TOC way of working in our ERP system that is now becoming more intelligent and supporting us also with TOC data. The results are: we are focusing on high throughput projects and winning them. We are paying suppliers on time, paying debt on time – cash is not a constraint any more. Ikea's intentions were to eliminate us as a supplier since our due date performance (DDP) was so poor. Our promise to them was that we would become one of their best suppliers materialized earlier than even we thought possible. Suppliers in the caravan industry had already developed an alternative supplier since our DDP was so poor. Now we are getting better throughput projects from them. Our warehouse turned into a ghost house. Other results include a lower working capital employed, increased inventory turns, and sales increased (in one location) by 80% without any additional investments in the new capacities. |
DVD 4, 15 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 691 |
Conference Proceedings |
|
Weve implemented TOC: Now what? |
2009 |
Amsterdam, The Netherlands |
This presentation discusses how to sustain the TOC momentum. The challenge is that of being a first-tier supplier to Ikea and a part of a global supply chain to Renault/Volkswagen while surviving was the short-term goal. Implementing TOC was our choice to survive and thrive. Now that the key employees embraced the TOC logic and live with it how are we, the management, sustaining the momentum? The solution to sustain the momentum is that we were focusing on people and using the right tools to reach our goals: we started to measure company/employee performance the TOC way and gave employees a tool that enabled them to reach ambitious goals. The tool was TOC-based software that helped us to sustain the TOC momentum and introduce POOGI: a prerequisite for a long-term growth. The mentioned tools in the right hands of our TOC users have proved to be the right choice for the above challenge even after the consultants left. We exploited the existing ERP beyond its basic purpose. We have succeeded in integrating the TOC way of working in our ERP system that is now becoming more intelligent and supporting us also with TOC data. The results are: we are focusing on high throughput projects and winning them. We are paying suppliers on time, paying debt on time – cash is not a constraint any more. Ikea's intentions were to eliminate us as a supplier since our due date performance (DDP) was so poor. Our promise to them was that we would become one of their best suppliers materialized earlier than even we thought possible. Suppliers in the caravan industry had already developed an alternative supplier since our DDP was so poor. Now we are getting better throughput projects from them. Our warehouse turned into a ghost house. Other results include a lower working capital employed, increased inventory turns, and sales increased (in one location) by 80% without any additional investments in the new capacities. |
DVD 4, 15 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 692 |
Conference Proceedings |
Stemberger, Mark |
Against the odds: TOC in a private equity world |
2009 |
Amsterdam, The Netherlands |
This presentation is about how TOC enabled us to succeed in acquiring and integrating an Ikea first-tier supplier's operations (in spite of difficult economic times). The company was heading fast towards a cliff... due date performance (DDP) was appalling, working capital (WC) sky high, warehouses filled with all the wrong materials and components, customers were looking for alternative suppliers (to us), batch sizes were large, cash flow poor, in-fighting and turf protection, nobody (within the company) knew the company's overall performance... The results included: DDP increased; customer satisfaction increased (we managed to retain the biggest customer, Ikea); existing customers awarded us with more business (also Ikea); hidden capacities were revealed: availability (of machine capacity, warehouse storage and manpower) increased; internal lead times decreased; batch sizes decreased, set-ups increased (even though everyone thought we were mad and wasting capacity); inventory decreased; WC was no longer a problem, the warehouse was under control; precious cash flow was freed (where none was available anywhere!); and ROI increased. We developed and implemented a four-stage project acquisition approach using critical chain project management (CCPM) principles. |
DVD 3, 27 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 693 |
Conference Proceedings |
|
Against the odds: TOC in a private equity world |
2009 |
Amsterdam, The Netherlands |
This presentation is about how TOC enabled us to succeed in acquiring and integrating an Ikea first-tier supplier's operations (in spite of difficult economic times). The company was heading fast towards a cliff... due date performance (DDP) was appalling, working capital (WC) sky high, warehouses filled with all the wrong materials and components, customers were looking for alternative suppliers (to us), batch sizes were large, cash flow poor, in-fighting and turf protection, nobody (within the company) knew the company's overall performance... The results included: DDP increased; customer satisfaction increased (we managed to retain the biggest customer, Ikea); existing customers awarded us with more business (also Ikea); hidden capacities were revealed: availability (of machine capacity, warehouse storage and manpower) increased; internal lead times decreased; batch sizes decreased, set-ups increased (even though everyone thought we were mad and wasting capacity); inventory decreased; WC was no longer a problem, the warehouse was under control; precious cash flow was freed (where none was available anywhere!); and ROI increased. We developed and implemented a four-stage project acquisition approach using critical chain project management (CCPM) principles. |
DVD 3, 27 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 694 |
Conference Proceedings |
Suerken, Kathy |
The TOC ‘Pot of GOAL' for education |
2009 |
Tokyo, JP |
Established in 1995 by Dr. Eli Goldratt, who describes it as the ‘jewel in the TOC crown,' TOC for Education (TOCfE) has taught applications in curriculum, behavior and school management to well over 100,000 adult education stakeholders in 25 countries with an impact on more than 6 million children. This presentation demonstrates how TOCfE is penetrating the core problem in education to enable children to become responsible, productive adults who are life-long learners and thinkers. |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 695 |
Conference Proceedings |
Corpus, Jenilyn |
The TOC ‘Pot of GOAL' for education |
2009 |
Tokyo, JP |
Established in 1995 by Dr. Eli Goldratt, who describes it as the ‘jewel in the TOC crown,' TOC for Education (TOCfE) has taught applications in curriculum, behavior and school management to well over 100,000 adult education stakeholders in 25 countries with an impact on more than 6 million children. This presentation demonstrates how TOCfE is penetrating the core problem in education to enable children to become responsible, productive adults who are life-long learners and thinkers. |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 696 |
Conference Proceedings |
|
The TOC ‘Pot of GOAL' for education |
2009 |
Tokyo, JP |
Established in 1995 by Dr. Eli Goldratt, who describes it as the ‘jewel in the TOC crown,' TOC for Education (TOCfE) has taught applications in curriculum, behavior and school management to well over 100,000 adult education stakeholders in 25 countries with an impact on more than 6 million children. This presentation demonstrates how TOCfE is penetrating the core problem in education to enable children to become responsible, productive adults who are life-long learners and thinkers. |
DVD 8, 44 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 697 |
Conference Proceedings |
Sullivan, Tim |
TOC and A3—Facilitating a path through the layers of resistance |
2009 |
Tacoma, WA |
TOC practitioners face the challenge of how to spread TOC thinking across the organization. TOC consultants face the challenge of penetrating markets where lean is ‘king'. The A3, used by Toyota as a key tool for developing managers, can be used in both these situations. Learn that A3 is a flexible, powerful, and dynamic framework with which one can facilitate and communicate TOC solutions. Used Socratically, A3 has the power to transform leadership. |
DVD 9, 1 hour 3 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 698 |
Conference Proceedings |
|
TOC and A3—Facilitating a path through the layers of resistance |
2009 |
Tacoma, WA |
TOC practitioners face the challenge of how to spread TOC thinking across the organization. TOC consultants face the challenge of penetrating markets where lean is ‘king'. The A3, used by Toyota as a key tool for developing managers, can be used in both these situations. Learn that A3 is a flexible, powerful, and dynamic framework with which one can facilitate and communicate TOC solutions. Used Socratically, A3 has the power to transform leadership. |
DVD 9, 1 hour 3 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 699 |
Conference Proceedings |
Taylor, Bill |
Managing and improving Coca-Cola Bottling in Brazil with TOC |
2009 |
Tokyo, JP |
This presentation describes the challenge of navigating through substantial changes over the past 15 years and provides a personal narrative of experiences of improving competitiveness in the dynamic beverage business in Brazil as a CEO and as a consultant. Improvement approaches used and results obtained as CEO of the SPAIPA Bottling Group 1993-2001 are provided. |
DVD 7, 1 hour 3 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 700 |
Conference Proceedings |
|
Managing and improving Coca-Cola Bottling in Brazil with TOC |
2009 |
Tokyo, JP |
This presentation describes the challenge of navigating through substantial changes over the past 15 years and provides a personal narrative of experiences of improving competitiveness in the dynamic beverage business in Brazil as a CEO and as a consultant. Improvement approaches used and results obtained as CEO of the SPAIPA Bottling Group 1993-2001 are provided. |
DVD 7, 1 hour 3 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 701 |
Conference Proceedings |
Taylor, Bill |
Managing and improving Coca-Cola Bottling in Brazil with TOC value flow management STLS |
2009 |
Tacoma, WA |
This presentation describes the challenge of navigating through substantial changes over the past 15 years and a personal narrative of experiences improving competitiveness in the dynamic beverage business in Brazil as a CEO and as a consultant. First, improvement approaches used and results obtained as CEO of the SPAIPA Bottling Group 1993-2001 are discussed. Second, TOC at the heart of the Coke Brazil turnaround 2002-2003 is described. Third, the turnaround story at the Coca-Cola Bottler in Maranhão 2004-2006 is detailed. Fourth, the strategy and tactics of TOC flow management are listed. Last, possible applications to Coca-Cola in the future are given. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 702 |
Conference Proceedings |
|
Managing and improving Coca-Cola Bottling in Brazil with TOC value flow management STLS |
2009 |
Tacoma, WA |
This presentation describes the challenge of navigating through substantial changes over the past 15 years and a personal narrative of experiences improving competitiveness in the dynamic beverage business in Brazil as a CEO and as a consultant. First, improvement approaches used and results obtained as CEO of the SPAIPA Bottling Group 1993-2001 are discussed. Second, TOC at the heart of the Coke Brazil turnaround 2002-2003 is described. Third, the turnaround story at the Coca-Cola Bottler in Maranhão 2004-2006 is detailed. Fourth, the strategy and tactics of TOC flow management are listed. Last, possible applications to Coca-Cola in the future are given. |
DVD 4, 42 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 703 |
Conference Proceedings |
van Aart, Marc Alexander |
Dealing with change in hospitals quickly and efficiently by means of horizontal leadership and TOC |
2009 |
Amsterdam, The Netherlands |
Hospitals in The Netherlands and elsewhere in western society are faced with the question of how the human compassionate aspect of care can be combined with efficiency. The environment includes the aging population, the rising demand for care, a looming staff shortage, the autonomy of the private specialist and the introduction of hospitals in the marketplace. In terms of healthcare, the answer to this problem lies in new organizational principles which are in line with ‘the process concept of an organization'. This process concept sees organizations not so much as vertical structures with top-down and bottom-up forces, but rather as horizontal processes of value creation at different levels: client process, work process and management process. This change affects the nature of leadership in hospitals. While previously leadership was mostly embedded in the vertical power structure and dependent on position, it is now increasingly having a crossroad function, whereby the interests of many stakeholders have to be met. Today's leadership is moving towards a dialogic, dynamic organizational process in which a great deal of change is affected. How does this horizontal leadership work, and how can it be used in such a way that processes of change and renewal lead to meaningful results? And how can leadership qualities be developed that turn horizontal leadership into a fruitful process of human and organizational development? In the period 2006 – 2009, the Maasstad Ziekenhuis hosptital in Rotterdam has tested these horizontal principles by means of the 'Methodology van de Evidential' (Bekman) 'Theory of Constraints (TOC).' This presentation described the outcomes of an action research project which formed part of that process - undertaken for an MSc dissertation on TOC Healthcare Management (Nottingham Trent University, UK). The project presented the research on the applications of these principles in the areas of operations (discharge, A&E, elective and outpatients), project management, finance and measurements, distribution and supply chain, marketing, sales and rapid response. The main focus of the project, which proved successful very quickly, was on the role of leadership and organizational development. |
DVD 4, 28 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 704 |
Conference Proceedings |
|
Dealing with change in hospitals quickly and efficiently by means of horizontal leadership and TOC |
2009 |
Amsterdam, The Netherlands |
Hospitals in The Netherlands and elsewhere in western society are faced with the question of how the human compassionate aspect of care can be combined with efficiency. The environment includes the aging population, the rising demand for care, a looming staff shortage, the autonomy of the private specialist and the introduction of hospitals in the marketplace. In terms of healthcare, the answer to this problem lies in new organizational principles which are in line with ‘the process concept of an organization'. This process concept sees organizations not so much as vertical structures with top-down and bottom-up forces, but rather as horizontal processes of value creation at different levels: client process, work process and management process. This change affects the nature of leadership in hospitals. While previously leadership was mostly embedded in the vertical power structure and dependent on position, it is now increasingly having a crossroad function, whereby the interests of many stakeholders have to be met. Today's leadership is moving towards a dialogic, dynamic organizational process in which a great deal of change is affected. How does this horizontal leadership work, and how can it be used in such a way that processes of change and renewal lead to meaningful results? And how can leadership qualities be developed that turn horizontal leadership into a fruitful process of human and organizational development? In the period 2006 – 2009, the Maasstad Ziekenhuis hosptital in Rotterdam has tested these horizontal principles by means of the 'Methodology van de Evidential' (Bekman) 'Theory of Constraints (TOC).' This presentation described the outcomes of an action research project which formed part of that process - undertaken for an MSc dissertation on TOC Healthcare Management (Nottingham Trent University, UK). The project presented the research on the applications of these principles in the areas of operations (discharge, A&E, elective and outpatients), project management, finance and measurements, distribution and supply chain, marketing, sales and rapid response. The main focus of the project, which proved successful very quickly, was on the role of leadership and organizational development. |
DVD 4, 28 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 705 |
Conference Proceedings |
van Zantwijk, Yohyon |
Supply chain synchronization |
2009 |
Amsterdam, The Netherlands |
This presentation is organized as an introduction to the Agentrics background and supply chain synchronization offer; a description of the supply chain improvement methodology, results and obstacles, and questions and answers. The aim of Agentrics is to synchronize actions across the supply chain to satisfy the end user. Agentrics is a software company organized by 23 large retailers to counteract Wal-Mart prior to 2000 before the internet bubble burst. The company was bought by a large supply chain integrator solution provider. It provides a collaboration platform for all links in the supply chain. Agentrics provides a link above individual ERP systems from suppliers, distributors and retailers. Inventory and consumer characteristics are discussed. The shift from push to pull inventory systems is discussed. The strategic dynamics and strategic solution are discussed for global supply chains. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 706 |
Conference Proceedings |
|
Supply chain synchronization |
2009 |
Amsterdam, The Netherlands |
This presentation is organized as an introduction to the Agentrics background and supply chain synchronization offer; a description of the supply chain improvement methodology, results and obstacles, and questions and answers. The aim of Agentrics is to synchronize actions across the supply chain to satisfy the end user. Agentrics is a software company organized by 23 large retailers to counteract Wal-Mart prior to 2000 before the internet bubble burst. The company was bought by a large supply chain integrator solution provider. It provides a collaboration platform for all links in the supply chain. Agentrics provides a link above individual ERP systems from suppliers, distributors and retailers. Inventory and consumer characteristics are discussed. The shift from push to pull inventory systems is discussed. The strategic dynamics and strategic solution are discussed for global supply chains. |
DVD 5, 35 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 707 |
Conference Proceedings |
Almeida, Guilherme |
Two sides of the same coin |
2009 |
Tokyo, JP |
Many companies have tried to implement the Toyota Production System (TPS) or lean, but none of them have reached the same level of results as Toyota does. This presentation demonstrates that TPS is just one pillar that supports Toyota's business and human approaches. It also presents the framework that makes Toyota what it is. The framework is comprised of the contradicting, expanding, and integrating forces and how the forces relate to the founders' principles and the culture that makes working in Toyota a unique and rewarding experience. |
DVD 5, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 708 |
Conference Proceedings |
|
Two sides of the same coin |
2009 |
Tokyo, JP |
Many companies have tried to implement the Toyota Production System (TPS) or lean, but none of them have reached the same level of results as Toyota does. This presentation demonstrates that TPS is just one pillar that supports Toyota's business and human approaches. It also presents the framework that makes Toyota what it is. The framework is comprised of the contradicting, expanding, and integrating forces and how the forces relate to the founders' principles and the culture that makes working in Toyota a unique and rewarding experience. |
DVD 5, 46 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 709 |
Conference Proceedings |
Wadhwa, Gary |
Viable Vision for healthcare |
2009 |
Tacoma, WA |
This presentation discussed a 10-step process for successfully implementing a Viable Vision (VV) for healthcare. The steps are: 1. Delimit the boundaries of the system within our span of control but within the context of the larger system. 2. Agree upon the goal of the system. 3. Agree upon performance measurements for the system. 4. Develop a VV for the organization using the RRR (reliability and rapid response) transformational strategy and tactic (S&T) tree. 5. Get an insight into your system and its current performance by using the systems dynamics model. 6. Identify gaps between the VV and current performance. Write these down as un-desirable effects (UDEs). 7. Identify core conflicts and injections to the core conflicts that are causing the gaps or UDEs. Use injections to change UDEs to DEs (desirable effects) and develop the future reality tree (FRT). 8. Validate injections on the system dynamics model to see the effect. 9. Develop the prerequisite tree and the transition tree to implement the super injections on our road to the VV. 10. Continuously improve system performance and measure with the system dynamics model. This process was discussed in some detail based on its application to Adirondack Oral and Maxillofacial Surgery clinic. |
DVD 5. 51 minutes, There are a couple places that should be edited out of the presentation: a question was asked from the audience that could not be heard so there are 30 second gaps of silence. |
https://www.tocico.org/page/2009ConferenceProceedings |
| 710 |
Conference Proceedings |
|
Viable Vision for healthcare |
2009 |
Tacoma, WA |
This presentation discussed a 10-step process for successfully implementing a Viable Vision (VV) for healthcare. The steps are: 1. Delimit the boundaries of the system within our span of control but within the context of the larger system. 2. Agree upon the goal of the system. 3. Agree upon performance measurements for the system. 4. Develop a VV for the organization using the RRR (reliability and rapid response) transformational strategy and tactic (S&T) tree. 5. Get an insight into your system and its current performance by using the systems dynamics model. 6. Identify gaps between the VV and current performance. Write these down as un-desirable effects (UDEs). 7. Identify core conflicts and injections to the core conflicts that are causing the gaps or UDEs. Use injections to change UDEs to DEs (desirable effects) and develop the future reality tree (FRT). 8. Validate injections on the system dynamics model to see the effect. 9. Develop the prerequisite tree and the transition tree to implement the super injections on our road to the VV. 10. Continuously improve system performance and measure with the system dynamics model. This process was discussed in some detail based on its application to Adirondack Oral and Maxillofacial Surgery clinic. |
DVD 5. 51 minutes, There are a couple places that should be edited out of the presentation: a question was asked from the audience that could not be heard so there are 30 second gaps of silence. |
https://www.tocico.org/page/2009ConferenceProceedings |
| 711 |
Conference Proceedings |
Woeppel, Mark |
Projects in less time |
2009 |
Tacoma, WA |
If your company is like many, you continue to experience failure delivering projects to schedule, budget, and scope. Critical chain project management (CCPM) enables you to deliver projects in less time, all the time with an improved quality of life for the project team. This presentation describes the core concepts of the CCPM method as it applies to three main areas of projects: execution, planning and project portfolio management. |
DVD 8, 1hour 17 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 712 |
Conference Proceedings |
|
Projects in less time |
2009 |
Tacoma, WA |
If your company is like many, you continue to experience failure delivering projects to schedule, budget, and scope. Critical chain project management (CCPM) enables you to deliver projects in less time, all the time with an improved quality of life for the project team. This presentation describes the core concepts of the CCPM method as it applies to three main areas of projects: execution, planning and project portfolio management. |
DVD 8, 1hour 17 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 713 |
Conference Proceedings |
Zahora, Jim |
The PECo journey: The fusion of theory of constraints, lean and six sigma-Velocity |
2009 |
Tacoma, WA |
Process Equipment Company (PECo), a US manufacturer, has faced and continues to face fierce global competition in challenging economic situations. PECo looked beyond the choice of either TOC, lean or six sigma and realized that all methodologies had strengths if utilized in an integrated fashion. PECo turned to AGI's focused system improvement (FSI) process, a true TOCLSS (TLS) integrated process, to maintain competitiveness and actually grow market share. This same FSI process guides PECo as they continue to sustain profitable growth during this latest economic downturn. |
DVD 10, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 714 |
Conference Proceedings |
Zahora, John |
The PECo journey: The fusion of theory of constraints, lean and six sigma-Velocity |
2009 |
Tacoma, WA |
Process Equipment Company (PECo), a US manufacturer, has faced and continues to face fierce global competition in challenging economic situations. PECo looked beyond the choice of either TOC, lean or six sigma and realized that all methodologies had strengths if utilized in an integrated fashion. PECo turned to AGI's focused system improvement (FSI) process, a true TOCLSS (TLS) integrated process, to maintain competitiveness and actually grow market share. This same FSI process guides PECo as they continue to sustain profitable growth during this latest economic downturn. |
DVD 10, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 715 |
Conference Proceedings |
|
The PECo journey: The fusion of theory of constraints, lean and six sigma-Velocity |
2009 |
Tacoma, WA |
Process Equipment Company (PECo), a US manufacturer, has faced and continues to face fierce global competition in challenging economic situations. PECo looked beyond the choice of either TOC, lean or six sigma and realized that all methodologies had strengths if utilized in an integrated fashion. PECo turned to AGI's focused system improvement (FSI) process, a true TOCLSS (TLS) integrated process, to maintain competitiveness and actually grow market share. This same FSI process guides PECo as they continue to sustain profitable growth during this latest economic downturn. |
DVD 10, 38 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 716 |
Conference Proceedings |
Abuhab, Miguel |
How did a Brazilian company improve its results, strategies and processes by managing the pull x push dilemma |
2010 |
Las Vegas, NV |
This presentation provides a discussion on how Big Frango increased its sales with lower inventory levels through implementing strategies and processes to manage the supply chain dilemma between retailers and suppliers implementing VMROI (vendor managed return on investment). Big Frango is a $350 million total sales company comprised of three plants and six distribution centers. 400,000 chickens are processed daily. 50% are commercialized, 20% for wholesalers and 30% for exportation. 35% is fresh and 65% is frozen. Big Frango's biggest UDE is sales are lost due to its products' unavailability in the stores. The supplier and retailer conflict is: A Increase the return on investment; B Increase sales; D Push; and C Reduce inventory; D' Pull. The VMROI solution is based on exploiting shelf space by improving replenishment frequency, implementing automatic replenishment; replacing slow movers with fast movers; changing its product mix; applying the right measures; etc. |
DVD 5, 1 hour 4 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 717 |
Conference Proceedings |
|
How did a Brazilian company improve its results, strategies and processes by managing the pull x push dilemma |
2010 |
Las Vegas, NV |
This presentation provides a discussion on how Big Frango increased its sales with lower inventory levels through implementing strategies and processes to manage the supply chain dilemma between retailers and suppliers implementing VMROI (vendor managed return on investment). Big Frango is a $350 million total sales company comprised of three plants and six distribution centers. 400,000 chickens are processed daily. 50% are commercialized, 20% for wholesalers and 30% for exportation. 35% is fresh and 65% is frozen. Big Frango's biggest UDE is sales are lost due to its products' unavailability in the stores. The supplier and retailer conflict is: A Increase the return on investment; B Increase sales; D Push; and C Reduce inventory; D' Pull. The VMROI solution is based on exploiting shelf space by improving replenishment frequency, implementing automatic replenishment; replacing slow movers with fast movers; changing its product mix; applying the right measures; etc. |
DVD 5, 1 hour 4 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 718 |
Conference Proceedings |
Arevalo, Javier |
Viable Vision learnings |
2010 |
Las Vegas, NV |
This session provides insights from the practical experience of Viable Vision projects that demonstrate the basic principles where the Viable Vision is grounded in a win:win:win that delivers the decisive competitive edge. Lessons learned relate to the make to order reliability and mixed make to order and make to availability environments in addition to the pay per click environment. The questions of What, Why, How, and Who to test launch had to be answered. The test launch is required to validate the assumptions about the significant need of the clients, their reaction to the offer and moving from the paradigm of reduced prices. The presentation should be treated like a pilot; things will go wrong and one must learn from the pilot how to improve the presentation. Based on the presentation one must do the proper cause-and-effect analysis to gain new insights. The definition of competitive lead time and how to assess the overall benefit of shorter lead times are given. |
DVD 1, 1 hour |
https://www.tocico.org/page/2010ConferenceProceedings |
| 719 |
Conference Proceedings |
Birrell, Matías |
Viable Vision learnings |
2010 |
Las Vegas, NV |
This session provides insights from the practical experience of Viable Vision projects that demonstrate the basic principles where the Viable Vision is grounded in a win:win:win that delivers the decisive competitive edge. Lessons learned relate to the make to order reliability and mixed make to order and make to availability environments in addition to the pay per click environment. The questions of What, Why, How, and Who to test launch had to be answered. The test launch is required to validate the assumptions about the significant need of the clients, their reaction to the offer and moving from the paradigm of reduced prices. The presentation should be treated like a pilot; things will go wrong and one must learn from the pilot how to improve the presentation. Based on the presentation one must do the proper cause-and-effect analysis to gain new insights. The definition of competitive lead time and how to assess the overall benefit of shorter lead times are given. |
DVD 1, 1 hour |
https://www.tocico.org/page/2010ConferenceProceedings |
| 720 |
Conference Proceedings |
|
Viable Vision learnings |
2010 |
Las Vegas, NV |
This session provides insights from the practical experience of Viable Vision projects that demonstrate the basic principles where the Viable Vision is grounded in a win:win:win that delivers the decisive competitive edge. Lessons learned relate to the make to order reliability and mixed make to order and make to availability environments in addition to the pay per click environment. The questions of What, Why, How, and Who to test launch had to be answered. The test launch is required to validate the assumptions about the significant need of the clients, their reaction to the offer and moving from the paradigm of reduced prices. The presentation should be treated like a pilot; things will go wrong and one must learn from the pilot how to improve the presentation. Based on the presentation one must do the proper cause-and-effect analysis to gain new insights. The definition of competitive lead time and how to assess the overall benefit of shorter lead times are given. |
DVD 1, 1 hour |
https://www.tocico.org/page/2010ConferenceProceedings |
| 721 |
Conference Proceedings |
Baptista, Humberto |
Retail TOC - Myths and truths |
2010 |
Las Vegas, NV |
The application of the TOC solution for retailers is covered in good depth by the VV retailers S&T, but is this enough? Are all retailers the same regarding the implementation of the TOC solution? In this presentation concepts are exposed and results from a large retailer implementation are discussed to share the logic governing this environment and what is required to successfully implement the TOC solution for retailers. |
DVD 5, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 722 |
Conference Proceedings |
|
Retail TOC - Myths and truths |
2010 |
Las Vegas, NV |
The application of the TOC solution for retailers is covered in good depth by the VV retailers S&T, but is this enough? Are all retailers the same regarding the implementation of the TOC solution? In this presentation concepts are exposed and results from a large retailer implementation are discussed to share the logic governing this environment and what is required to successfully implement the TOC solution for retailers. |
DVD 5, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 723 |
Conference Proceedings |
Barnard, Alan |
Case study: Finding and testing a solution to shortages and surpluses within book publishing |
2010 |
Las Vegas, NV |
This presentation shares the correct process to develop a simple yet powerful way to identify and quantify the extent, consequences and causes of surpluses and shortages within the book publishing supply chain and how TOC was used to develop and test a viable solution that is generic enough to be applied to any other consumer goods supply chain. |
DVD 5, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 724 |
Conference Proceedings |
|
Case study: Finding and testing a solution to shortages and surpluses within book publishing |
2010 |
Las Vegas, NV |
This presentation shares the correct process to develop a simple yet powerful way to identify and quantify the extent, consequences and causes of surpluses and shortages within the book publishing supply chain and how TOC was used to develop and test a viable solution that is generic enough to be applied to any other consumer goods supply chain. |
DVD 5, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 725 |
Conference Proceedings |
Choon, Ean Khaw |
Study project: harmony: How the theory of constraints enhances learning through singing of pop songs in the classroom |
2010 |
Las Vegas, NV |
Children in school learn in many ways. It is up to their teachers to ensure that they learn well and yet have fun. The best way to learn is to engage the young person through his or her senses and use thinking skills. What better harmony than to learn through the youthful media of pop songs integrated with the theory of constraints? Imagine this form of accelerated learning taking place in the classroom. It gives the children a reason to enjoy school. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 726 |
Conference Proceedings |
|
Study project: harmony: How the theory of constraints enhances learning through singing of pop songs in the classroom |
2010 |
Las Vegas, NV |
Children in school learn in many ways. It is up to their teachers to ensure that they learn well and yet have fun. The best way to learn is to engage the young person through his or her senses and use thinking skills. What better harmony than to learn through the youthful media of pop songs integrated with the theory of constraints? Imagine this form of accelerated learning taking place in the classroom. It gives the children a reason to enjoy school. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 727 |
Conference Proceedings |
Pun, Jaime |
How marketing drove operational change in a restaurant |
2010 |
Las Vegas, NV |
This presentation illustrates how the organization was transformed from a traditionally run restaurant to one of the most efficient restaurants with big improvements in quality and customer service. This restaurant chain is possibly the only one in the whole of Mexico to give a Mafia offer to its customers both on time and quality. |
DVD 3, 56 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 728 |
Conference Proceedings |
Ghoshal, Sanjay |
How marketing drove operational change in a restaurant |
2010 |
Las Vegas, NV |
This presentation illustrates how the organization was transformed from a traditionally run restaurant to one of the most efficient restaurants with big improvements in quality and customer service. This restaurant chain is possibly the only one in the whole of Mexico to give a Mafia offer to its customers both on time and quality. |
DVD 3, 56 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 729 |
Conference Proceedings |
|
How marketing drove operational change in a restaurant |
2010 |
Las Vegas, NV |
This presentation illustrates how the organization was transformed from a traditionally run restaurant to one of the most efficient restaurants with big improvements in quality and customer service. This restaurant chain is possibly the only one in the whole of Mexico to give a Mafia offer to its customers both on time and quality. |
DVD 3, 56 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 730 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Concluding keynote presentation: Checking reality for changing patterns |
2010 |
Las Vegas, NV |
This presentation discusses the speed of change in reality and the need to change our patterns of behavior (based on the old environment) to match the new environment. We almost always change our patterns when the change is bad but almost never change our patterns based on positive changes. We must dive deeper into the assumptions related to our existing pattern of behavior and determine if they are still valid. Goldratt describes six changes in the environment and their impact on the old pattern and the need for a new pattern. Some of the changes are: 1. The speed of getting results (time to get the client signed up). 2. The speed of client results in seeing improvement (many clients see a doubling of sales in less than six months today (was 1-2 years previously). 3. The change in how we conduct the global practice (clients must now come to Israel--similar to aggregation at the top of distribution). 4. The time to teach a consultant where we trust him (was 3 years now with S&T 3 weeks of training interspersed with visiting the appropriate site, validating the assumptions, changing the assumptions to meet the company environment and auditing the site. 5. The perception of the value that the client can get in the future from the consultant (clients left because they felt they got most of the benefits already) We now sell the process. 6. What's happening in the market (we generated most of our leads in the past. Now people are coming to us asking to be a client.) We must recognize that we never KNOW. We must always recognize: Never say I know. We must also recognize that people are good. Never blame someone else. We have three things: our intuition, inherent simplicity and freedom of choice. |
DVD 1, 44 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 731 |
Conference Proceedings |
|
Concluding keynote presentation: Checking reality for changing patterns |
2010 |
Las Vegas, NV |
This presentation discusses the speed of change in reality and the need to change our patterns of behavior (based on the old environment) to match the new environment. We almost always change our patterns when the change is bad but almost never change our patterns based on positive changes. We must dive deeper into the assumptions related to our existing pattern of behavior and determine if they are still valid. Goldratt describes six changes in the environment and their impact on the old pattern and the need for a new pattern. Some of the changes are: 1. The speed of getting results (time to get the client signed up). 2. The speed of client results in seeing improvement (many clients see a doubling of sales in less than six months today (was 1-2 years previously). 3. The change in how we conduct the global practice (clients must now come to Israel--similar to aggregation at the top of distribution). 4. The time to teach a consultant where we trust him (was 3 years now with S&T 3 weeks of training interspersed with visiting the appropriate site, validating the assumptions, changing the assumptions to meet the company environment and auditing the site. 5. The perception of the value that the client can get in the future from the consultant (clients left because they felt they got most of the benefits already) We now sell the process. 6. What's happening in the market (we generated most of our leads in the past. Now people are coming to us asking to be a client.) We must recognize that we never KNOW. We must always recognize: Never say I know. We must also recognize that people are good. Never blame someone else. We have three things: our intuition, inherent simplicity and freedom of choice. |
DVD 1, 44 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 732 |
Conference Proceedings |
Goldratt, Eliyahu M. |
TOC for start ups |
2010 |
Las Vegas, NV |
The future growth of the economy rests on technological startups. When does a startup start? Goldratt's definition is when the startup attracts external money. It is defined as successful when the startup stops losing money. A startup doesn't become successful with the original product but with a 2nd, 3rd, or 4th generation of the product. Eli uses an example from this book “Necessary but not sufficient”: computer systems. What technology does a computer system replace? Pencil and paper! Eli discusses the problems of having a successful startup. What are the benefits of the technology? You have to sell the client on the technology. Technology can bring benefits if and only if it diminishes limitations. The client must have a limitation that you are going to eliminate. The vast majority of startups have not thought of how to respond to this question. The client must change his mode of operation to get the full benefits of the technology. What rules are currently embedded in the mode of operation of the client? These rules have to be changed. What are the new rules that must be adopted (to what to change?) by the client? We must build the S&T tree for this startup. |
DVD 2, 19 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 733 |
Conference Proceedings |
|
TOC for start ups |
2010 |
Las Vegas, NV |
The future growth of the economy rests on technological startups. When does a startup start? Goldratt's definition is when the startup attracts external money. It is defined as successful when the startup stops losing money. A startup doesn't become successful with the original product but with a 2nd, 3rd, or 4th generation of the product. Eli uses an example from this book “Necessary but not sufficient”: computer systems. What technology does a computer system replace? Pencil and paper! Eli discusses the problems of having a successful startup. What are the benefits of the technology? You have to sell the client on the technology. Technology can bring benefits if and only if it diminishes limitations. The client must have a limitation that you are going to eliminate. The vast majority of startups have not thought of how to respond to this question. The client must change his mode of operation to get the full benefits of the technology. What rules are currently embedded in the mode of operation of the client? These rules have to be changed. What are the new rules that must be adopted (to what to change?) by the client? We must build the S&T tree for this startup. |
DVD 2, 19 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 734 |
Conference Proceedings |
Motwani, Shyam |
Doubling profits in 2 years (April 2008-March 2010) during an economic downturn |
2010 |
Las Vegas, NV |
This presentation explains how a manufacturing company, Godrej Locks Division, doubled its profits while looking at dismal economic times. It is organized into five sections: A background & compelling reason; improving business performance; delivering competitive-edge offers; exploiting constraints in the supply chain; and aligning the business enterprise. This 113 year old company is comprised of 5 manufacturing locations; 1200 components; 45 domestic suppliers; 15 job work suppliers; 10 international suppliers across 5 countries; and 3 tool repair suppliers. The product line is: 700 manufactured SKUs, 125 traded SKUs, and customized solutions. The supply chain consists of 5 mother warehouses, 21 distribution hub warehouses, and 1 bonded warehouse. The customer base includes 800 domestic direct institutional customers; 40 international customers; 500 domestic distributors / direct dealers, 20,000 retailers, distribution in 480 districts of India, and 3 major captive OEM customers. Distributors undesirable effects (UDEs) include: surpluses of many SKUs and shortages of other SKUs; constantly demanding higher margins and /or incentives to liquidate excess stock; significant stock pile-up during month /quarter / year end; incentives based on purchases from Godrej; forced to buy whatever is available in order to meet targets; retail outlets expect frequent supplies in small batches whereas supplies from Godrej is in bulk; and high credit to retail outlets. Godrej Salespersons UDEs include : incentives dependent on distributor buying; requesting distributors to buy material at month-end; distributors had a higher control; lack of job-satisfaction; entire effort towards selling to retailers during the first two weeks of the month to liquidate high stocks piled up with distributor at month-end and thereafter, run around in the market to collect money for distributors; afraid to demand market corrections from non-performing distributors. UDEs from the supply group were also provided. Results include: profits almost doubled; cash flow increased over 100%; inventory is reduced by 40% over the last year; 1/3rd of FG warehouse space has been released; 30% of SKU accounted for 91% of sales and 93% of throughput and inventory turns of distributors increased by more than 3 times. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 735 |
Conference Proceedings |
Modi, Kartik N. |
Doubling profits in 2 years (April 2008-March 2010) during an economic downturn |
2010 |
Las Vegas, NV |
This presentation explains how a manufacturing company, Godrej Locks Division, doubled its profits while looking at dismal economic times. It is organized into five sections: A background & compelling reason; improving business performance; delivering competitive-edge offers; exploiting constraints in the supply chain; and aligning the business enterprise. This 113 year old company is comprised of 5 manufacturing locations; 1200 components; 45 domestic suppliers; 15 job work suppliers; 10 international suppliers across 5 countries; and 3 tool repair suppliers. The product line is: 700 manufactured SKUs, 125 traded SKUs, and customized solutions. The supply chain consists of 5 mother warehouses, 21 distribution hub warehouses, and 1 bonded warehouse. The customer base includes 800 domestic direct institutional customers; 40 international customers; 500 domestic distributors / direct dealers, 20,000 retailers, distribution in 480 districts of India, and 3 major captive OEM customers. Distributors undesirable effects (UDEs) include: surpluses of many SKUs and shortages of other SKUs; constantly demanding higher margins and /or incentives to liquidate excess stock; significant stock pile-up during month /quarter / year end; incentives based on purchases from Godrej; forced to buy whatever is available in order to meet targets; retail outlets expect frequent supplies in small batches whereas supplies from Godrej is in bulk; and high credit to retail outlets. Godrej Salespersons UDEs include : incentives dependent on distributor buying; requesting distributors to buy material at month-end; distributors had a higher control; lack of job-satisfaction; entire effort towards selling to retailers during the first two weeks of the month to liquidate high stocks piled up with distributor at month-end and thereafter, run around in the market to collect money for distributors; afraid to demand market corrections from non-performing distributors. UDEs from the supply group were also provided. Results include: profits almost doubled; cash flow increased over 100%; inventory is reduced by 40% over the last year; 1/3rd of FG warehouse space has been released; 30% of SKU accounted for 91% of sales and 93% of throughput and inventory turns of distributors increased by more than 3 times. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 736 |
Conference Proceedings |
Govindan, Sanjeev |
Doubling profits in 2 years (April 2008-March 2010) during an economic downturn |
2010 |
Las Vegas, NV |
This presentation explains how a manufacturing company, Godrej Locks Division, doubled its profits while looking at dismal economic times. It is organized into five sections: A background & compelling reason; improving business performance; delivering competitive-edge offers; exploiting constraints in the supply chain; and aligning the business enterprise. This 113 year old company is comprised of 5 manufacturing locations; 1200 components; 45 domestic suppliers; 15 job work suppliers; 10 international suppliers across 5 countries; and 3 tool repair suppliers. The product line is: 700 manufactured SKUs, 125 traded SKUs, and customized solutions. The supply chain consists of 5 mother warehouses, 21 distribution hub warehouses, and 1 bonded warehouse. The customer base includes 800 domestic direct institutional customers; 40 international customers; 500 domestic distributors / direct dealers, 20,000 retailers, distribution in 480 districts of India, and 3 major captive OEM customers. Distributors undesirable effects (UDEs) include: surpluses of many SKUs and shortages of other SKUs; constantly demanding higher margins and /or incentives to liquidate excess stock; significant stock pile-up during month /quarter / year end; incentives based on purchases from Godrej; forced to buy whatever is available in order to meet targets; retail outlets expect frequent supplies in small batches whereas supplies from Godrej is in bulk; and high credit to retail outlets. Godrej Salespersons UDEs include : incentives dependent on distributor buying; requesting distributors to buy material at month-end; distributors had a higher control; lack of job-satisfaction; entire effort towards selling to retailers during the first two weeks of the month to liquidate high stocks piled up with distributor at month-end and thereafter, run around in the market to collect money for distributors; afraid to demand market corrections from non-performing distributors. UDEs from the supply group were also provided. Results include: profits almost doubled; cash flow increased over 100%; inventory is reduced by 40% over the last year; 1/3rd of FG warehouse space has been released; 30% of SKU accounted for 91% of sales and 93% of throughput and inventory turns of distributors increased by more than 3 times. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 737 |
Conference Proceedings |
|
Doubling profits in 2 years (April 2008-March 2010) during an economic downturn |
2010 |
Las Vegas, NV |
This presentation explains how a manufacturing company, Godrej Locks Division, doubled its profits while looking at dismal economic times. It is organized into five sections: A background & compelling reason; improving business performance; delivering competitive-edge offers; exploiting constraints in the supply chain; and aligning the business enterprise. This 113 year old company is comprised of 5 manufacturing locations; 1200 components; 45 domestic suppliers; 15 job work suppliers; 10 international suppliers across 5 countries; and 3 tool repair suppliers. The product line is: 700 manufactured SKUs, 125 traded SKUs, and customized solutions. The supply chain consists of 5 mother warehouses, 21 distribution hub warehouses, and 1 bonded warehouse. The customer base includes 800 domestic direct institutional customers; 40 international customers; 500 domestic distributors / direct dealers, 20,000 retailers, distribution in 480 districts of India, and 3 major captive OEM customers. Distributors undesirable effects (UDEs) include: surpluses of many SKUs and shortages of other SKUs; constantly demanding higher margins and /or incentives to liquidate excess stock; significant stock pile-up during month /quarter / year end; incentives based on purchases from Godrej; forced to buy whatever is available in order to meet targets; retail outlets expect frequent supplies in small batches whereas supplies from Godrej is in bulk; and high credit to retail outlets. Godrej Salespersons UDEs include : incentives dependent on distributor buying; requesting distributors to buy material at month-end; distributors had a higher control; lack of job-satisfaction; entire effort towards selling to retailers during the first two weeks of the month to liquidate high stocks piled up with distributor at month-end and thereafter, run around in the market to collect money for distributors; afraid to demand market corrections from non-performing distributors. UDEs from the supply group were also provided. Results include: profits almost doubled; cash flow increased over 100%; inventory is reduced by 40% over the last year; 1/3rd of FG warehouse space has been released; 30% of SKU accounted for 91% of sales and 93% of throughput and inventory turns of distributors increased by more than 3 times. |
DVD 3, 1 hour 5 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 738 |
Conference Proceedings |
Holt, Steven |
Complex systems, TOC, and the search for inherent simplicity |
2010 |
Las Vegas, NV |
Many improvement methods are in apparent competition and it's difficult to know which one to use in a given situation. The Cynefin Model, by Dave Snowden, can help match the right improvement method to the appropriate domain. The Cynefin Model shows that TOC is especially well qualified for managing complex systems. Further, looking at TOC and the Cynefin Model we can see how the inherent simplicity of TOC's breakthrough solutions are derived. The presentation provides an approach to decide which improvement method (lean, six sigma, design of experiments, TOC, etc.) to use in a given situation; an understanding of why TOC is better able to manage complex systems than many other methods and an appreciation for how breakthrough innovations may be generated within TOC using a combination of the design and scientific method. |
DVD 1, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 739 |
Conference Proceedings |
|
Complex systems, TOC, and the search for inherent simplicity |
2010 |
Las Vegas, NV |
Many improvement methods are in apparent competition and it's difficult to know which one to use in a given situation. The Cynefin Model, by Dave Snowden, can help match the right improvement method to the appropriate domain. The Cynefin Model shows that TOC is especially well qualified for managing complex systems. Further, looking at TOC and the Cynefin Model we can see how the inherent simplicity of TOC's breakthrough solutions are derived. The presentation provides an approach to decide which improvement method (lean, six sigma, design of experiments, TOC, etc.) to use in a given situation; an understanding of why TOC is better able to manage complex systems than many other methods and an appreciation for how breakthrough innovations may be generated within TOC using a combination of the design and scientific method. |
DVD 1, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 740 |
Conference Proceedings |
Inozu, Bahadir |
Injecting TOC with lean / six sigma into process improvement in healthcare |
2010 |
Las Vegas, NV |
A new best-of-the-breed approach to combine TOC concepts and tools with lean and six sigma in healthcare is shared. This approach is used when jump-starting a new continuous process improvement program or reenergizing an existing one. Strategies and tactics to overcome resistance are also presented when introducing TOC to lean and/or six sigma cultures. Examples are provided from interventional radiology, advanced cancer treatments, and laboratory turnaround times in emergency departments. |
DVD 4, 55 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 741 |
Conference Proceedings |
|
Injecting TOC with lean / six sigma into process improvement in healthcare |
2010 |
Las Vegas, NV |
A new best-of-the-breed approach to combine TOC concepts and tools with lean and six sigma in healthcare is shared. This approach is used when jump-starting a new continuous process improvement program or reenergizing an existing one. Strategies and tactics to overcome resistance are also presented when introducing TOC to lean and/or six sigma cultures. Examples are provided from interventional radiology, advanced cancer treatments, and laboratory turnaround times in emergency departments. |
DVD 4, 55 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 742 |
Conference Proceedings |
Jacob, Dee |
Its not only a buy-In issue: Transforming an organization |
2010 |
Las Vegas, NV |
In TOC, we make a point of ensuring that implementers are prepared to obtain buy-in by tackling the layers of resistance to buy-in. However, not everybody in the organization needs to be bought-in. During this session we look at how to identify who needs to be bought-in and to what, as well as the timing of that buy-in. We look at who else needs information only, or information and training. Finally, we address that need to realign behavioral patterns. In other words, if the organization has a habit of doing something one way or responding in a certain matter, the fact that they have bought-in and been trained does not overcome the old habit. Additional elements must be put into place to create new habits. |
DVD 4, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 743 |
Conference Proceedings |
|
Its not only a buy-In issue: Transforming an organization |
2010 |
Las Vegas, NV |
In TOC, we make a point of ensuring that implementers are prepared to obtain buy-in by tackling the layers of resistance to buy-in. However, not everybody in the organization needs to be bought-in. During this session we look at how to identify who needs to be bought-in and to what, as well as the timing of that buy-in. We look at who else needs information only, or information and training. Finally, we address that need to realign behavioral patterns. In other words, if the organization has a habit of doing something one way or responding in a certain matter, the fact that they have bought-in and been trained does not overcome the old habit. Additional elements must be put into place to create new habits. |
DVD 4, 1 hour 7 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 744 |
Conference Proceedings |
Leader, Alan H. |
A TOC guide to facilitative mediation (pdf only) |
2010 |
Las Vegas, NV |
Typical situations where mediation may be of value include: marriage issues, looking after children when divorce happens, neighbor disputes, landlord-tenant disputes, small claims court legal actions, disputes between parents and teenage children, and many more examples. Basic assumptions of the situation are both sides believe they are in the right; both parties have no experience with mediation; both parties feel that any form of mediation is going to result in their losing and the other side winning; mediation frightens one or both parties; lawyers may already be involved; there is a great deal of pain, mistrust, and a refusal to listen to anything the other side might have to say. The key theory of constraints (TOC) thinking processes (TP) tools comprise the following: the cloud to capture the key aspects of the conflict situation; the prerequisite analysis to capture obstacles to any win-win resolution, and then to develop an agreed-upon plan to resolve the issues, the negative branch reservation (NBR) analysis to transform proposals into agreements; and a facilitator trained in using a prerequisite tree. This presentation develops a process by which conflicts can be voluntarily resolved. The actions required of the mediator and of the participants, and the logic of why the process works, are covered. This is a tested and successful TOC application. |
NOT ON DVD, pdf only |
https://www.tocico.org/page/2010ConferenceProceedings |
| 745 |
Conference Proceedings |
|
A TOC guide to facilitative mediation (pdf only) |
2010 |
Las Vegas, NV |
Typical situations where mediation may be of value include: marriage issues, looking after children when divorce happens, neighbor disputes, landlord-tenant disputes, small claims court legal actions, disputes between parents and teenage children, and many more examples. Basic assumptions of the situation are both sides believe they are in the right; both parties have no experience with mediation; both parties feel that any form of mediation is going to result in their losing and the other side winning; mediation frightens one or both parties; lawyers may already be involved; there is a great deal of pain, mistrust, and a refusal to listen to anything the other side might have to say. The key theory of constraints (TOC) thinking processes (TP) tools comprise the following: the cloud to capture the key aspects of the conflict situation; the prerequisite analysis to capture obstacles to any win-win resolution, and then to develop an agreed-upon plan to resolve the issues, the negative branch reservation (NBR) analysis to transform proposals into agreements; and a facilitator trained in using a prerequisite tree. This presentation develops a process by which conflicts can be voluntarily resolved. The actions required of the mediator and of the participants, and the logic of why the process works, are covered. This is a tested and successful TOC application. |
NOT ON DVD, pdf only |
https://www.tocico.org/page/2010ConferenceProceedings |
| 746 |
Conference Proceedings |
Meshar, Alex |
The black hole |
2010 |
Las Vegas, NV |
This presentation describes and logically proves and shows comparable simulations of the new replenishment concept. By using a feedback loop we rapidly adjust the stock holding (buffers) to be in line with the needs as they are developed. The presentation uses thinking processes diagrams and live simulation runs. |
DVD 6, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 747 |
Conference Proceedings |
|
The black hole |
2010 |
Las Vegas, NV |
This presentation describes and logically proves and shows comparable simulations of the new replenishment concept. By using a feedback loop we rapidly adjust the stock holding (buffers) to be in line with the needs as they are developed. The presentation uses thinking processes diagrams and live simulation runs. |
DVD 6, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 748 |
Conference Proceedings |
Padhi, Manas Ranjan |
Tata Refractories Ltd - Early gains through TOC implementation |
2010 |
Las Vegas, NV |
The goal of this presentation is to highlight the paradigm shift in thinking processes that enables a win:win:win situation for every stakeholder. After the implementation of TOC we realized that there is harmony in any system and that there is no conflict. The early gains in terms of financial and operational numbers are excellent: 15% increase in sales of Dolomite business line, 14% increase in sales in High Alumina business line and 3% increase in FCP business line. Throughput has increased to 24% from 20%. More than 100% plant capacity is used in Dolomite and High Alumina business line. On-time in full is achieved to average of 85% from 25%. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 749 |
Conference Proceedings |
|
Tata Refractories Ltd - Early gains through TOC implementation |
2010 |
Las Vegas, NV |
The goal of this presentation is to highlight the paradigm shift in thinking processes that enables a win:win:win situation for every stakeholder. After the implementation of TOC we realized that there is harmony in any system and that there is no conflict. The early gains in terms of financial and operational numbers are excellent: 15% increase in sales of Dolomite business line, 14% increase in sales in High Alumina business line and 3% increase in FCP business line. Throughput has increased to 24% from 20%. More than 100% plant capacity is used in Dolomite and High Alumina business line. On-time in full is achieved to average of 85% from 25%. |
DVD 3, 32 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 750 |
Conference Proceedings |
Pimienta, Andrés Hurtado |
Removing engines of disharmony: A set of learnings to managing the market |
2010 |
Las Vegas, NV |
Sales oscillations are the biggest obstacle to organizational harmony—How did this company decide to overcome it? The tools included using the day-by-day execution system (Commercial & Logistic), S-DBR along the internal functions and removing engines of disharmony using the strategy and tactics (S&T) tree logic. This presentation describes a case study of an apparel manufacturer: due date performance was bad, fashion oriented (short product life), 3 plants, more than 1400 open orders in the plants, 50-60% of orders are new products. The make-to-order strategy and tactics tree was used. The journey of actions using TOC is described. |
DVD 3, 1 hour 9 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 751 |
Conference Proceedings |
|
Removing engines of disharmony: A set of learnings to managing the market |
2010 |
Las Vegas, NV |
Sales oscillations are the biggest obstacle to organizational harmony—How did this company decide to overcome it? The tools included using the day-by-day execution system (Commercial & Logistic), S-DBR along the internal functions and removing engines of disharmony using the strategy and tactics (S&T) tree logic. This presentation describes a case study of an apparel manufacturer: due date performance was bad, fashion oriented (short product life), 3 plants, more than 1400 open orders in the plants, 50-60% of orders are new products. The make-to-order strategy and tactics tree was used. The journey of actions using TOC is described. |
DVD 3, 1 hour 9 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 752 |
Conference Proceedings |
Richards, Robert |
Critical chain: Short-duration tasks |
2010 |
Las Vegas, NV |
This presentation provides an introduction to the issues and solutions of short-duration-task critical chain project management (CCPM). Short-duration-task CCPM deals with projects in which a significant portion of the activities has durations of minutes or hours, and where status updates are needed on sub-day intervals. In addition, how to deal with the injection of new tasks or whole projects is addressed. Application areas include certain healthcare and manufacturing applications. |
DVD 6, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 753 |
Conference Proceedings |
Robinson, Hilbert |
Critical chain: Short-duration tasks |
2010 |
Las Vegas, NV |
This presentation provides an introduction to the issues and solutions of short-duration-task critical chain project management (CCPM). Short-duration-task CCPM deals with projects in which a significant portion of the activities has durations of minutes or hours, and where status updates are needed on sub-day intervals. In addition, how to deal with the injection of new tasks or whole projects is addressed. Application areas include certain healthcare and manufacturing applications. |
DVD 6, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 754 |
Conference Proceedings |
|
Critical chain: Short-duration tasks |
2010 |
Las Vegas, NV |
This presentation provides an introduction to the issues and solutions of short-duration-task critical chain project management (CCPM). Short-duration-task CCPM deals with projects in which a significant portion of the activities has durations of minutes or hours, and where status updates are needed on sub-day intervals. In addition, how to deal with the injection of new tasks or whole projects is addressed. Application areas include certain healthcare and manufacturing applications. |
DVD 6, 1 hour 8 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 755 |
Conference Proceedings |
Ricketts, John |
Reaching the goal |
2010 |
Las Vegas, NV |
Services account for over two-thirds of economic activity today. Reaching the Goal adapts TOC applications for use in professional, scientific, and technical services (PSTS). This presentation explains why services have unique requirements and how drum-buffer-rope, replenishment, critical chain, and throughput accounting have been adapted to work in services enterprises providing highly customized services. |
DVD 2, 1 hour 2 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 756 |
Conference Proceedings |
|
Reaching the goal |
2010 |
Las Vegas, NV |
Services account for over two-thirds of economic activity today. Reaching the Goal adapts TOC applications for use in professional, scientific, and technical services (PSTS). This presentation explains why services have unique requirements and how drum-buffer-rope, replenishment, critical chain, and throughput accounting have been adapted to work in services enterprises providing highly customized services. |
DVD 2, 1 hour 2 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 757 |
Conference Proceedings |
Ronen, Boaz |
The revised focusing steps of TOC: A value creation approach |
2010 |
Las Vegas, NV |
This presentation provides a broader view of the TOC focusing steps— revising the original five-step process into seven. The two new steps are added to the front end of the five focusing steps: Identify the goal of the organization and develop a performance measurement system to support the goal. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 758 |
Conference Proceedings |
Pass, Shimeon |
The revised focusing steps of TOC: A value creation approach |
2010 |
Las Vegas, NV |
This presentation provides a broader view of the TOC focusing steps— revising the original five-step process into seven. The two new steps are added to the front end of the five focusing steps: Identify the goal of the organization and develop a performance measurement system to support the goal. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 759 |
Conference Proceedings |
|
The revised focusing steps of TOC: A value creation approach |
2010 |
Las Vegas, NV |
This presentation provides a broader view of the TOC focusing steps— revising the original five-step process into seven. The two new steps are added to the front end of the five focusing steps: Identify the goal of the organization and develop a performance measurement system to support the goal. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 760 |
Conference Proceedings |
Scheinkopf, Lisa |
The strategies & tactics for selling a decisive competitive edge |
2010 |
Las Vegas, NV |
The vast majority of benefits from a TOC implementation comes when sales increase. Over the years, there have been many presentations on creating win-win offers using TOC, but no company should rely on the build it and they will come as its approach to increasing sales. This presentation answers questions through examples from several Viable Vision (VV) implementations, supplemented with specific steps from strategy and tactics (S&T) trees. |
DVD 1, 46 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 761 |
Conference Proceedings |
|
The strategies & tactics for selling a decisive competitive edge |
2010 |
Las Vegas, NV |
The vast majority of benefits from a TOC implementation comes when sales increase. Over the years, there have been many presentations on creating win-win offers using TOC, but no company should rely on the build it and they will come as its approach to increasing sales. This presentation answers questions through examples from several Viable Vision (VV) implementations, supplemented with specific steps from strategy and tactics (S&T) trees. |
DVD 1, 46 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 762 |
Conference Proceedings |
Schragenheim, Amir |
Managing high touch time environments in SDBR |
2010 |
Las Vegas, NV |
This presentation shares some insights about managing work orders in a manufacturing plant in which the touch time is a relatively high percentage from the production lead time for both make to order (MTO) and make to stock (MTS) environments. A theoretical description and a case study is provided. There has always been a grey area between when to use the production solution versus the project management solution. There seems to be a grey area where neither solution works really well. High touch time is defined as being greater than 20% of the lead time with the total lead time being quite long (weeks or more). Two environments are provided: a high touch time operation that is not competing on a resource (a subcontractor work, a drying operation, a chemical process, an operation dependent on client approval, etc.) and a high touch time operation that comes from using a resource that tends to work slowly (relative to the market expectation for a lead time) (a CNC long operation, a resource which requires a long processing time, a manual operation that requires a large amount of time such as assembly). Buffer penetration is used in simplified drum buffer rope. Elmwood City Forge (a job shop company) is used as an example of the approach. Negative branches were created illustrating theoretical problems of high touch time and the Elmwood City Forge validated these negative branches. Lessons learned are provided. |
DVD 7, 56 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 763 |
Conference Proceedings |
|
Managing high touch time environments in SDBR |
2010 |
Las Vegas, NV |
This presentation shares some insights about managing work orders in a manufacturing plant in which the touch time is a relatively high percentage from the production lead time for both make to order (MTO) and make to stock (MTS) environments. A theoretical description and a case study is provided. There has always been a grey area between when to use the production solution versus the project management solution. There seems to be a grey area where neither solution works really well. High touch time is defined as being greater than 20% of the lead time with the total lead time being quite long (weeks or more). Two environments are provided: a high touch time operation that is not competing on a resource (a subcontractor work, a drying operation, a chemical process, an operation dependent on client approval, etc.) and a high touch time operation that comes from using a resource that tends to work slowly (relative to the market expectation for a lead time) (a CNC long operation, a resource which requires a long processing time, a manual operation that requires a large amount of time such as assembly). Buffer penetration is used in simplified drum buffer rope. Elmwood City Forge (a job shop company) is used as an example of the approach. Negative branches were created illustrating theoretical problems of high touch time and the Elmwood City Forge validated these negative branches. Lessons learned are provided. |
DVD 7, 56 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 764 |
Conference Proceedings |
Shoemaker, Thomas |
Quantifying throughput in public sector organizations |
2010 |
Las Vegas, NV |
We present an approach to measuring throughput in ‘not-for-profit' organizations seeking to improve their goal of citizen's / customers' satisfaction. It employs widely-used survey tools to identify service performance gaps. The unambiguous throughput metric produced quantifies customer satisfaction (analogous to money in ‘for-profit' companies) allowing focused improvement decision making. Participants learn to create customer-satisfaction throughput metrics for service organizations through hands-on application of this win-win approach; thereby helping to expand the TOC body of knowledge. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 765 |
Conference Proceedings |
Reid, Richard |
Quantifying throughput in public sector organizations |
2010 |
Las Vegas, NV |
We present an approach to measuring throughput in ‘not-for-profit' organizations seeking to improve their goal of citizen's / customers' satisfaction. It employs widely-used survey tools to identify service performance gaps. The unambiguous throughput metric produced quantifies customer satisfaction (analogous to money in ‘for-profit' companies) allowing focused improvement decision making. Participants learn to create customer-satisfaction throughput metrics for service organizations through hands-on application of this win-win approach; thereby helping to expand the TOC body of knowledge. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 766 |
Conference Proceedings |
|
Quantifying throughput in public sector organizations |
2010 |
Las Vegas, NV |
We present an approach to measuring throughput in ‘not-for-profit' organizations seeking to improve their goal of citizen's / customers' satisfaction. It employs widely-used survey tools to identify service performance gaps. The unambiguous throughput metric produced quantifies customer satisfaction (analogous to money in ‘for-profit' companies) allowing focused improvement decision making. Participants learn to create customer-satisfaction throughput metrics for service organizations through hands-on application of this win-win approach; thereby helping to expand the TOC body of knowledge. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 767 |
Conference Proceedings |
Smith, Chad |
Beyond MRP: ASR - Transforming parts and materials availability for ERP, lean and TOC implementations |
2010 |
Las Vegas, NV |
Actively Synchronized Replenishment (ASR) provides a no-compromise materials synchronization solution for manufacturers regardless of their preferred manufacturing methodology. The heart of its power is simple - material and component availability even in complex environments is tied to actual consumption while maintaining critical visibility with regard to available stock and the bill of material (BOM). This is essential to support pull-based scheduling and execution systems such as lean, and the drum-buffer-rope technique of the TOC; but it also offers the potential for major performance improvement in companies which use MRP in a traditional scheduling environment. if you are frustrated with the compromises and obstacles forced into your environment through the use of MRP, this session is a must. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 768 |
Conference Proceedings |
|
Beyond MRP: ASR - Transforming parts and materials availability for ERP, lean and TOC implementations |
2010 |
Las Vegas, NV |
Actively Synchronized Replenishment (ASR) provides a no-compromise materials synchronization solution for manufacturers regardless of their preferred manufacturing methodology. The heart of its power is simple - material and component availability even in complex environments is tied to actual consumption while maintaining critical visibility with regard to available stock and the bill of material (BOM). This is essential to support pull-based scheduling and execution systems such as lean, and the drum-buffer-rope technique of the TOC; but it also offers the potential for major performance improvement in companies which use MRP in a traditional scheduling environment. if you are frustrated with the compromises and obstacles forced into your environment through the use of MRP, this session is a must. |
DVD 7 |
https://www.tocico.org/page/2010ConferenceProceedings |
| 769 |
Conference Proceedings |
Knight, Alex |
Managing patient flow using time buffers |
2010 |
Las Vegas, NV |
This presentation demonstrated how the common control functions underpinning simplified drum buffer rope (SDBR) and critical chain project management (CCPM) applications have been successfully applied to managing patient flow across health and social care. The presentation showed how this approach has been practically delivered together with an assessment of the current limitations. The presentation concludes by using the control functions to explain why attempts to use kanban control in the management of patient flow has not proved to be fruitful. |
DVD 4, 1 hour 11 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 770 |
Conference Proceedings |
Stratton, Roy |
Managing patient flow using time buffers |
2010 |
Las Vegas, NV |
This presentation demonstrated how the common control functions underpinning simplified drum buffer rope (SDBR) and critical chain project management (CCPM) applications have been successfully applied to managing patient flow across health and social care. The presentation showed how this approach has been practically delivered together with an assessment of the current limitations. The presentation concludes by using the control functions to explain why attempts to use kanban control in the management of patient flow has not proved to be fruitful. |
DVD 4, 1 hour 11 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 771 |
Conference Proceedings |
|
Managing patient flow using time buffers |
2010 |
Las Vegas, NV |
This presentation demonstrated how the common control functions underpinning simplified drum buffer rope (SDBR) and critical chain project management (CCPM) applications have been successfully applied to managing patient flow across health and social care. The presentation showed how this approach has been practically delivered together with an assessment of the current limitations. The presentation concludes by using the control functions to explain why attempts to use kanban control in the management of patient flow has not proved to be fruitful. |
DVD 4, 1 hour 11 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 772 |
Conference Proceedings |
van Gelder, Antoine |
The theory of constraints as applied to solid waste management in four cities in Africa - A case study |
2010 |
Las Vegas, NV |
Our experience and lessons learnt in using the theory of constraints (TOC) to bring about radical improvement in the provision of solid waste management services in African cities are described in this session. We held initial meetings in all cities (5 day workshop). A wide selection of stakeholders participated, resulting in large groups (50-80). Attendees included: municipal employees, legislators, law enforcement city counselors, ministry of environment, waste management authority, refuse contractors, civil society, private sector / corporations, media, and academia. Collection of the distribution solution is the inverse of the distribution solution. The principles involved in organizing effective solid waste refuse collection is modelled on the TOC distribution solution by establishing an inverse distribution system. Principles remain the same except that you are pulling the material back into the aggregated center (dumpsite) instead of distributing it. Frequency of collection is an important factor (too infrequent and health risks rise, too frequent and collection costs are too high). Small amounts brought to aggregation points using the most effective and inexpensive methods (wheelbarrows and push carts). Route planning and correct sizing of vehicles for each area and for the city as a whole is very important. Utilization of existing vehicles is low (30% or less). Exploiting existing resources can double capacity. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 773 |
Conference Proceedings |
Urban, Barry |
The theory of constraints as applied to solid waste management in four cities in Africa - A case study |
2010 |
Las Vegas, NV |
Our experience and lessons learnt in using the theory of constraints (TOC) to bring about radical improvement in the provision of solid waste management services in African cities are described in this session. We held initial meetings in all cities (5 day workshop). A wide selection of stakeholders participated, resulting in large groups (50-80). Attendees included: municipal employees, legislators, law enforcement city counselors, ministry of environment, waste management authority, refuse contractors, civil society, private sector / corporations, media, and academia. Collection of the distribution solution is the inverse of the distribution solution. The principles involved in organizing effective solid waste refuse collection is modelled on the TOC distribution solution by establishing an inverse distribution system. Principles remain the same except that you are pulling the material back into the aggregated center (dumpsite) instead of distributing it. Frequency of collection is an important factor (too infrequent and health risks rise, too frequent and collection costs are too high). Small amounts brought to aggregation points using the most effective and inexpensive methods (wheelbarrows and push carts). Route planning and correct sizing of vehicles for each area and for the city as a whole is very important. Utilization of existing vehicles is low (30% or less). Exploiting existing resources can double capacity. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 774 |
Conference Proceedings |
|
The theory of constraints as applied to solid waste management in four cities in Africa - A case study |
2010 |
Las Vegas, NV |
Our experience and lessons learnt in using the theory of constraints (TOC) to bring about radical improvement in the provision of solid waste management services in African cities are described in this session. We held initial meetings in all cities (5 day workshop). A wide selection of stakeholders participated, resulting in large groups (50-80). Attendees included: municipal employees, legislators, law enforcement city counselors, ministry of environment, waste management authority, refuse contractors, civil society, private sector / corporations, media, and academia. Collection of the distribution solution is the inverse of the distribution solution. The principles involved in organizing effective solid waste refuse collection is modelled on the TOC distribution solution by establishing an inverse distribution system. Principles remain the same except that you are pulling the material back into the aggregated center (dumpsite) instead of distributing it. Frequency of collection is an important factor (too infrequent and health risks rise, too frequent and collection costs are too high). Small amounts brought to aggregation points using the most effective and inexpensive methods (wheelbarrows and push carts). Route planning and correct sizing of vehicles for each area and for the city as a whole is very important. Utilization of existing vehicles is low (30% or less). Exploiting existing resources can double capacity. |
DVD 2, 1 hour 3 minutes |
https://www.tocico.org/page/2010ConferenceProceedings |
| 775 |
Conference Proceedings |
Baptista, Humberto |
Retail TOC - Get your hands dirty on the implementation |
2011 |
Palisades, NY |
After examining the myths and truths about TOC in retail in 2010 we are back to the implementation side of TOC for retail. In this presentation all challenges presented in 2010 and some others are solved and the implementation is detailed in a form of a new version of the retail S&T tree. Some of the points touched upon were: retail, S&Ts, customized S&Ts, first actions, roll-out, store's stock, store operation, warehouse challenges, product life cycle, seasonality. and fast and slow movers. In retail, for example, business to customer (customer is anonymous) is different, the concept of experiment is much more alive, the passive component of the sale is significant, etc. |
DVD 5, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 776 |
Conference Proceedings |
|
Retail TOC - Get your hands dirty on the implementation |
2011 |
Palisades, NY |
After examining the myths and truths about TOC in retail in 2010 we are back to the implementation side of TOC for retail. In this presentation all challenges presented in 2010 and some others are solved and the implementation is detailed in a form of a new version of the retail S&T tree. Some of the points touched upon were: retail, S&Ts, customized S&Ts, first actions, roll-out, store's stock, store operation, warehouse challenges, product life cycle, seasonality. and fast and slow movers. In retail, for example, business to customer (customer is anonymous) is different, the concept of experiment is much more alive, the passive component of the sale is significant, etc. |
DVD 5, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 777 |
Conference Proceedings |
Barnard, Alan |
Exponential population growth + finite scarce resources = boom or bust? |
2011 |
Palisades, NY |
Dr. Alan Barnard shares the results of extensive research through international case studies on the full extent and consequences of continued exponential population growth. He provides attendees insights in this looming economic crisis and offers practical suggestions on how producers and distributors can prevent falling victim to the chaos and shows how they can practically capitalize on these conditions to not only survive, but flourish in the next decade. |
DVD 352 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 778 |
Conference Proceedings |
|
Exponential population growth + finite scarce resources = boom or bust? |
2011 |
Palisades, NY |
Dr. Alan Barnard shares the results of extensive research through international case studies on the full extent and consequences of continued exponential population growth. He provides attendees insights in this looming economic crisis and offers practical suggestions on how producers and distributors can prevent falling victim to the chaos and shows how they can practically capitalize on these conditions to not only survive, but flourish in the next decade. |
DVD 352 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 779 |
Conference Proceedings |
Cox, Kristen |
More efficient government: Implementing TOC in Utahs Department of Workforce Services |
2011 |
Palisades, NY |
Utah's Department of Workforce Services (DWS) began to implement TOC the central component of its operational excellence program to reduce costs while improving service levels. This presentation describes the objectives, process, steps and results to-date achieved by DWS. In addition the presentation shares how the process in DWS is being used as the model for driving improvement in other agencies of state government. |
DVD 3, 31 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 780 |
Conference Proceedings |
|
More efficient government: Implementing TOC in Utahs Department of Workforce Services |
2011 |
Palisades, NY |
Utah's Department of Workforce Services (DWS) began to implement TOC the central component of its operational excellence program to reduce costs while improving service levels. This presentation describes the objectives, process, steps and results to-date achieved by DWS. In addition the presentation shares how the process in DWS is being used as the model for driving improvement in other agencies of state government. |
DVD 3, 31 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 781 |
Conference Proceedings |
Stratton, Roy |
Why assessment units are not a waste of time: A TOC perspective |
2011 |
Palisades, NY |
This presentation describes three topics. The first topic is how assessment units can significantly improve patient flow when configured and managed in line with TOC principles. The second topic is how assessment units buffer the inpatient / emergency care pathway, introduce a divergent point from which patients can be discharged after a reduced stay, and therefore off-load scarcer, slow-moving in-patient beds. The third topic is how this approach has been practically delivered together with an assessment of the current limitations and the relationship to alternative theory. |
DVD H-1, 35 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 782 |
Conference Proceedings |
Dinham, Alex |
Why assessment units are not a waste of time: A TOC perspective |
2011 |
Palisades, NY |
This presentation describes three topics. The first topic is how assessment units can significantly improve patient flow when configured and managed in line with TOC principles. The second topic is how assessment units buffer the inpatient / emergency care pathway, introduce a divergent point from which patients can be discharged after a reduced stay, and therefore off-load scarcer, slow-moving in-patient beds. The third topic is how this approach has been practically delivered together with an assessment of the current limitations and the relationship to alternative theory. |
DVD H-1, 35 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 783 |
Conference Proceedings |
|
Why assessment units are not a waste of time: A TOC perspective |
2011 |
Palisades, NY |
This presentation describes three topics. The first topic is how assessment units can significantly improve patient flow when configured and managed in line with TOC principles. The second topic is how assessment units buffer the inpatient / emergency care pathway, introduce a divergent point from which patients can be discharged after a reduced stay, and therefore off-load scarcer, slow-moving in-patient beds. The third topic is how this approach has been practically delivered together with an assessment of the current limitations and the relationship to alternative theory. |
DVD H-1, 35 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 784 |
Conference Proceedings |
Ferguson, Lisa Anne |
Achieving win-win-win in U.S. healthcare reform |
2011 |
Palisades, NY |
This presentation provides the case for how to achieve a win-win-win solution for all stakeholders of the U.S. healthcare system. Dr. Ferguson explains the key components of the analysis from a paper she wrote. The answers to the questions (What to change?, To what to change?, and How to cause the change?) are presented for each type of stakeholder, in addition to how to overcome resistance to change. Professor Ferguson also explains how to improve healthcare in the world as well as an analysis that addresses all of the stakeholders of the U.S. healthcare system. Each stakeholder is addressed with respect to the questions of 'What to change?' and 'To what to change?' in the paper. With respect to the second question, a summary of any known successes of implementing TOC in healthcare in the world is shared. The question of 'How to cause the change?' is answered as well to some extent. The full answer to the third question would need to be presented in a strategy and tactics (S&T) tree written specifically for how to implement the change in the U.S. A roadmap is described in this presentation as well. |
DVD H-2, 52 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 785 |
Conference Proceedings |
|
Achieving win-win-win in U.S. healthcare reform |
2011 |
Palisades, NY |
This presentation provides the case for how to achieve a win-win-win solution for all stakeholders of the U.S. healthcare system. Dr. Ferguson explains the key components of the analysis from a paper she wrote. The answers to the questions (What to change?, To what to change?, and How to cause the change?) are presented for each type of stakeholder, in addition to how to overcome resistance to change. Professor Ferguson also explains how to improve healthcare in the world as well as an analysis that addresses all of the stakeholders of the U.S. healthcare system. Each stakeholder is addressed with respect to the questions of 'What to change?' and 'To what to change?' in the paper. With respect to the second question, a summary of any known successes of implementing TOC in healthcare in the world is shared. The question of 'How to cause the change?' is answered as well to some extent. The full answer to the third question would need to be presented in a strategy and tactics (S&T) tree written specifically for how to implement the change in the U.S. A roadmap is described in this presentation as well. |
DVD H-2, 52 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 786 |
Conference Proceedings |
Funcke-Bartz, Michael |
Managing change in urban water utilities in developing countries |
2011 |
Palisades, NY |
The presentation shows the need for a paradigm shift in dealing with basic public services in developing countries. TOC can help to strengthen management capacities, to prioritize actions and investments and should be applied in measuring performance by development banks and governmental bodies. |
DVD 3 |
https://www.tocico.org/page/2011ConferenceProceedings |
| 787 |
Conference Proceedings |
|
Managing change in urban water utilities in developing countries |
2011 |
Palisades, NY |
The presentation shows the need for a paradigm shift in dealing with basic public services in developing countries. TOC can help to strengthen management capacities, to prioritize actions and investments and should be applied in measuring performance by development banks and governmental bodies. |
DVD 3 |
https://www.tocico.org/page/2011ConferenceProceedings |
| 788 |
Conference Proceedings |
Gilani, Ravinder |
Implementing TOC in a cash-constrained organization |
2011 |
Palisades, NY |
TOC implementation is a huge challenge and it is even more so if the organization has cash as its constraint. However since cash-constrained organizations have their survival at stake; it also offers great opportunity to overcome the first layer of resistance. |
DVD 7, 47 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 789 |
Conference Proceedings |
|
Implementing TOC in a cash-constrained organization |
2011 |
Palisades, NY |
TOC implementation is a huge challenge and it is even more so if the organization has cash as its constraint. However since cash-constrained organizations have their survival at stake; it also offers great opportunity to overcome the first layer of resistance. |
DVD 7, 47 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 790 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Dr. Eliyahu M. Goldratt, Never say I KNOW - Day 1 Introduction |
2011 |
Palisades, NY |
This presentation was given by Lisa Scheinkopf. This presentation is the first day of the two days of the TOCICO conference. Dr. Goldratt typically teaches the first two days of the conference. With his fight with cancer, he prepared and taught a team of TOC experts to conduct these first two days. This introductory session explains Goldratt's planning process for this conference and the theme: Never Say I KNOW. Efrat Goldratt's (Eli's daughter) tree which is based on Goldratt's book, The Choice, was discussed. To lead a full life one must have enough meaningful successes. For that the person must have stamina to overcome failures, many opportunities and the ability to collaborate with people. In order to recognize these characteristics the person must have the ability to think clearly. But in order to think clearly the person must overcome four obstacles: the perception of reality as complex; don't accept conflicts as given; avoid blaming; and never say I KNOW. The related pillars of TOC are: inherent simplicity; every conflict can be removed; people are good; and every situation can be substantially improved. Overcoming this fourth obstacle by understanding that every situation can be substantially improved is the focus of this two-day program. Recognizing that TOC is all about substantially improving any system (doubling the goal units), what is the process for accomplishing these results? The huge jump in improvement is possible because a solid base is present. The Standing on the Shoulders of Giants process (SOSG) is outlined as: 1. Identify a giant, not a choopchick. 2. Identify the enormity of the area not addressed by the giant. 3. Get on the giant's shoulders. 4. Identify the conceptual difference between the reality that was improved so dramatically by the giant, and the area untouched. 5. Identify the wrong assumption. 6. Conduct the full analysis to determine the core problem, solution, etc. This process is described in detail with respect to Goldratt's article by this name and applied to two topics over the next two days. The process is about creating dramatic new knowledge in each topic. For the first day project management was selected as the topic and for the second day was shifting from the red curve to the green curve. |
DVD 1, 3 hour 3 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 791 |
Conference Proceedings |
|
Dr. Eliyahu M. Goldratt, Never say I KNOW - Day 1 Introduction |
2011 |
Palisades, NY |
This presentation was given by Lisa Scheinkopf. This presentation is the first day of the two days of the TOCICO conference. Dr. Goldratt typically teaches the first two days of the conference. With his fight with cancer, he prepared and taught a team of TOC experts to conduct these first two days. This introductory session explains Goldratt's planning process for this conference and the theme: Never Say I KNOW. Efrat Goldratt's (Eli's daughter) tree which is based on Goldratt's book, The Choice, was discussed. To lead a full life one must have enough meaningful successes. For that the person must have stamina to overcome failures, many opportunities and the ability to collaborate with people. In order to recognize these characteristics the person must have the ability to think clearly. But in order to think clearly the person must overcome four obstacles: the perception of reality as complex; don't accept conflicts as given; avoid blaming; and never say I KNOW. The related pillars of TOC are: inherent simplicity; every conflict can be removed; people are good; and every situation can be substantially improved. Overcoming this fourth obstacle by understanding that every situation can be substantially improved is the focus of this two-day program. Recognizing that TOC is all about substantially improving any system (doubling the goal units), what is the process for accomplishing these results? The huge jump in improvement is possible because a solid base is present. The Standing on the Shoulders of Giants process (SOSG) is outlined as: 1. Identify a giant, not a choopchick. 2. Identify the enormity of the area not addressed by the giant. 3. Get on the giant's shoulders. 4. Identify the conceptual difference between the reality that was improved so dramatically by the giant, and the area untouched. 5. Identify the wrong assumption. 6. Conduct the full analysis to determine the core problem, solution, etc. This process is described in detail with respect to Goldratt's article by this name and applied to two topics over the next two days. The process is about creating dramatic new knowledge in each topic. For the first day project management was selected as the topic and for the second day was shifting from the red curve to the green curve. |
DVD 1, 3 hour 3 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 792 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Dr. Eliyahu M. Goldratt, Never say I KNOW - Day 2 The tangibility of the green curve |
2011 |
Palisades, NY |
This presentation was given Lisa Scheinkopf. This presentation is the second day of Goldratt's two days of teaching new TOC developments. Lisa Scheinkopf is presenting Goldratt's materials. She introduces the history of the red curve and green curve. From 1990 till 2000 the red curve represented ongoing improvement (exponential growth) and the green curve represented stagnation. Around 2007 Goldratt redefined the red curve as growth and the green curve as stability. The ever-flourishing company should have both. In May 2011 Goldratt redefined the red curve green curve concept with the assumption that the bigger (the stronger) the base, the higher the jump; the green curve is the base and represents harmony (communication, collaboration, people's personal and professional growth, etc.) which causes the base to be bigger and stronger for the growth of the red curve to take place. The Standing on the Shoulders of Giants (SOSG) process is used. TOC can provide significant contributions to this area of stability and harmony. The engines of disharmony and harmony are discussed. The cloud of being a good manager and management attention is provided. The solution is to equip everyone in the organization to better evaluate and communicate needed changes. The four views of change are described as the mermaid, the crutches, the pot of goal and the alligator. Turning inertia and the engines of disharmony to the engines of harmony is discussed and an exercise is provided. The organization strategy and tactics (S&T) tree is described as playing a major role in moving to the engines of harmony. The SOSG process is used to attack the people aspect of organizations. |
DVD 2, 3 hrs 15 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 793 |
Conference Proceedings |
|
Dr. Eliyahu M. Goldratt, Never say I KNOW - Day 2 The tangibility of the green curve |
2011 |
Palisades, NY |
This presentation was given Lisa Scheinkopf. This presentation is the second day of Goldratt's two days of teaching new TOC developments. Lisa Scheinkopf is presenting Goldratt's materials. She introduces the history of the red curve and green curve. From 1990 till 2000 the red curve represented ongoing improvement (exponential growth) and the green curve represented stagnation. Around 2007 Goldratt redefined the red curve as growth and the green curve as stability. The ever-flourishing company should have both. In May 2011 Goldratt redefined the red curve green curve concept with the assumption that the bigger (the stronger) the base, the higher the jump; the green curve is the base and represents harmony (communication, collaboration, people's personal and professional growth, etc.) which causes the base to be bigger and stronger for the growth of the red curve to take place. The Standing on the Shoulders of Giants (SOSG) process is used. TOC can provide significant contributions to this area of stability and harmony. The engines of disharmony and harmony are discussed. The cloud of being a good manager and management attention is provided. The solution is to equip everyone in the organization to better evaluate and communicate needed changes. The four views of change are described as the mermaid, the crutches, the pot of goal and the alligator. Turning inertia and the engines of disharmony to the engines of harmony is discussed and an exercise is provided. The organization strategy and tactics (S&T) tree is described as playing a major role in moving to the engines of harmony. The SOSG process is used to attack the people aspect of organizations. |
DVD 2, 3 hrs 15 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 794 |
Conference Proceedings |
Holt, James R. |
Visual project management: Seeing how to get things done |
2011 |
Palisades, NY |
When effective management of many small projects is the bottleneck, Visual Management provides a quick and easy way to effectively track small and larger projects in both single and multiple project environments. This method of simplified-critical chain project management (S-CCPM) is easy enough to manage projects on a cell phone yet robust enough to track resources loading and guide release of new work. With a visual management method, everyone can see the status of all work and agree on the actions needed to benefit the organization as a whole. |
DVD 4, 45 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 795 |
Conference Proceedings |
|
Visual project management: Seeing how to get things done |
2011 |
Palisades, NY |
When effective management of many small projects is the bottleneck, Visual Management provides a quick and easy way to effectively track small and larger projects in both single and multiple project environments. This method of simplified-critical chain project management (S-CCPM) is easy enough to manage projects on a cell phone yet robust enough to track resources loading and guide release of new work. With a visual management method, everyone can see the status of all work and agree on the actions needed to benefit the organization as a whole. |
DVD 4, 45 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 796 |
Conference Proceedings |
Hutchinson, Marcia |
The application of the TOC-TP in developing a comprehensive school improvement plan, and empowering middle school peer mediators and at-risk students in foster homes |
2011 |
Palisades, NY |
Schools are under fire to improve the academic performance of all students and are often forced to implement programs developed by outside organizations. One school made the decision to look within and to involve the entire local school stakeholder community in their staff development process, to take an honest look at what the organization must change to achieve its goal of preparing its students for life in the 21st century. |
DVD 3, 57 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 797 |
Conference Proceedings |
|
The application of the TOC-TP in developing a comprehensive school improvement plan, and empowering middle school peer mediators and at-risk students in foster homes |
2011 |
Palisades, NY |
Schools are under fire to improve the academic performance of all students and are often forced to implement programs developed by outside organizations. One school made the decision to look within and to involve the entire local school stakeholder community in their staff development process, to take an honest look at what the organization must change to achieve its goal of preparing its students for life in the 21st century. |
DVD 3, 57 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 798 |
Conference Proceedings |
Inozu, Bahadir |
Implementing constraints management with lean / six sigma: Lessons learned at Anadolu Medical Center |
2011 |
Palisades, NY |
The first twelve months of deploying a continuous performance improvement program, called Super, at Anadolu Medical Center in Turkey is discussed. The 201-bed hospital has begun implementing lean and six sigma with constraints management in an integrated manner. Examples are provided from improvement project selection that incorporates the thinking processes (TP), addressing policy constraints in the outpatient appointment process, the magnetic resonance imaging (MRI) repair and maintenance preparing process, the operating room (OR) process, and the inpatient medication order process, as well as results of a pilot study on dynamic replenishment for medical supplies. |
DVD H-1, 53 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 799 |
Conference Proceedings |
|
Implementing constraints management with lean / six sigma: Lessons learned at Anadolu Medical Center |
2011 |
Palisades, NY |
The first twelve months of deploying a continuous performance improvement program, called Super, at Anadolu Medical Center in Turkey is discussed. The 201-bed hospital has begun implementing lean and six sigma with constraints management in an integrated manner. Examples are provided from improvement project selection that incorporates the thinking processes (TP), addressing policy constraints in the outpatient appointment process, the magnetic resonance imaging (MRI) repair and maintenance preparing process, the operating room (OR) process, and the inpatient medication order process, as well as results of a pilot study on dynamic replenishment for medical supplies. |
DVD H-1, 53 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 800 |
Conference Proceedings |
Jacob, Dee |
SDAIS - A roadmap for continuous business success |
2011 |
Palisades, NY |
The bar is raised each year to do more and faster. No wonder organizations are steeped in trying to improve. They invest in training, experts, and projects expecting a return – both in size and in speed. However, many are disappointed. We have formed an implementation process that works very effectively called SDAIS. - Strategy, Design, Activate, Improve, and Sustain. We show the importance of why without strategy and design you conflict with other improvement initiatives and why improvement without sustaining results will not be long lasting. Understand why Sumino (a customer and supplier to Mazda) came to the conclusion that kaizen was not going to take them where they needed to go and how SDAIS guided continuous, sustainable bottom-line improvement over many years. |
DVD 7, 55 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 801 |
Conference Proceedings |
|
SDAIS - A roadmap for continuous business success |
2011 |
Palisades, NY |
The bar is raised each year to do more and faster. No wonder organizations are steeped in trying to improve. They invest in training, experts, and projects expecting a return – both in size and in speed. However, many are disappointed. We have formed an implementation process that works very effectively called SDAIS. - Strategy, Design, Activate, Improve, and Sustain. We show the importance of why without strategy and design you conflict with other improvement initiatives and why improvement without sustaining results will not be long lasting. Understand why Sumino (a customer and supplier to Mazda) came to the conclusion that kaizen was not going to take them where they needed to go and how SDAIS guided continuous, sustainable bottom-line improvement over many years. |
DVD 7, 55 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 802 |
Conference Proceedings |
Jaeck, Pierre |
The project factory |
2011 |
Palisades, NY |
The goal of the presentation is to show how the staggering of the projects was organized in a $500 million revenue oil service company and how the critical chain project management (CCPM) methodology allowed us to achieve 92% of the projects on time and within budget. The key learning points are based on case studies relating to two real information technology (IT) projects. The presentation focuses on the roadblocks we overcame with our suppliers and how the CCPM allowed us to keep the projects on track. |
DVD 4, 38 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 803 |
Conference Proceedings |
|
The project factory |
2011 |
Palisades, NY |
The goal of the presentation is to show how the staggering of the projects was organized in a $500 million revenue oil service company and how the critical chain project management (CCPM) methodology allowed us to achieve 92% of the projects on time and within budget. The key learning points are based on case studies relating to two real information technology (IT) projects. The presentation focuses on the roadblocks we overcame with our suppliers and how the CCPM allowed us to keep the projects on track. |
DVD 4, 38 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 804 |
Conference Proceedings |
Kay, Andrew |
Structured practical techniques for implementing TOC: Turbo boost constraint performance in 24 hours |
2011 |
Palisades, NY |
In the area of exploiting and subordinating to the constraint, companies have throughput increases between 20% and 110% at the constraint within 24 hours. That is after drum buffer rope and buffer management (DBR/BM) have been installed and operating for several days/weeks with all injections implemented and the usual increases in throughput, shorter lead times, reduction in WIP and so on. It took only 2 hours to cause the change. Andrew presents six cases studies with actual figures to substantiate results. The process is replicable and was applied again only 2 weeks ago. Following the 2-hour training session the next day throughput went up by 25%. Today the site is pumping more than 60% more throughput and has to adjust its physical layout to load trucks faster. |
DVD 8, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 805 |
Conference Proceedings |
|
Structured practical techniques for implementing TOC: Turbo boost constraint performance in 24 hours |
2011 |
Palisades, NY |
In the area of exploiting and subordinating to the constraint, companies have throughput increases between 20% and 110% at the constraint within 24 hours. That is after drum buffer rope and buffer management (DBR/BM) have been installed and operating for several days/weeks with all injections implemented and the usual increases in throughput, shorter lead times, reduction in WIP and so on. It took only 2 hours to cause the change. Andrew presents six cases studies with actual figures to substantiate results. The process is replicable and was applied again only 2 weeks ago. Following the 2-hour training session the next day throughput went up by 25%. Today the site is pumping more than 60% more throughput and has to adjust its physical layout to load trucks faster. |
DVD 8, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 806 |
Conference Proceedings |
Kitabayashi, Atsushi |
Operational excellence by a TOC armed IE |
2011 |
Palisades, NY |
OMRON Healthcare is known around the world for its consumer-oriented medical devices, such as blood pressure monitors and thermometers, and its factories have been showcased as success stories for the Toyota Production System (TPS). In this presentation, Atsushi Kitabayashi shows how OMRON Healthcare is reaching new heights of performance. He also discusses how OMRON Healthcare used TOC to effectively manage itself in the aftermath of the recent earthquake in Japan. |
DVD 8, 29 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 807 |
Conference Proceedings |
|
Operational excellence by a TOC armed IE |
2011 |
Palisades, NY |
OMRON Healthcare is known around the world for its consumer-oriented medical devices, such as blood pressure monitors and thermometers, and its factories have been showcased as success stories for the Toyota Production System (TPS). In this presentation, Atsushi Kitabayashi shows how OMRON Healthcare is reaching new heights of performance. He also discusses how OMRON Healthcare used TOC to effectively manage itself in the aftermath of the recent earthquake in Japan. |
DVD 8, 29 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 808 |
Conference Proceedings |
Knight, Alex |
Fifteen year progress report on achieving breakthroughs in health and social care using the theory of constraints |
2011 |
Palisades, NY |
This presentation reviews progress to date in the application of the theory of constraints (TOC) to achieving a breakthrough in performance in health and social care systems. These developments address how to improve emergency care, discharge management, out-patient management, elective surgery management and how to turn improvements in the operations into a decisive competitive edge. The presentation assesses progress to date, current limitations, together with future opportunities and challenges. Alex Knight also reflects on lessons learned in applying TOC to a new industry. |
DVD H-1, 41 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 809 |
Conference Proceedings |
|
Fifteen year progress report on achieving breakthroughs in health and social care using the theory of constraints |
2011 |
Palisades, NY |
This presentation reviews progress to date in the application of the theory of constraints (TOC) to achieving a breakthrough in performance in health and social care systems. These developments address how to improve emergency care, discharge management, out-patient management, elective surgery management and how to turn improvements in the operations into a decisive competitive edge. The presentation assesses progress to date, current limitations, together with future opportunities and challenges. Alex Knight also reflects on lessons learned in applying TOC to a new industry. |
DVD H-1, 41 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 810 |
Conference Proceedings |
Kothekar, Kiran |
Successfully implementing the strategy and tactic tree in a fashion retail chain and a company supplying to fashion retail chain |
2011 |
Palisades, NY |
LRRL (Liberty Retail Revolutions Ltd) is one of the largest Indian owned retail chains in the footwear (only) segment. It started with the implementation of the retail strategy and tactic (S&T) tree in April 2010 to achieve a Viable Vision (VV) of increasing sales 3 times in 4 years while achieving a profitability of 10% profit before tax (PBT) from the current situation of negative profit. The key implementation steps include: central planning for all 5 plants; central sales for all 5 plants; established a central warehouse (aggregation point), to which all plants supply (They do not supply to customers directly now); plants transformed from make to stock (MTS) to make to availability (MTA); all raw materials (RM) and components on buffer management; implemented replenishment with suppliers; the shops send weekly orders to the central warehouse (CWH); replenishment weekly from the earlier monthly ordering and dispatch; order generation and dispatch as per ‘cut size' and not ‘size rolls'; new introductions as winter and summer; new introductions of smaller range 8 times a year; size roll- a pack size containing all sizes of shoes; and cut size is SKU at size level. |
DVD 5, 41 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 811 |
Conference Proceedings |
Kulraj, Puneet |
Successfully implementing the strategy and tactic tree in a fashion retail chain and a company supplying to fashion retail chain |
2011 |
Palisades, NY |
LRRL (Liberty Retail Revolutions Ltd) is one of the largest Indian owned retail chains in the footwear (only) segment. It started with the implementation of the retail strategy and tactic (S&T) tree in April 2010 to achieve a Viable Vision (VV) of increasing sales 3 times in 4 years while achieving a profitability of 10% profit before tax (PBT) from the current situation of negative profit. The key implementation steps include: central planning for all 5 plants; central sales for all 5 plants; established a central warehouse (aggregation point), to which all plants supply (They do not supply to customers directly now); plants transformed from make to stock (MTS) to make to availability (MTA); all raw materials (RM) and components on buffer management; implemented replenishment with suppliers; the shops send weekly orders to the central warehouse (CWH); replenishment weekly from the earlier monthly ordering and dispatch; order generation and dispatch as per ‘cut size' and not ‘size rolls'; new introductions as winter and summer; new introductions of smaller range 8 times a year; size roll- a pack size containing all sizes of shoes; and cut size is SKU at size level. |
DVD 5, 41 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 812 |
Conference Proceedings |
|
Successfully implementing the strategy and tactic tree in a fashion retail chain and a company supplying to fashion retail chain |
2011 |
Palisades, NY |
LRRL (Liberty Retail Revolutions Ltd) is one of the largest Indian owned retail chains in the footwear (only) segment. It started with the implementation of the retail strategy and tactic (S&T) tree in April 2010 to achieve a Viable Vision (VV) of increasing sales 3 times in 4 years while achieving a profitability of 10% profit before tax (PBT) from the current situation of negative profit. The key implementation steps include: central planning for all 5 plants; central sales for all 5 plants; established a central warehouse (aggregation point), to which all plants supply (They do not supply to customers directly now); plants transformed from make to stock (MTS) to make to availability (MTA); all raw materials (RM) and components on buffer management; implemented replenishment with suppliers; the shops send weekly orders to the central warehouse (CWH); replenishment weekly from the earlier monthly ordering and dispatch; order generation and dispatch as per ‘cut size' and not ‘size rolls'; new introductions as winter and summer; new introductions of smaller range 8 times a year; size roll- a pack size containing all sizes of shoes; and cut size is SKU at size level. |
DVD 5, 41 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 813 |
Conference Proceedings |
Machado, Wellington |
Applying TOC distribution on a high demand variability environment: A case study in one of the largest cosmetic franchise chain in the world |
2011 |
Palisades, NY |
This roadmap to success is based on work at a Brazilian company, from a case study at the world's largest cosmetics franchise chain. We tested the impact of an event-managed process on TOC distribution and measured the performance of the company´s inventory stocking policies. Based on TVD/IVD (throughput value days and inventory value days), we concluded that this combination can create an environment with more efficient replenishment with higher stock turns, less stock-outs and increased sales. |
DVD 5, 40 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 814 |
Conference Proceedings |
|
Applying TOC distribution on a high demand variability environment: A case study in one of the largest cosmetic franchise chain in the world |
2011 |
Palisades, NY |
This roadmap to success is based on work at a Brazilian company, from a case study at the world's largest cosmetics franchise chain. We tested the impact of an event-managed process on TOC distribution and measured the performance of the company´s inventory stocking policies. Based on TVD/IVD (throughput value days and inventory value days), we concluded that this combination can create an environment with more efficient replenishment with higher stock turns, less stock-outs and increased sales. |
DVD 5, 40 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 815 |
Conference Proceedings |
Mills, April |
The path to success: How to make any implementation successful |
2011 |
Palisades, NY |
This presentation discusses the steps and behaviors that can dramatically improve your implementation success rate. It's not who you are, but what you do that matters. You'll learn how to tailor your implementation to the current state of the organization to take it through to success with your implementation. |
DVD 6, 46 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 816 |
Conference Proceedings |
|
The path to success: How to make any implementation successful |
2011 |
Palisades, NY |
This presentation discusses the steps and behaviors that can dramatically improve your implementation success rate. It's not who you are, but what you do that matters. You'll learn how to tailor your implementation to the current state of the organization to take it through to success with your implementation. |
DVD 6, 46 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 817 |
Conference Proceedings |
Mitchell, Chris |
Implementing POOGI at Great Lakes Copper to drastically increase capacity - a road map to success |
2011 |
Palisades, NY |
The goal is to introduce a roadmap to implement a process of on-going improvement (POOGI) resulting in substantial capacity increases and bottom line results. Key learning points are: 1. Implementing POOGI may force you to re-implement an already working drum buffer rope (DBR) process. 2. You can't effectively collect POOGI statistics without an automated tool in a large manufacturing facility. 3. Don't underestimate how much it takes to properly de-couple key points in the production process in order to enable consistent DBR performance. |
DVD 8, 39 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 818 |
Conference Proceedings |
Warchalowski, Jack |
Implementing POOGI at Great Lakes Copper to drastically increase capacity - a road map to success |
2011 |
Palisades, NY |
The goal is to introduce a roadmap to implement a process of on-going improvement (POOGI) resulting in substantial capacity increases and bottom line results. Key learning points are: 1. Implementing POOGI may force you to re-implement an already working drum buffer rope (DBR) process. 2. You can't effectively collect POOGI statistics without an automated tool in a large manufacturing facility. 3. Don't underestimate how much it takes to properly de-couple key points in the production process in order to enable consistent DBR performance. |
DVD 8, 39 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 819 |
Conference Proceedings |
|
Implementing POOGI at Great Lakes Copper to drastically increase capacity - a road map to success |
2011 |
Palisades, NY |
The goal is to introduce a roadmap to implement a process of on-going improvement (POOGI) resulting in substantial capacity increases and bottom line results. Key learning points are: 1. Implementing POOGI may force you to re-implement an already working drum buffer rope (DBR) process. 2. You can't effectively collect POOGI statistics without an automated tool in a large manufacturing facility. 3. Don't underestimate how much it takes to properly de-couple key points in the production process in order to enable consistent DBR performance. |
DVD 8, 39 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 820 |
Conference Proceedings |
Oltman, Tim |
Breaking the vicious cycle to achieve bottom line results |
2011 |
Palisades, NY |
This presentation discusses the pressures we face as we try to execute projects and how our reactions to these pressures lead us into the vicious cycle. The vicious cycle is a cause-and-effect loop where negative effects cause more negative effects; the effects build on each other creating a downward spiral of ineffectiveness and limited productivity and undesirable outcomes. |
DVD 4, 30 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 821 |
Conference Proceedings |
|
Breaking the vicious cycle to achieve bottom line results |
2011 |
Palisades, NY |
This presentation discusses the pressures we face as we try to execute projects and how our reactions to these pressures lead us into the vicious cycle. The vicious cycle is a cause-and-effect loop where negative effects cause more negative effects; the effects build on each other creating a downward spiral of ineffectiveness and limited productivity and undesirable outcomes. |
DVD 4, 30 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 822 |
Conference Proceedings |
Sukumaran, Pazhanivelu |
TOC for effective merchandise Titan Industries Limited Jewellery Division |
2011 |
Palisades, NY |
Titan Jewelry is a division of Titan Industries, the largest jewelry retailer in India, and part of the Indian TATA group. Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to sustain their status as an ever flourishing company. The challenge lies in exploiting the main constraint of any retailer – the traffic in stores, while increasing inventory turns. This translates to improving the merchandise effectiveness: having the right inventory in the right store at the right time. The more effective the inventory , the less inventory is needed to support the current level of sales. The more effective the inventory the better we can exploit the current traffic. The unique nature of the jewelry industry is discussed which includes sales distribution over time having a long tail. A process for addressing the head, the body and the tail of the distribution is provided. An update of this presentation was given in 2012. |
DVD 5, 34 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 823 |
Conference Proceedings |
Raz, Roei |
TOC for effective merchandise Titan Industries Limited Jewellery Division |
2011 |
Palisades, NY |
Titan Jewelry is a division of Titan Industries, the largest jewelry retailer in India, and part of the Indian TATA group. Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to sustain their status as an ever flourishing company. The challenge lies in exploiting the main constraint of any retailer – the traffic in stores, while increasing inventory turns. This translates to improving the merchandise effectiveness: having the right inventory in the right store at the right time. The more effective the inventory , the less inventory is needed to support the current level of sales. The more effective the inventory the better we can exploit the current traffic. The unique nature of the jewelry industry is discussed which includes sales distribution over time having a long tail. A process for addressing the head, the body and the tail of the distribution is provided. An update of this presentation was given in 2012. |
DVD 5, 34 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 824 |
Conference Proceedings |
|
TOC for effective merchandise Titan Industries Limited Jewellery Division |
2011 |
Palisades, NY |
Titan Jewelry is a division of Titan Industries, the largest jewelry retailer in India, and part of the Indian TATA group. Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to sustain their status as an ever flourishing company. The challenge lies in exploiting the main constraint of any retailer – the traffic in stores, while increasing inventory turns. This translates to improving the merchandise effectiveness: having the right inventory in the right store at the right time. The more effective the inventory , the less inventory is needed to support the current level of sales. The more effective the inventory the better we can exploit the current traffic. The unique nature of the jewelry industry is discussed which includes sales distribution over time having a long tail. A process for addressing the head, the body and the tail of the distribution is provided. An update of this presentation was given in 2012. |
DVD 5, 34 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 825 |
Conference Proceedings |
Pass, Shimeon |
Throughput enhancement in operating rooms: Doing more with existing resources |
2011 |
Palisades, NY |
The presentation describes the implementation of theory of constraints (TOC) and focused management principles to the management of operating rooms in hospitals and clinics in order to achieve enhanced throughput and quality along with reduced lead times. The presentation objectives are: 1. To present case studies that demonstrate the use of simple and practical tools to significantly increase throughput, reduce lead time and enhance quality in operating rooms, 2. To present the implementation process of TOC and focused management techniques, philosophy and tools in operating rooms. Material covered: a) The implementation of TOC focusing steps and focused management tools for increasing throughput, enhancing quality, and reducing lead time; b) The implementation of the complete kit concept in operating rooms; c) Application of strategic concepts and tools to improve operating rooms' value; d) To present cases in which the methodology was applied resulting in double digit throughput improvement, while enhancing clinical quality. |
DVD H-1, 56 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 826 |
Conference Proceedings |
Ronen, Boaz |
Throughput enhancement in operating rooms: Doing more with existing resources |
2011 |
Palisades, NY |
The presentation describes the implementation of theory of constraints (TOC) and focused management principles to the management of operating rooms in hospitals and clinics in order to achieve enhanced throughput and quality along with reduced lead times. The presentation objectives are: 1. To present case studies that demonstrate the use of simple and practical tools to significantly increase throughput, reduce lead time and enhance quality in operating rooms, 2. To present the implementation process of TOC and focused management techniques, philosophy and tools in operating rooms. Material covered: a) The implementation of TOC focusing steps and focused management tools for increasing throughput, enhancing quality, and reducing lead time; b) The implementation of the complete kit concept in operating rooms; c) Application of strategic concepts and tools to improve operating rooms' value; d) To present cases in which the methodology was applied resulting in double digit throughput improvement, while enhancing clinical quality. |
DVD H-1, 56 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 827 |
Conference Proceedings |
|
Throughput enhancement in operating rooms: Doing more with existing resources |
2011 |
Palisades, NY |
The presentation describes the implementation of theory of constraints (TOC) and focused management principles to the management of operating rooms in hospitals and clinics in order to achieve enhanced throughput and quality along with reduced lead times. The presentation objectives are: 1. To present case studies that demonstrate the use of simple and practical tools to significantly increase throughput, reduce lead time and enhance quality in operating rooms, 2. To present the implementation process of TOC and focused management techniques, philosophy and tools in operating rooms. Material covered: a) The implementation of TOC focusing steps and focused management tools for increasing throughput, enhancing quality, and reducing lead time; b) The implementation of the complete kit concept in operating rooms; c) Application of strategic concepts and tools to improve operating rooms' value; d) To present cases in which the methodology was applied resulting in double digit throughput improvement, while enhancing clinical quality. |
DVD H-1, 56 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 828 |
Conference Proceedings |
Schragenheim, Eli |
The role of the transition period in implementing a change |
2011 |
Palisades, NY |
From the start of implementing a change until the change is working satisfactorily there is a certain period of time where the reality is not the same as it used to be, but also not the same as it is going to be. This is what characterizes the transition period. There are two different aspects of dealing with the instability of the organization going through a significant change, like in most of the TOC implementations. There is a need to develop temporary procedures of work in order to cross a certain gap between the reality of today and the reality of tomorrow. During the transition period, mistakes and misunderstanding are quite expected. Identifying undesirable effects (UDEs) in a very fast way and quickly reacting to them is highly desirable. Dealing with both parts requires a detailed analysis of the special cause-and-effect relationships that would take place during the transition period. Also, in order to be able to identify new UDEs a list of expectations needs to be clearly outlined before the kickoff of the implementation. |
DVD 6, 52 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 829 |
Conference Proceedings |
|
The role of the transition period in implementing a change |
2011 |
Palisades, NY |
From the start of implementing a change until the change is working satisfactorily there is a certain period of time where the reality is not the same as it used to be, but also not the same as it is going to be. This is what characterizes the transition period. There are two different aspects of dealing with the instability of the organization going through a significant change, like in most of the TOC implementations. There is a need to develop temporary procedures of work in order to cross a certain gap between the reality of today and the reality of tomorrow. During the transition period, mistakes and misunderstanding are quite expected. Identifying undesirable effects (UDEs) in a very fast way and quickly reacting to them is highly desirable. Dealing with both parts requires a detailed analysis of the special cause-and-effect relationships that would take place during the transition period. Also, in order to be able to identify new UDEs a list of expectations needs to be clearly outlined before the kickoff of the implementation. |
DVD 6, 52 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 830 |
Conference Proceedings |
Sedano, Hernan |
TOC massive implementation on SMEs |
2011 |
Palisades, NY |
The goal of the presentation is to explore the road to mass deployments of TOC from the experience of working with 190 small manufacturing enterprises (SMEs) in Bogotá, Colombia. The selection criteria for SMEs were sales in US $50,000 to $5 MM; mainly manufacturing; greater than 2 years old. The process design was to defined the goal (strategic and tactic), measurements (TOC finance), what to change (competitive analysis), to what to change (innovation plan), and how to cause the change (TOC solutions: production, distribution, and marketing). The process of ongoing improvement (POOGI) was based on a series of workshops. In most of the companies, no financial manager existed and the only information available was sales and the bank balance. Common problems were no financial judgment, high levels of inventory, late deliveries, low margin sales, few clients, loss of customers, and high production costs. What to change to included finance (judgment on product/service viability), production (choke the release of work), distribution (aligning production to actual demand) and marketing (target market definition and offer design). Results of the interventions are provided. Over 60% of the companies increased sales, throughput and profits significantly. Key learning points include: consulting as a mass product process for SME was useful; the importance of finance and measurements in SMEs and using the thinking processes and first step of the S&T trees were effective. |
DVD 8, 27 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 831 |
Conference Proceedings |
|
TOC massive implementation on SMEs |
2011 |
Palisades, NY |
The goal of the presentation is to explore the road to mass deployments of TOC from the experience of working with 190 small manufacturing enterprises (SMEs) in Bogotá, Colombia. The selection criteria for SMEs were sales in US $50,000 to $5 MM; mainly manufacturing; greater than 2 years old. The process design was to defined the goal (strategic and tactic), measurements (TOC finance), what to change (competitive analysis), to what to change (innovation plan), and how to cause the change (TOC solutions: production, distribution, and marketing). The process of ongoing improvement (POOGI) was based on a series of workshops. In most of the companies, no financial manager existed and the only information available was sales and the bank balance. Common problems were no financial judgment, high levels of inventory, late deliveries, low margin sales, few clients, loss of customers, and high production costs. What to change to included finance (judgment on product/service viability), production (choke the release of work), distribution (aligning production to actual demand) and marketing (target market definition and offer design). Results of the interventions are provided. Over 60% of the companies increased sales, throughput and profits significantly. Key learning points include: consulting as a mass product process for SME was useful; the importance of finance and measurements in SMEs and using the thinking processes and first step of the S&T trees were effective. |
DVD 8, 27 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 832 |
Conference Proceedings |
Stemberger, Mark |
S&T tree as a roadmap to success |
2011 |
Palisades, NY |
This presentation shares our road-map-to-success experience. The strategy and tactics (S&T) tree used as the roadmap includes: Yr1: Securing working capital (meeting loan requirements), whilst improving operational performance. Yr2: Acquiring an additional company (integrating it operationally). Yr3: Increasing sales from €12M-to-€34M in 3 years. Yr4: Securing €48M in fourth year (end 2011). We share how to use the S&T as a roadmap (revising assumptions) yearly (2008-2011); how to get the buy-in new employees (from the acquired company) to support our strategy and how to implement the S&T fast / effectively. We also discuss leverage of make to availability and critical chain project management (MTA/CCPM) to increase sales in a spoiled market. |
DVD 7, 50 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 833 |
Conference Proceedings |
|
S&T tree as a roadmap to success |
2011 |
Palisades, NY |
This presentation shares our road-map-to-success experience. The strategy and tactics (S&T) tree used as the roadmap includes: Yr1: Securing working capital (meeting loan requirements), whilst improving operational performance. Yr2: Acquiring an additional company (integrating it operationally). Yr3: Increasing sales from €12M-to-€34M in 3 years. Yr4: Securing €48M in fourth year (end 2011). We share how to use the S&T as a roadmap (revising assumptions) yearly (2008-2011); how to get the buy-in new employees (from the acquired company) to support our strategy and how to implement the S&T fast / effectively. We also discuss leverage of make to availability and critical chain project management (MTA/CCPM) to increase sales in a spoiled market. |
DVD 7, 50 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 834 |
Conference Proceedings |
Stillahn, Brad |
Competing against blind kittens: Pricing the TOC way |
2011 |
Palisades, NY |
Pricing is an important and powerful tool for achieving throughput. Brad shares his pricing experience and explains how he analyzed competitive pricing practices based on cost accounting and other traditional cost world assumptions to find the sweet spot where competitors were scarce; and exploited this sweet spot by developing a simple, fast process for pricing custom manufactured products (a process he calls Quick Quoting). |
DVD 7, 42 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 835 |
Conference Proceedings |
|
Competing against blind kittens: Pricing the TOC way |
2011 |
Palisades, NY |
Pricing is an important and powerful tool for achieving throughput. Brad shares his pricing experience and explains how he analyzed competitive pricing practices based on cost accounting and other traditional cost world assumptions to find the sweet spot where competitors were scarce; and exploited this sweet spot by developing a simple, fast process for pricing custom manufactured products (a process he calls Quick Quoting). |
DVD 7, 42 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 836 |
Conference Proceedings |
Taylor, Bill |
Construtora Veloso - Brazil: Prototyping an application of the unified field theory of management |
2011 |
Palisades, NY |
The construction boom in Brazil is creating raw materials, labor and management shortages. These shortages are thwarting the Brazilian government's efforts to apply billions of reais in government funding available in the CAIXA ECONÓMICA FEDERAL in providing subsidized housing to millions of families. By creating a total TOC construction company, Construrora Veloso in Curitiba, Brazil is able to use critical chain and other TOC tools to rapidly increase the capability to expand subsidized housing by delivering low-cost homes. |
DVD 4, 51 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 837 |
Conference Proceedings |
|
Construtora Veloso - Brazil: Prototyping an application of the unified field theory of management |
2011 |
Palisades, NY |
The construction boom in Brazil is creating raw materials, labor and management shortages. These shortages are thwarting the Brazilian government's efforts to apply billions of reais in government funding available in the CAIXA ECONÓMICA FEDERAL in providing subsidized housing to millions of families. By creating a total TOC construction company, Construrora Veloso in Curitiba, Brazil is able to use critical chain and other TOC tools to rapidly increase the capability to expand subsidized housing by delivering low-cost homes. |
DVD 4, 51 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 838 |
Conference Proceedings |
Wadhwa, Gary |
Can TOC fix our ailing healthcare system? |
2011 |
Palisades, NY |
Unlike for-profit organizations with a clear goal of improving economic value now and into the future, the stakeholders of a health system, such as government, private industry and healthcare providers have conflicting interests. All stakeholders in the healthcare system, including consumers of healthcare seem to agree that the current performance of the healthcare system is undesirable. In the US, the conflict between two opposing ways to solve the healthcare system-wide problems has reached the highest sociopolitical level with proposals, such as Obama care and Free Market healthcare. The theory of constraints thinking processes (TP) could provide win-win solutions to eliminate all of the current healthcare system's undesirable effects (UDEs). The TP could be utilized as an effective tool for aligning the conflicting positions to achieve one clear goal and the necessary conditions for a flourishing healthcare system: availability of affordable, high quality of care for all US citizens, and an environment that provides incentives for innovations and continuous improvements. |
DVD H-2, 46 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 839 |
Conference Proceedings |
|
Can TOC fix our ailing healthcare system? |
2011 |
Palisades, NY |
Unlike for-profit organizations with a clear goal of improving economic value now and into the future, the stakeholders of a health system, such as government, private industry and healthcare providers have conflicting interests. All stakeholders in the healthcare system, including consumers of healthcare seem to agree that the current performance of the healthcare system is undesirable. In the US, the conflict between two opposing ways to solve the healthcare system-wide problems has reached the highest sociopolitical level with proposals, such as Obama care and Free Market healthcare. The theory of constraints thinking processes (TP) could provide win-win solutions to eliminate all of the current healthcare system's undesirable effects (UDEs). The TP could be utilized as an effective tool for aligning the conflicting positions to achieve one clear goal and the necessary conditions for a flourishing healthcare system: availability of affordable, high quality of care for all US citizens, and an environment that provides incentives for innovations and continuous improvements. |
DVD H-2, 46 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 840 |
Conference Proceedings |
Watt, Andy |
A new breakthrough tool for reducing changes in projects by 50% |
2011 |
Palisades, NY |
(Goal)Share is a new tool for reducing changes in projects by 50%. Three phases of projects are: choosing projects, project content, and execution. Critical chain project management (CCPM) only deals with execution- the furthest phase from the core problem. The process to reducing project changes is: define problem (UDE: changes); direction of solution (using the strategy and tactics (S&T) tree to capture project content); development of the tool with three very different businesses; 5 simple questions & one easy-to-use tool; and how to…and pitfalls to avoid. |
DVD 4, 50 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 841 |
Conference Proceedings |
|
A new breakthrough tool for reducing changes in projects by 50% |
2011 |
Palisades, NY |
(Goal)Share is a new tool for reducing changes in projects by 50%. Three phases of projects are: choosing projects, project content, and execution. Critical chain project management (CCPM) only deals with execution- the furthest phase from the core problem. The process to reducing project changes is: define problem (UDE: changes); direction of solution (using the strategy and tactics (S&T) tree to capture project content); development of the tool with three very different businesses; 5 simple questions & one easy-to-use tool; and how to…and pitfalls to avoid. |
DVD 4, 50 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 842 |
Conference Proceedings |
Woeppel, Mark |
TOC tapped to accelerate Gulf of Mexico cleanup |
2011 |
Palisades, NY |
Pinnacle Strategies was called upon by BP to rapidly improve supply chain availability and decontamination efforts of what may be the worst environmental disaster in the US. Earlier, BP's Deepwater Horizon well exploded, less than 48 hours after the initial inquiry, Pinnacle Strategies began a marathon of manufacturing plant visits across North America and Europe that led to an almost instant doubling, tripling, and in one case 10 fold increase, of manufacturing capacity for boom, skimmers, and absorbents. After the well was capped, Pinnacle Strategies led improvement activities at decontamination sites across five states where thousands of boats, ships, and rigs were decontaminated before returning to their normal service. |
DVD 8, 57 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 843 |
Conference Proceedings |
|
TOC tapped to accelerate Gulf of Mexico cleanup |
2011 |
Palisades, NY |
Pinnacle Strategies was called upon by BP to rapidly improve supply chain availability and decontamination efforts of what may be the worst environmental disaster in the US. Earlier, BP's Deepwater Horizon well exploded, less than 48 hours after the initial inquiry, Pinnacle Strategies began a marathon of manufacturing plant visits across North America and Europe that led to an almost instant doubling, tripling, and in one case 10 fold increase, of manufacturing capacity for boom, skimmers, and absorbents. After the well was capped, Pinnacle Strategies led improvement activities at decontamination sites across five states where thousands of boats, ships, and rigs were decontaminated before returning to their normal service. |
DVD 8, 57 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 844 |
Conference Proceedings |
Youngman, Kelvyn |
The systemic cloud: A map board for mapping any territory |
2011 |
Palisades, NY |
The generic cloud or systemic cloud is the premier tool within theory of constraints – and by no accident. It is the map board onto which we can map any territory. Yet few people understand the reason why it works, or know how to apply the fundamental rules around such a mapping to enable the rapid and complete analysis of a given situation. |
DVD 6, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 845 |
Conference Proceedings |
|
The systemic cloud: A map board for mapping any territory |
2011 |
Palisades, NY |
The generic cloud or systemic cloud is the premier tool within theory of constraints – and by no accident. It is the map board onto which we can map any territory. Yet few people understand the reason why it works, or know how to apply the fundamental rules around such a mapping to enable the rapid and complete analysis of a given situation. |
DVD 6, 58 minutes |
https://www.tocico.org/page/2011ConferenceProceedings |
| 846 |
Conference Proceedings |
Balmforth, Paul |
Implementing replenishment in a hi-tech environment |
2012 |
Chicago, Il |
The presentation goal is to share the details involved in adapting the TOC replenishment solution to improve parts availability and inventory turns when the traditional 3 X 1/3 zones approach to stock buffer design is not sufficient. Key learning points are: 1. Developing a replenishment policy matrix for make-to-stock / make-to-stock (MTS / MTO) connected to purchase-to-stock / purchase-to-order (PTS / PTO) provides a strong focus on results for any replenishment implementation. 2. Changes to the traditional 1/3, 1/3, 1/3 red, yellow and green zones are required to provide better visibility of long lead time items as well as buffer re-sizing based on consumption changes versus buffer zone penetration. 3. How the replenishment concepts can be used to better manage the on-order pipeline for long lead time items – predicting the timing of future shortages. (i.e. the zones tell you if the on-hand is sufficient / healthy, but how do you know if the timing and frequency of the multiple purchase orders in the on-order is sufficient / healthy?) 4. Collaborating with key suppliers on replenishment significantly improves responsiveness while reducing on-order liability. Three benefits are: 1. See the Standing on the Shoulders of Giants (SOSG) process applied to the traditional TOC replenishment solution. 2. Hear Teledyne DALSA talk about the ‘leap of faith' required to abandon the forecast and migrate to replenishment when there was a 16 week gap (due to long lead times). 3. Specific methodologies, approaches and formulas are provided. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 847 |
Conference Proceedings |
Duncan Patrick |
Implementing replenishment in a hi-tech environment |
2012 |
Chicago, Il |
The presentation goal is to share the details involved in adapting the TOC replenishment solution to improve parts availability and inventory turns when the traditional 3 X 1/3 zones approach to stock buffer design is not sufficient. Key learning points are: 1. Developing a replenishment policy matrix for make-to-stock / make-to-stock (MTS / MTO) connected to purchase-to-stock / purchase-to-order (PTS / PTO) provides a strong focus on results for any replenishment implementation. 2. Changes to the traditional 1/3, 1/3, 1/3 red, yellow and green zones are required to provide better visibility of long lead time items as well as buffer re-sizing based on consumption changes versus buffer zone penetration. 3. How the replenishment concepts can be used to better manage the on-order pipeline for long lead time items – predicting the timing of future shortages. (i.e. the zones tell you if the on-hand is sufficient / healthy, but how do you know if the timing and frequency of the multiple purchase orders in the on-order is sufficient / healthy?) 4. Collaborating with key suppliers on replenishment significantly improves responsiveness while reducing on-order liability. Three benefits are: 1. See the Standing on the Shoulders of Giants (SOSG) process applied to the traditional TOC replenishment solution. 2. Hear Teledyne DALSA talk about the ‘leap of faith' required to abandon the forecast and migrate to replenishment when there was a 16 week gap (due to long lead times). 3. Specific methodologies, approaches and formulas are provided. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 848 |
Conference Proceedings |
|
Implementing replenishment in a hi-tech environment |
2012 |
Chicago, Il |
The presentation goal is to share the details involved in adapting the TOC replenishment solution to improve parts availability and inventory turns when the traditional 3 X 1/3 zones approach to stock buffer design is not sufficient. Key learning points are: 1. Developing a replenishment policy matrix for make-to-stock / make-to-stock (MTS / MTO) connected to purchase-to-stock / purchase-to-order (PTS / PTO) provides a strong focus on results for any replenishment implementation. 2. Changes to the traditional 1/3, 1/3, 1/3 red, yellow and green zones are required to provide better visibility of long lead time items as well as buffer re-sizing based on consumption changes versus buffer zone penetration. 3. How the replenishment concepts can be used to better manage the on-order pipeline for long lead time items – predicting the timing of future shortages. (i.e. the zones tell you if the on-hand is sufficient / healthy, but how do you know if the timing and frequency of the multiple purchase orders in the on-order is sufficient / healthy?) 4. Collaborating with key suppliers on replenishment significantly improves responsiveness while reducing on-order liability. Three benefits are: 1. See the Standing on the Shoulders of Giants (SOSG) process applied to the traditional TOC replenishment solution. 2. Hear Teledyne DALSA talk about the ‘leap of faith' required to abandon the forecast and migrate to replenishment when there was a 16 week gap (due to long lead times). 3. Specific methodologies, approaches and formulas are provided. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 849 |
Conference Proceedings |
Baptista, Humberto |
Three layers of cause and effect or never say "I know" when it comes to thinking |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 850 |
Conference Proceedings |
|
Three layers of cause and effect or never say "I know" when it comes to thinking |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 851 |
Conference Proceedings |
Taylor (moderator), Bill |
Panel discussion: TOC in your personal life |
2012 |
Chicago, Il |
TOC in personal life is discussed by three presenters responding to questions related to their presentations. Bill Taylor (moderator) asked each presenter to give his opinions on a number of different topics concerning how to apply TOC personally. Humberto described using TOC: TOC sharped the personal values and how they apply in personal life: melting emotion, logic, and value in life. Yuji discussed TOC addressing personal frustration in all dimensions of one's life. Alan discussed the concept of everything being an experiment in one's life. TOC allows you to identify the causes of shortcomings and greater than expectations outcomes. Understanding that there is always inherent complexity helps you not to be overwhelmed by the situation. The next question was: how do you use TOC to deal with other individuals? Listen to what the individual is saying. Yuji discussed blaming others for the problem. Check the assumption of what creates the gap from current reality to where the system should be. The discussion moved to organizations, systems, tribes, and nations. How much do we really believe in the five principles (inherent simplicity, never say I know, people are good, etc.)? Yuji constructed a one-case logic paper based on Eli's suggestion and convinced many, many people of TOC. Last question: as an individual how can you change a country? The difficulty now is communication. Using logic is effective. Simplify the message. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 852 |
Conference Proceedings |
Baptista, Humberto |
Panel discussion: TOC in your personal life |
2012 |
Chicago, Il |
TOC in personal life is discussed by three presenters responding to questions related to their presentations. Bill Taylor (moderator) asked each presenter to give his opinions on a number of different topics concerning how to apply TOC personally. Humberto described using TOC: TOC sharped the personal values and how they apply in personal life: melting emotion, logic, and value in life. Yuji discussed TOC addressing personal frustration in all dimensions of one's life. Alan discussed the concept of everything being an experiment in one's life. TOC allows you to identify the causes of shortcomings and greater than expectations outcomes. Understanding that there is always inherent complexity helps you not to be overwhelmed by the situation. The next question was: how do you use TOC to deal with other individuals? Listen to what the individual is saying. Yuji discussed blaming others for the problem. Check the assumption of what creates the gap from current reality to where the system should be. The discussion moved to organizations, systems, tribes, and nations. How much do we really believe in the five principles (inherent simplicity, never say I know, people are good, etc.)? Yuji constructed a one-case logic paper based on Eli's suggestion and convinced many, many people of TOC. Last question: as an individual how can you change a country? The difficulty now is communication. Using logic is effective. Simplify the message. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 853 |
Conference Proceedings |
Barnard, Alan |
Panel discussion: TOC in your personal life |
2012 |
Chicago, Il |
TOC in personal life is discussed by three presenters responding to questions related to their presentations. Bill Taylor (moderator) asked each presenter to give his opinions on a number of different topics concerning how to apply TOC personally. Humberto described using TOC: TOC sharped the personal values and how they apply in personal life: melting emotion, logic, and value in life. Yuji discussed TOC addressing personal frustration in all dimensions of one's life. Alan discussed the concept of everything being an experiment in one's life. TOC allows you to identify the causes of shortcomings and greater than expectations outcomes. Understanding that there is always inherent complexity helps you not to be overwhelmed by the situation. The next question was: how do you use TOC to deal with other individuals? Listen to what the individual is saying. Yuji discussed blaming others for the problem. Check the assumption of what creates the gap from current reality to where the system should be. The discussion moved to organizations, systems, tribes, and nations. How much do we really believe in the five principles (inherent simplicity, never say I know, people are good, etc.)? Yuji constructed a one-case logic paper based on Eli's suggestion and convinced many, many people of TOC. Last question: as an individual how can you change a country? The difficulty now is communication. Using logic is effective. Simplify the message. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 854 |
Conference Proceedings |
Kishira, Yuji |
Panel discussion: TOC in your personal life |
2012 |
Chicago, Il |
TOC in personal life is discussed by three presenters responding to questions related to their presentations. Bill Taylor (moderator) asked each presenter to give his opinions on a number of different topics concerning how to apply TOC personally. Humberto described using TOC: TOC sharped the personal values and how they apply in personal life: melting emotion, logic, and value in life. Yuji discussed TOC addressing personal frustration in all dimensions of one's life. Alan discussed the concept of everything being an experiment in one's life. TOC allows you to identify the causes of shortcomings and greater than expectations outcomes. Understanding that there is always inherent complexity helps you not to be overwhelmed by the situation. The next question was: how do you use TOC to deal with other individuals? Listen to what the individual is saying. Yuji discussed blaming others for the problem. Check the assumption of what creates the gap from current reality to where the system should be. The discussion moved to organizations, systems, tribes, and nations. How much do we really believe in the five principles (inherent simplicity, never say I know, people are good, etc.)? Yuji constructed a one-case logic paper based on Eli's suggestion and convinced many, many people of TOC. Last question: as an individual how can you change a country? The difficulty now is communication. Using logic is effective. Simplify the message. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 855 |
Conference Proceedings |
|
Panel discussion: TOC in your personal life |
2012 |
Chicago, Il |
TOC in personal life is discussed by three presenters responding to questions related to their presentations. Bill Taylor (moderator) asked each presenter to give his opinions on a number of different topics concerning how to apply TOC personally. Humberto described using TOC: TOC sharped the personal values and how they apply in personal life: melting emotion, logic, and value in life. Yuji discussed TOC addressing personal frustration in all dimensions of one's life. Alan discussed the concept of everything being an experiment in one's life. TOC allows you to identify the causes of shortcomings and greater than expectations outcomes. Understanding that there is always inherent complexity helps you not to be overwhelmed by the situation. The next question was: how do you use TOC to deal with other individuals? Listen to what the individual is saying. Yuji discussed blaming others for the problem. Check the assumption of what creates the gap from current reality to where the system should be. The discussion moved to organizations, systems, tribes, and nations. How much do we really believe in the five principles (inherent simplicity, never say I know, people are good, etc.)? Yuji constructed a one-case logic paper based on Eli's suggestion and convinced many, many people of TOC. Last question: as an individual how can you change a country? The difficulty now is communication. Using logic is effective. Simplify the message. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 856 |
Conference Proceedings |
Barnard, Alan |
Learning from experience – why we should, why we don't, and how to do it |
2012 |
Chicago, Il |
The presentation covers a new theory of constraints (TOC) audit process focused on learning the right lessons faster from experience. An audit process should make up a critical part of any process of ongoing improvement (POOGI) in each of the applications of TOC when applied to both individuals and organizations. This presentation presents the development and testing of this new process in three pilots - helping individuals learn from with stressful expectation gaps experienced in various aspects of their life; helping care takers learn from the experience of their treatment plans in helping children with autism; and helping business managers learn from the pleasant and sometimes unpleasant surprises when there is a significant gap between expected and actual outcomes. |
DVDxx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 857 |
Conference Proceedings |
Morgenstern, Barry D. |
Learning from experience – why we should, why we don't, and how to do it |
2012 |
Chicago, Il |
The presentation covers a new theory of constraints (TOC) audit process focused on learning the right lessons faster from experience. An audit process should make up a critical part of any process of ongoing improvement (POOGI) in each of the applications of TOC when applied to both individuals and organizations. This presentation presents the development and testing of this new process in three pilots - helping individuals learn from with stressful expectation gaps experienced in various aspects of their life; helping care takers learn from the experience of their treatment plans in helping children with autism; and helping business managers learn from the pleasant and sometimes unpleasant surprises when there is a significant gap between expected and actual outcomes. |
DVDxx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 858 |
Conference Proceedings |
|
Learning from experience – why we should, why we don't, and how to do it |
2012 |
Chicago, Il |
The presentation covers a new theory of constraints (TOC) audit process focused on learning the right lessons faster from experience. An audit process should make up a critical part of any process of ongoing improvement (POOGI) in each of the applications of TOC when applied to both individuals and organizations. This presentation presents the development and testing of this new process in three pilots - helping individuals learn from with stressful expectation gaps experienced in various aspects of their life; helping care takers learn from the experience of their treatment plans in helping children with autism; and helping business managers learn from the pleasant and sometimes unpleasant surprises when there is a significant gap between expected and actual outcomes. |
DVDxx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 859 |
Conference Proceedings |
Barnard, Alan |
Standing on the shoulders of giants: Strategy |
2012 |
Chicago, Il |
This presentation discusses 1. Dr. Goldratt's 2011 challenge to the TOC community. 2. Our current understanding and challenges within S & T trees. 3. New applications of S & T trees (transformation, organization, and content). 4. New developments in S & T design and auditing (by standing on the shoulders of giants (SOSG) process). 5. Key take-always and recommended future R&D. The presentation is built around you facing inconsistencies in the environment and then you challenging the basic assumptions of your understanding of the environment. |
DVD 2, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 860 |
Conference Proceedings |
Scheinkopf, Lisa |
Standing on the shoulders of giants: Strategy |
2012 |
Chicago, Il |
This presentation discusses 1. Dr. Goldratt's 2011 challenge to the TOC community. 2. Our current understanding and challenges within S & T trees. 3. New applications of S & T trees (transformation, organization, and content). 4. New developments in S & T design and auditing (by standing on the shoulders of giants (SOSG) process). 5. Key take-always and recommended future R&D. The presentation is built around you facing inconsistencies in the environment and then you challenging the basic assumptions of your understanding of the environment. |
DVD 2, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 861 |
Conference Proceedings |
Schragenheim, Eli |
Standing on the shoulders of giants: Strategy |
2012 |
Chicago, Il |
This presentation discusses 1. Dr. Goldratt's 2011 challenge to the TOC community. 2. Our current understanding and challenges within S & T trees. 3. New applications of S & T trees (transformation, organization, and content). 4. New developments in S & T design and auditing (by standing on the shoulders of giants (SOSG) process). 5. Key take-always and recommended future R&D. The presentation is built around you facing inconsistencies in the environment and then you challenging the basic assumptions of your understanding of the environment. |
DVD 2, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 862 |
Conference Proceedings |
|
Standing on the shoulders of giants: Strategy |
2012 |
Chicago, Il |
This presentation discusses 1. Dr. Goldratt's 2011 challenge to the TOC community. 2. Our current understanding and challenges within S & T trees. 3. New applications of S & T trees (transformation, organization, and content). 4. New developments in S & T design and auditing (by standing on the shoulders of giants (SOSG) process). 5. Key take-always and recommended future R&D. The presentation is built around you facing inconsistencies in the environment and then you challenging the basic assumptions of your understanding of the environment. |
DVD 2, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 863 |
Conference Proceedings |
Barnard, Alan |
Hyde Park session - TOC strategy & tactics tree vs. Balanced scorecard strategy maps |
2012 |
Chicago, Il |
Hyde Park session. A comparison of balanced scorecard (BSC) and strategy and tactics (S&T) trees is provided. A study showed that the companies that got real value from balanced scorecard were ones that understood the cause-and-effect relationships of measures. Asking the question HOW lets you dive down from the top of the S&T tree to the bottom. If you ask WHAT FOR you are going up the tree from actions to top level strategies. Balanced scorecard four aspects are financial, customers, processes and internal learning. BSC is the classification level of science. BSC and S&T are similar in structure (levels). BSC generic strategy map was presented. A discussion of Southwestern Airlines Balanced Scorecard is given. The BSC is missing the assumptions of the S&T tree. In the S&T we must be at the actionable level; The BSC is at a much higher level (no details). A good measurement must first accurately give the status of the system; (under what circumstances does it not identify the correct status). Second, the criterion must give us the cause of the deviation (supply and demand). Third, is the measure driving the right behavior? What do you want people to do? Now what measurement tells me they are doing that? |
DVD xx, 33 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 864 |
Conference Proceedings |
|
Hyde Park session - TOC strategy & tactics tree vs. Balanced scorecard strategy maps |
2012 |
Chicago, Il |
Hyde Park session. A comparison of balanced scorecard (BSC) and strategy and tactics (S&T) trees is provided. A study showed that the companies that got real value from balanced scorecard were ones that understood the cause-and-effect relationships of measures. Asking the question HOW lets you dive down from the top of the S&T tree to the bottom. If you ask WHAT FOR you are going up the tree from actions to top level strategies. Balanced scorecard four aspects are financial, customers, processes and internal learning. BSC is the classification level of science. BSC and S&T are similar in structure (levels). BSC generic strategy map was presented. A discussion of Southwestern Airlines Balanced Scorecard is given. The BSC is missing the assumptions of the S&T tree. In the S&T we must be at the actionable level; The BSC is at a much higher level (no details). A good measurement must first accurately give the status of the system; (under what circumstances does it not identify the correct status). Second, the criterion must give us the cause of the deviation (supply and demand). Third, is the measure driving the right behavior? What do you want people to do? Now what measurement tells me they are doing that? |
DVD xx, 33 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 865 |
Conference Proceedings |
Birrell, Matias |
Applying the principles of flow to non-dependent resources |
2012 |
Chicago, Il |
Principles of flow are universal; applications are different depending on the circumstances. When the work is done in parallel in many non-dependent resources, bad multitasking can waste a lot of capacity, and local optima behaviors may arise when work in process (WIP) is not so visible. A simple and robust application of the principles of flow is proposed for these situations, such as quality control, maintenance and even in part of the sales process. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 866 |
Conference Proceedings |
|
Applying the principles of flow to non-dependent resources |
2012 |
Chicago, Il |
Principles of flow are universal; applications are different depending on the circumstances. When the work is done in parallel in many non-dependent resources, bad multitasking can waste a lot of capacity, and local optima behaviors may arise when work in process (WIP) is not so visible. A simple and robust application of the principles of flow is proposed for these situations, such as quality control, maintenance and even in part of the sales process. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 867 |
Conference Proceedings |
Birrell, Matias |
Hyde Park session - Flow planning and control for non-dependent resources systems |
2012 |
Chicago, Il |
Hyde Park session: This presentation is a follow-up of the earlier Birrell presentation on the same topic. A case is presented. Process flows where the task is performed by one resource only. The raw materials enter the process, are processed by one work station then exit as finished products. Each technician is given three tasks and materials are choked at release. A 20% protective capacity buffer is needed in this environment. Monthly group incentive bonuses are used so employees help each other. The protective capacity is need for growth of sales. This is a pay-per-click implementation. How do we incentive workers to the road runner action then idle? We must have reliable capacity to do pay-per-click. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 868 |
Conference Proceedings |
|
Hyde Park session - Flow planning and control for non-dependent resources systems |
2012 |
Chicago, Il |
Hyde Park session: This presentation is a follow-up of the earlier Birrell presentation on the same topic. A case is presented. Process flows where the task is performed by one resource only. The raw materials enter the process, are processed by one work station then exit as finished products. Each technician is given three tasks and materials are choked at release. A 20% protective capacity buffer is needed in this environment. Monthly group incentive bonuses are used so employees help each other. The protective capacity is need for growth of sales. This is a pay-per-click implementation. How do we incentive workers to the road runner action then idle? We must have reliable capacity to do pay-per-click. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 869 |
Conference Proceedings |
Brasil, Antonio |
Competitive advantage through critical chain |
2012 |
Chicago, Il |
This presentation discusses the implementation goal: transforming the system of portfolio management and commercial aviation projects in the company's competitive advantage, with the following results: 1. Reduce the average cycle of implementation of projects; 2. Increase the amount of projects delivered in a given period, for the same quantity and quality of resources; 3. Contribute to the achievement of 100% delivery of customer projects within agreed in hiring (kept the same conditions of the time of recruitment); 4. Improve the quality of life of those involved. The design of the system was completed in 2009. In 2010 and 2011 we had consistent results with the objective established. Today, we are in studies to start a new cycle of improvement for another level of results. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 870 |
Conference Proceedings |
Aparecido, Edy |
Competitive advantage through critical chain |
2012 |
Chicago, Il |
This presentation discusses the implementation goal: transforming the system of portfolio management and commercial aviation projects in the company's competitive advantage, with the following results: 1. Reduce the average cycle of implementation of projects; 2. Increase the amount of projects delivered in a given period, for the same quantity and quality of resources; 3. Contribute to the achievement of 100% delivery of customer projects within agreed in hiring (kept the same conditions of the time of recruitment); 4. Improve the quality of life of those involved. The design of the system was completed in 2009. In 2010 and 2011 we had consistent results with the objective established. Today, we are in studies to start a new cycle of improvement for another level of results. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 871 |
Conference Proceedings |
Glovanni, Lociano |
Competitive advantage through critical chain |
2012 |
Chicago, Il |
This presentation discusses the implementation goal: transforming the system of portfolio management and commercial aviation projects in the company's competitive advantage, with the following results: 1. Reduce the average cycle of implementation of projects; 2. Increase the amount of projects delivered in a given period, for the same quantity and quality of resources; 3. Contribute to the achievement of 100% delivery of customer projects within agreed in hiring (kept the same conditions of the time of recruitment); 4. Improve the quality of life of those involved. The design of the system was completed in 2009. In 2010 and 2011 we had consistent results with the objective established. Today, we are in studies to start a new cycle of improvement for another level of results. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 872 |
Conference Proceedings |
|
Competitive advantage through critical chain |
2012 |
Chicago, Il |
This presentation discusses the implementation goal: transforming the system of portfolio management and commercial aviation projects in the company's competitive advantage, with the following results: 1. Reduce the average cycle of implementation of projects; 2. Increase the amount of projects delivered in a given period, for the same quantity and quality of resources; 3. Contribute to the achievement of 100% delivery of customer projects within agreed in hiring (kept the same conditions of the time of recruitment); 4. Improve the quality of life of those involved. The design of the system was completed in 2009. In 2010 and 2011 we had consistent results with the objective established. Today, we are in studies to start a new cycle of improvement for another level of results. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 873 |
Conference Proceedings |
Camp, Henry Fitzhugh |
Investing with TOC |
2012 |
Chicago, Il |
This presentation charts possible courses to capitalize on record sums of public and private funds seeking better than normal returns with lower than normal risk. The people responsible for investing these funds are diligently seeking good stories. The plot of this story reveals needed skill sets beyond the TOC body of knowledge and we share how to tell it. The presentation objective is to be a catalyst to spread TOC, through a process: Buy conventional companies. Make the companies much more profitable using TOC. Sell them for a big profit, thereby converting investors and employees who want to repeat the process. Several points are covered in the presentation including: a way to pull TOC rather than pushing; sample structures of investment; sources for attracting and raising both equity and debt; finding a proper acquisition target; TOC implementation prerequisites; skill sets; transition of purpose – introduction of the strategy and tactics (S&T) tree (budget, expectations); rationale for quick sale; raising interest from and generating competition between potential buyers; exiting the investment; and reinvesting on a bigger scale. Benefits include: a better understanding of deal making; exposure to a way to make money using TOC; and creation of opportunities for TOC experts by generating more and more TOC companies. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 874 |
Conference Proceedings |
|
Investing with TOC |
2012 |
Chicago, Il |
This presentation charts possible courses to capitalize on record sums of public and private funds seeking better than normal returns with lower than normal risk. The people responsible for investing these funds are diligently seeking good stories. The plot of this story reveals needed skill sets beyond the TOC body of knowledge and we share how to tell it. The presentation objective is to be a catalyst to spread TOC, through a process: Buy conventional companies. Make the companies much more profitable using TOC. Sell them for a big profit, thereby converting investors and employees who want to repeat the process. Several points are covered in the presentation including: a way to pull TOC rather than pushing; sample structures of investment; sources for attracting and raising both equity and debt; finding a proper acquisition target; TOC implementation prerequisites; skill sets; transition of purpose – introduction of the strategy and tactics (S&T) tree (budget, expectations); rationale for quick sale; raising interest from and generating competition between potential buyers; exiting the investment; and reinvesting on a bigger scale. Benefits include: a better understanding of deal making; exposure to a way to make money using TOC; and creation of opportunities for TOC experts by generating more and more TOC companies. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 875 |
Conference Proceedings |
Cohen, Oded |
Hyde Park session: Thinking solutions: A software for clouds |
2012 |
Chicago, Il |
Hyde Park session: This presentation describes software called "thinking solution" to build your cloud to solve the conflict; submit to an expert; and search the database. The steps of building and checking a cloud are built into the software. The typical mistakes made in building clouds, surfacing assumptions (by challenging with: really?, always?) and injections are provided. Tutorials at various levels of knowledge are provided. The dilemma cloud is currently included in the software with plans to include the UDE cloud. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 876 |
Conference Proceedings |
Fedurko, Jelena |
Hyde Park session: Thinking solutions: A software for clouds |
2012 |
Chicago, Il |
Hyde Park session: This presentation describes software called "thinking solution" to build your cloud to solve the conflict; submit to an expert; and search the database. The steps of building and checking a cloud are built into the software. The typical mistakes made in building clouds, surfacing assumptions (by challenging with: really?, always?) and injections are provided. Tutorials at various levels of knowledge are provided. The dilemma cloud is currently included in the software with plans to include the UDE cloud. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 877 |
Conference Proceedings |
Strada, Emanuele |
Hyde Park session: Thinking solutions: A software for clouds |
2012 |
Chicago, Il |
Hyde Park session: This presentation describes software called "thinking solution" to build your cloud to solve the conflict; submit to an expert; and search the database. The steps of building and checking a cloud are built into the software. The typical mistakes made in building clouds, surfacing assumptions (by challenging with: really?, always?) and injections are provided. Tutorials at various levels of knowledge are provided. The dilemma cloud is currently included in the software with plans to include the UDE cloud. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 878 |
Conference Proceedings |
|
Hyde Park session: Thinking solutions: A software for clouds |
2012 |
Chicago, Il |
Hyde Park session: This presentation describes software called "thinking solution" to build your cloud to solve the conflict; submit to an expert; and search the database. The steps of building and checking a cloud are built into the software. The typical mistakes made in building clouds, surfacing assumptions (by challenging with: really?, always?) and injections are provided. Tutorials at various levels of knowledge are provided. The dilemma cloud is currently included in the software with plans to include the UDE cloud. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 879 |
Conference Proceedings |
Cox III, James F. |
The use of TOC in a medical appointment scheduling system for family practice |
2012 |
Chicago, IL |
The use of TOC in healthcare is an emerging field. This presentation describes the use of the five focusing steps (5FS), throughput accounting (TA), drum-buffer-rope (DBR), buffer management (BM), the engines of harmony, and the thinking processes (TP) in a family practice organization. Many medical providers use a patient appointment scheduling system based on fixed appointment times to schedule patient flow; the use of TOC in this type of scheduling system is a new and significant area of study. The TOC tools (the TP) and BM were used to improve scheduling, execution, and patient flow by eliminating the major causes of interruptions, thus providing a smoother flow of patients to and from the provider. The attendee benefits from understanding: 1. The application of each TOC tool to the medical practice through various examples in an actual practice. 2. The use of BM to proactively improve appointment scheduling and execution systems. 3. The major causes of poor organizational performance across a medical practice. |
DVD xx 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 880 |
Conference Proceedings |
Robinson, Timothy M. |
The use of TOC in a medical appointment scheduling system for family practice |
2012 |
Chicago, IL |
The use of TOC in healthcare is an emerging field. This presentation describes the use of the five focusing steps (5FS), throughput accounting (TA), drum-buffer-rope (DBR), buffer management (BM), the engines of harmony, and the thinking processes (TP) in a family practice organization. Many medical providers use a patient appointment scheduling system based on fixed appointment times to schedule patient flow; the use of TOC in this type of scheduling system is a new and significant area of study. The TOC tools (the TP) and BM were used to improve scheduling, execution, and patient flow by eliminating the major causes of interruptions, thus providing a smoother flow of patients to and from the provider. The attendee benefits from understanding: 1. The application of each TOC tool to the medical practice through various examples in an actual practice. 2. The use of BM to proactively improve appointment scheduling and execution systems. 3. The major causes of poor organizational performance across a medical practice. |
DVD xx 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 881 |
Conference Proceedings |
|
The use of TOC in a medical appointment scheduling system for family practice |
2012 |
Chicago, IL |
The use of TOC in healthcare is an emerging field. This presentation describes the use of the five focusing steps (5FS), throughput accounting (TA), drum-buffer-rope (DBR), buffer management (BM), the engines of harmony, and the thinking processes (TP) in a family practice organization. Many medical providers use a patient appointment scheduling system based on fixed appointment times to schedule patient flow; the use of TOC in this type of scheduling system is a new and significant area of study. The TOC tools (the TP) and BM were used to improve scheduling, execution, and patient flow by eliminating the major causes of interruptions, thus providing a smoother flow of patients to and from the provider. The attendee benefits from understanding: 1. The application of each TOC tool to the medical practice through various examples in an actual practice. 2. The use of BM to proactively improve appointment scheduling and execution systems. 3. The major causes of poor organizational performance across a medical practice. |
DVD xx 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 882 |
Conference Proceedings |
Cox, Kristen |
TOC in government - Challenges and opportunities |
2012 |
Chicago, Il |
How do you successfully apply TOC principles and tools in a public sector environment? A government organization has many internal and external realities that set it apart from its private sector counterparts. While many TOC principles are effective in government, the overall body of knowledge does not adequately address many conceptual differences. The TOC community has an opportunity like never before to influence the public sector—as decreasing budgets have put government on notice that it must find ways to provide services at lower costs. By applying TOC principles, Kristen Cox has substantially improved the performance of a large government agency. Her presentation focuses on adaptations of basic TOC tools such as strategy and tactics (S&T) trees, as well as lessons learned to highlight applications in the public sector. The goal of this presentation is to encourage the TOC community to broaden the field of knowledge into government operations. Key learning points include: 1. An understanding of the current opportunity to influence government efforts to increased performance; 2. Insight into the challenges of applying TOC principles in a government setting; 3. Through lessons learned, adaptations of TOC tools that have created significant bottom-line results. |
DVD xx, 59 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 883 |
Conference Proceedings |
|
TOC in government - Challenges and opportunities |
2012 |
Chicago, Il |
How do you successfully apply TOC principles and tools in a public sector environment? A government organization has many internal and external realities that set it apart from its private sector counterparts. While many TOC principles are effective in government, the overall body of knowledge does not adequately address many conceptual differences. The TOC community has an opportunity like never before to influence the public sector—as decreasing budgets have put government on notice that it must find ways to provide services at lower costs. By applying TOC principles, Kristen Cox has substantially improved the performance of a large government agency. Her presentation focuses on adaptations of basic TOC tools such as strategy and tactics (S&T) trees, as well as lessons learned to highlight applications in the public sector. The goal of this presentation is to encourage the TOC community to broaden the field of knowledge into government operations. Key learning points include: 1. An understanding of the current opportunity to influence government efforts to increased performance; 2. Insight into the challenges of applying TOC principles in a government setting; 3. Through lessons learned, adaptations of TOC tools that have created significant bottom-line results. |
DVD xx, 59 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 884 |
Conference Proceedings |
Almeida, Guilherme Venanzi |
Two sides of the same coin – a sharper look on two organizational cultures |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD 11 A, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 885 |
Conference Proceedings |
Baptista, Humberto |
Two sides of the same coin – a sharper look on two organizational cultures |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD 11 A, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 886 |
Conference Proceedings |
Souza, Fernando Bernardi |
Two sides of the same coin – a sharper look on two organizational cultures |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD 11 A, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 887 |
Conference Proceedings |
|
Two sides of the same coin – a sharper look on two organizational cultures |
2012 |
Chicago, Il |
The TOC thinking processes (TP) capture and communicate effectively a number of instances of cause-and-effect logic, but sometimes even a sound logic TP diagram may not capture nor communicate a good enough model of reality. In this presentation besides the causality layer two other layers of assumptions that underpin cause-and-effect thinking as well as practical examples of their use are presented. Then the consequences for the form and use of TP tools are explored. |
DVD 11 A, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 888 |
Conference Proceedings |
Kiewiet, Mark |
Solid gains throughout an acute hospital |
2012 |
Chicago, IL |
This presentation provided a blended, holistic approach to operational excellence in an acute hospital - A case study. The hospital services a population of about 260,000 residents and 5 million tourists. The presentation goal and key learning points relate to sharing practical experience of what can be gained within a year by using the implementation of a blended approach to operational excellence of an acute hospital. The key learnings are: a two-pronged approach works, involve everyone, resistance to change has a lot to do with the mermaid syndrome (taking comfort in not changing), learning to see, pathway integration, the speed of implementation is important, project management and sustained results are vital. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 889 |
Conference Proceedings |
|
Solid gains throughout an acute hospital |
2012 |
Chicago, IL |
This presentation provided a blended, holistic approach to operational excellence in an acute hospital - A case study. The hospital services a population of about 260,000 residents and 5 million tourists. The presentation goal and key learning points relate to sharing practical experience of what can be gained within a year by using the implementation of a blended approach to operational excellence of an acute hospital. The key learnings are: a two-pronged approach works, involve everyone, resistance to change has a lot to do with the mermaid syndrome (taking comfort in not changing), learning to see, pathway integration, the speed of implementation is important, project management and sustained results are vital. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 890 |
Conference Proceedings |
Denison, Rick |
First throughput accounting then GAAP: Standing on the shoulders of the TOC creators |
2012 |
Chicago, Il |
This presentation provides a discussion on compromises many companies make when implementing an ERP system, and how this creates conflicts that must be overcome by using throughput accounting (TA). Since TA is often an add-on or substructure to the traditional cost reporting it is always subordinated to the traditional cost accounting methods. I propose implementations to first be concerned with product flow and TA, and then add the Financial Accounting. Three points are emphasized: how MRP and ERP systems grew to include the compromises; why setting up flow first is important; and how TA could be the main way for internal decision making. |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 891 |
Conference Proceedings |
|
First throughput accounting then GAAP: Standing on the shoulders of the TOC creators |
2012 |
Chicago, Il |
This presentation provides a discussion on compromises many companies make when implementing an ERP system, and how this creates conflicts that must be overcome by using throughput accounting (TA). Since TA is often an add-on or substructure to the traditional cost reporting it is always subordinated to the traditional cost accounting methods. I propose implementations to first be concerned with product flow and TA, and then add the Financial Accounting. Three points are emphasized: how MRP and ERP systems grew to include the compromises; why setting up flow first is important; and how TA could be the main way for internal decision making. |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 892 |
Conference Proceedings |
Dettmer, Bill |
Using the thinking processes overview |
2012 |
Chicago, Il |
This presentation discusses the Dettmer and Cohen views of the thinking processes (TP). Each gives an overview of their approaches and the history of the TP. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 893 |
Conference Proceedings |
Cohen, Oded |
Using the thinking processes overview |
2012 |
Chicago, Il |
This presentation discusses the Dettmer and Cohen views of the thinking processes (TP). Each gives an overview of their approaches and the history of the TP. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 894 |
Conference Proceedings |
|
Using the thinking processes overview |
2012 |
Chicago, Il |
This presentation discusses the Dettmer and Cohen views of the thinking processes (TP). Each gives an overview of their approaches and the history of the TP. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 895 |
Conference Proceedings |
Dettmer, Bill |
TOC body of knowledge closing - Thinking processes summary |
2012 |
Chicago, Il |
The thinking processes (TP) discussion provides the approach taken in the session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 896 |
Conference Proceedings |
Cohen, Oded |
TOC body of knowledge closing - Thinking processes summary |
2012 |
Chicago, Il |
The thinking processes (TP) discussion provides the approach taken in the session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 897 |
Conference Proceedings |
|
TOC body of knowledge closing - Thinking processes summary |
2012 |
Chicago, Il |
The thinking processes (TP) discussion provides the approach taken in the session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 898 |
Conference Proceedings |
|
TOC body of knowledge closing - Thinking processes summary |
2012 |
Chicago, Il |
The thinking processes (TP) discussion provides the approach taken in the session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 899 |
Conference Proceedings |
Ferguson, Lisa Anne |
Lessons learned writing transformational strategy and tactics trees |
2012 |
Chicago, Il |
This presentation provides lessons learned while writing and teaching others to write transformational strategy and tactic (S&T) trees. The giants that this work stands on are TOC and Dr. Eli Goldratt. Dr. Goldratt developed the S&T tree in 1985, but shelved it because at that time he was unable to teach others how to write an S&T tree. In the mid 2000's, the S&T began being utilized again by Goldratt Group. The goal of this presentation is to share the key lessons Dr. Ferguson learned while working with Dr. Goldratt and later developed during her time working on her own for the past several years. Key learning points include: How the six-step standing on the shoulders of giants (SOSG) process was applied to achieve her ability to write polished S&T trees; and how the SOSG process was applied to teaching others to write S&T trees. How do you find the balance between the big picture (forest) and the details (trees)? How do we adjust this balance to achieve harmony as reality changes? Big picture Level 1 the strategy or objective of the organization core conflict EC. Objective A Become an ever-flourishing organization. B. Grow profits and sales exponentially year after year and C Maintain stability Injection: build a decisive competitive edge....Understanding for the five levels what each level is achieving. L1 the huge pot of gold or statement of current reality of achieving the goal and necessary conditions of the organization. L2 How to meet the needs of the stakeholders of the organization with emphasis on the external market... L3 Provides the method for achieving the strategies and tactics but not specific actions on how to do it (functional). L4 Making the switch through the golden assumptions which explain what we can do moving from theory to practice... practical actions. L5 More explanation/clarity is provided if needed. Details: sentences that are written in the tree. Five entities are in each step (necessity assumption, strategy, tactic, parallel assumption, and sufficiency assumption). Sentence structure is important as: every word counts. Recall 5 entities in a step with definitions. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 900 |
Conference Proceedings |
|
Lessons learned writing transformational strategy and tactics trees |
2012 |
Chicago, Il |
This presentation provides lessons learned while writing and teaching others to write transformational strategy and tactic (S&T) trees. The giants that this work stands on are TOC and Dr. Eli Goldratt. Dr. Goldratt developed the S&T tree in 1985, but shelved it because at that time he was unable to teach others how to write an S&T tree. In the mid 2000's, the S&T began being utilized again by Goldratt Group. The goal of this presentation is to share the key lessons Dr. Ferguson learned while working with Dr. Goldratt and later developed during her time working on her own for the past several years. Key learning points include: How the six-step standing on the shoulders of giants (SOSG) process was applied to achieve her ability to write polished S&T trees; and how the SOSG process was applied to teaching others to write S&T trees. How do you find the balance between the big picture (forest) and the details (trees)? How do we adjust this balance to achieve harmony as reality changes? Big picture Level 1 the strategy or objective of the organization core conflict EC. Objective A Become an ever-flourishing organization. B. Grow profits and sales exponentially year after year and C Maintain stability Injection: build a decisive competitive edge....Understanding for the five levels what each level is achieving. L1 the huge pot of gold or statement of current reality of achieving the goal and necessary conditions of the organization. L2 How to meet the needs of the stakeholders of the organization with emphasis on the external market... L3 Provides the method for achieving the strategies and tactics but not specific actions on how to do it (functional). L4 Making the switch through the golden assumptions which explain what we can do moving from theory to practice... practical actions. L5 More explanation/clarity is provided if needed. Details: sentences that are written in the tree. Five entities are in each step (necessity assumption, strategy, tactic, parallel assumption, and sufficiency assumption). Sentence structure is important as: every word counts. Recall 5 entities in a step with definitions. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 901 |
Conference Proceedings |
Francis, Kenneth |
Boyd cycles, TOC and the agile organization |
2012 |
Chicago, Il |
The presentation introduces another giant, John Boyd and his Boyd Cycle (Observe, Orient, Decide, Act). It defines and develops the concept of the agile organization, shows how the combination of Boyd Cycles and TOC can enable the agile organization, and provides examples of the agile organization. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 902 |
Conference Proceedings |
|
Boyd cycles, TOC and the agile organization |
2012 |
Chicago, Il |
The presentation introduces another giant, John Boyd and his Boyd Cycle (Observe, Orient, Decide, Act). It defines and develops the concept of the agile organization, shows how the combination of Boyd Cycles and TOC can enable the agile organization, and provides examples of the agile organization. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 903 |
Conference Proceedings |
Gil, Mario |
Facing inconsistencies: System boundaries and the constraint |
2012 |
Chicago, Il |
Facing inconsistencies and challenging assumptions led us to suspect that the boundaries of the system are far beyond individual organizations, while its constraint might not be management attention but stakeholders' awareness. To release the system's inherent potential we should find simpler collaborative tools, which enhance stakeholders' understanding and experience of change now and in the future. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 904 |
Conference Proceedings |
|
Facing inconsistencies: System boundaries and the constraint |
2012 |
Chicago, Il |
Facing inconsistencies and challenging assumptions led us to suspect that the boundaries of the system are far beyond individual organizations, while its constraint might not be management attention but stakeholders' awareness. To release the system's inherent potential we should find simpler collaborative tools, which enhance stakeholders' understanding and experience of change now and in the future. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 905 |
Conference Proceedings |
Goldratt, Rami |
Management attention: Achieving results dealing with complexity, uncertainty and conflict |
2012 |
Chicago, Il |
This presentation examines management attention using the three change questions: What to change?, What to change to?, and How to cause the change?. With constant bombardment by problems management oscillates between focusing on current operations and on long-term health. Management must meet both growth and stability necessary conditions but actions to achieve each are in conflict with each other. Complexity, uncertainty and conflicts waste and distort management attention. Bad multitasking is the core problem. Use the five focusing steps (5FS) to build, capitalize and sustain a competitive edge by applying the flow concepts and using the strategy and tactics (S&T) trees. |
DVD xx, 1 hour 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 906 |
Conference Proceedings |
|
Management attention: Achieving results dealing with complexity, uncertainty and conflict |
2012 |
Chicago, Il |
This presentation examines management attention using the three change questions: What to change?, What to change to?, and How to cause the change?. With constant bombardment by problems management oscillates between focusing on current operations and on long-term health. Management must meet both growth and stability necessary conditions but actions to achieve each are in conflict with each other. Complexity, uncertainty and conflicts waste and distort management attention. Bad multitasking is the core problem. Use the five focusing steps (5FS) to build, capitalize and sustain a competitive edge by applying the flow concepts and using the strategy and tactics (S&T) trees. |
DVD xx, 1 hour 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 907 |
Conference Proceedings |
Hamilton, Dan |
Elwood City Forge (ECF)s quest to become ever-flourishing |
2012 |
Chicago, Il |
ECF was introduced to The Goal in the early 1990's by a new sales management recruit. It immediately hit home. We consider ourselves a job shop supplying open-die forged steel components to the oil and gas land and subsea exploration and production, power transmission, mining and general industrial markets. We start with a steel ingot and manufacturing can follow several routes to the end product. An end product for us is a forged, heat-treated, rough machined and non-destructively tested part. We are an I-plant. The President of ECF did not waste any time investigating how to learn more about drum-buffer-rope. He signed up for Jonah training and Eli was his instructor. After helping him construct the current reality tree (CRT) and future reality tree (FRT) our journey had begun. |
DVD xx, 47 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 908 |
Conference Proceedings |
|
Elwood City Forge (ECF)s quest to become ever-flourishing |
2012 |
Chicago, Il |
ECF was introduced to The Goal in the early 1990's by a new sales management recruit. It immediately hit home. We consider ourselves a job shop supplying open-die forged steel components to the oil and gas land and subsea exploration and production, power transmission, mining and general industrial markets. We start with a steel ingot and manufacturing can follow several routes to the end product. An end product for us is a forged, heat-treated, rough machined and non-destructively tested part. We are an I-plant. The President of ECF did not waste any time investigating how to learn more about drum-buffer-rope. He signed up for Jonah training and Eli was his instructor. After helping him construct the current reality tree (CRT) and future reality tree (FRT) our journey had begun. |
DVD xx, 47 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 909 |
Conference Proceedings |
Holt, Steven |
Hyde Park session - Managing complex systems - TOC, agile and Cynefin |
2012 |
Chicago, Il |
The Cynefin framework is used to describe systems as simple and complex. In the simple domain cause and effect is perfectly clear. In a complicated domain sense what is happening, analyze the situation and respond. In the complex domain, there is an answer but you can't determine it by analysis. We must probe, experiment, etc. (emerging practice). In the chaotic domain, you don't know if there is an answer you have to act. In the disorder domain you don't understand where you are. Inherent simplicity identifies that core process that allows us to manage the system. Make the box bigger. Can breakthrough solutions be developed with the thinking processes (TP)? |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 910 |
Conference Proceedings |
|
Hyde Park session - Managing complex systems - TOC, agile and Cynefin |
2012 |
Chicago, Il |
The Cynefin framework is used to describe systems as simple and complex. In the simple domain cause and effect is perfectly clear. In a complicated domain sense what is happening, analyze the situation and respond. In the complex domain, there is an answer but you can't determine it by analysis. We must probe, experiment, etc. (emerging practice). In the chaotic domain, you don't know if there is an answer you have to act. In the disorder domain you don't understand where you are. Inherent simplicity identifies that core process that allows us to manage the system. Make the box bigger. Can breakthrough solutions be developed with the thinking processes (TP)? |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 911 |
Conference Proceedings |
Campe, Constantin von |
Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
Viable Vision (VV) is the process to achieve the ever-flourishing state. Companies that decide to move forward into this challenge need to decipher how to close the GAP between TOC theory and practice. It means the management team needs to: 1) Understand the TOC required knowledge for the different paradigm shifts and 2) Decipher how to use it on their specific supply chain characteristics and circumstances. Grupo Berlin decided to implement their VV two years ago. The presentation shares the interactions of this management team to build, capitalize and sustain their decisive competitive edge based on the inventory turns offer. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 912 |
Conference Proceedings |
Hurtado, Andres |
Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
Viable Vision (VV) is the process to achieve the ever-flourishing state. Companies that decide to move forward into this challenge need to decipher how to close the GAP between TOC theory and practice. It means the management team needs to: 1) Understand the TOC required knowledge for the different paradigm shifts and 2) Decipher how to use it on their specific supply chain characteristics and circumstances. Grupo Berlin decided to implement their VV two years ago. The presentation shares the interactions of this management team to build, capitalize and sustain their decisive competitive edge based on the inventory turns offer. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 913 |
Conference Proceedings |
Fiallos, Julio |
Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
Viable Vision (VV) is the process to achieve the ever-flourishing state. Companies that decide to move forward into this challenge need to decipher how to close the GAP between TOC theory and practice. It means the management team needs to: 1) Understand the TOC required knowledge for the different paradigm shifts and 2) Decipher how to use it on their specific supply chain characteristics and circumstances. Grupo Berlin decided to implement their VV two years ago. The presentation shares the interactions of this management team to build, capitalize and sustain their decisive competitive edge based on the inventory turns offer. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 914 |
Conference Proceedings |
|
Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
Viable Vision (VV) is the process to achieve the ever-flourishing state. Companies that decide to move forward into this challenge need to decipher how to close the GAP between TOC theory and practice. It means the management team needs to: 1) Understand the TOC required knowledge for the different paradigm shifts and 2) Decipher how to use it on their specific supply chain characteristics and circumstances. Grupo Berlin decided to implement their VV two years ago. The presentation shares the interactions of this management team to build, capitalize and sustain their decisive competitive edge based on the inventory turns offer. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 915 |
Conference Proceedings |
Surace (moderator), Rocco |
Hyde Park session: Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
This Hyde Park session is based on Hurtado, Andres; Fiallos, Julio; von Campe, Constantin's previous presentation. They present a few slides then conduct questions and answers. The case was reviewed; a Viable Vision (VV) company where the strategy and tactics (S&T) tree was used. In the implementation the focus is on the build-and-capitalize aspects of the tree. |
DVD xx, 24 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 916 |
Conference Proceedings |
Hurtado, Andres |
Hyde Park session: Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
This Hyde Park session is based on Hurtado, Andres; Fiallos, Julio; von Campe, Constantin's previous presentation. They present a few slides then conduct questions and answers. The case was reviewed; a Viable Vision (VV) company where the strategy and tactics (S&T) tree was used. In the implementation the focus is on the build-and-capitalize aspects of the tree. |
DVD xx, 24 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 917 |
Conference Proceedings |
Fiallos, Julio |
Hyde Park session: Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
This Hyde Park session is based on Hurtado, Andres; Fiallos, Julio; von Campe, Constantin's previous presentation. They present a few slides then conduct questions and answers. The case was reviewed; a Viable Vision (VV) company where the strategy and tactics (S&T) tree was used. In the implementation the focus is on the build-and-capitalize aspects of the tree. |
DVD xx, 24 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 918 |
Conference Proceedings |
von Campe, Constantin |
Hyde Park session: Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
This Hyde Park session is based on Hurtado, Andres; Fiallos, Julio; von Campe, Constantin's previous presentation. They present a few slides then conduct questions and answers. The case was reviewed; a Viable Vision (VV) company where the strategy and tactics (S&T) tree was used. In the implementation the focus is on the build-and-capitalize aspects of the tree. |
DVD xx, 24 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 919 |
Conference Proceedings |
|
Hyde Park session: Standing on Eli Goldratts shoulders: Management attention to build the ever-flourishing state |
2012 |
Chicago, Il |
This Hyde Park session is based on Hurtado, Andres; Fiallos, Julio; von Campe, Constantin's previous presentation. They present a few slides then conduct questions and answers. The case was reviewed; a Viable Vision (VV) company where the strategy and tactics (S&T) tree was used. In the implementation the focus is on the build-and-capitalize aspects of the tree. |
DVD xx, 24 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 920 |
Conference Proceedings |
Ivanov, Sergey |
Temporal dimension to organizational research: The time-span method of discovering the corporate DNA |
2012 |
Chicago, Il |
During 2011, an online discussion took place regarding the timespan diagnostic interview amongst the TOCICO members. Privileged to be part of this dialogue, the members asked if I could demonstrate this methodology in a public forum. The goal of my presentation is to explain the original problem of measuring the complexity of work in any hierarchical organization using a ratio-scale measure, known as the timespan of the role. I then address and introduce the temporal dimension to organizations, measurements which accurately discover and plot the corporate DNA. The presentation includes actual DNA examples from the U.S. federal government, multinationals, and other types of organizations. |
DVD xx, 33 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 921 |
Conference Proceedings |
|
Temporal dimension to organizational research: The time-span method of discovering the corporate DNA |
2012 |
Chicago, Il |
During 2011, an online discussion took place regarding the timespan diagnostic interview amongst the TOCICO members. Privileged to be part of this dialogue, the members asked if I could demonstrate this methodology in a public forum. The goal of my presentation is to explain the original problem of measuring the complexity of work in any hierarchical organization using a ratio-scale measure, known as the timespan of the role. I then address and introduce the temporal dimension to organizations, measurements which accurately discover and plot the corporate DNA. The presentation includes actual DNA examples from the U.S. federal government, multinationals, and other types of organizations. |
DVD xx, 33 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 922 |
Conference Proceedings |
Ivanov, Sergey |
Hyde Park session - Corporate DNA diagnostics: Time, timespan and progress |
2012 |
Chicago, Il |
This Hyde Park session is based on Surgey Ivanov's previous presentation. The traditional approach to diagnosing a company is examined: financial performance, due date performance, etc. Using this approach is almost impossible to determine a company's actual status. Scientific organizational diagnostics means giving a lot of tests to measure different characteristics. Measuring time span is the first diagnostic. Organizations are complex systems, requiring a sophisticated and science-based approach to examine their DNA design and structure to succeed in the 21st century. To build a sustainable, healthy and profitable organization and society for the next generation necessitates thought transformation. This new thinking depends on courage, Directors and Teachers Core conflict, and business need. Look at an organization and determine the time to perform its longest task. Dealing with organization structure conflicts, you analyze time spans for the longest tasks at different levels of the organizations. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 923 |
Conference Proceedings |
|
Hyde Park session - Corporate DNA diagnostics: Time, timespan and progress |
2012 |
Chicago, Il |
This Hyde Park session is based on Surgey Ivanov's previous presentation. The traditional approach to diagnosing a company is examined: financial performance, due date performance, etc. Using this approach is almost impossible to determine a company's actual status. Scientific organizational diagnostics means giving a lot of tests to measure different characteristics. Measuring time span is the first diagnostic. Organizations are complex systems, requiring a sophisticated and science-based approach to examine their DNA design and structure to succeed in the 21st century. To build a sustainable, healthy and profitable organization and society for the next generation necessitates thought transformation. This new thinking depends on courage, Directors and Teachers Core conflict, and business need. Look at an organization and determine the time to perform its longest task. Dealing with organization structure conflicts, you analyze time spans for the longest tasks at different levels of the organizations. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 924 |
Conference Proceedings |
Youngman, Kelvyn |
Point counter-point: Why do good people go bad: The dark side of organizations |
2012 |
Chicago, Il |
Kelvyn Youngman provides a: triangle diagram with three sides. The base is linear serial dependency (project or production environments), and the two sides are convergent serial dependency (organization structure and accountability) and divergent serial dependency (responsibility). In organizations we add management layers with dependencies and variations. These dependencies up and down the hierarchy is what cause good people to go bad. Sergey Socratically identified situations where the audience did bad things or had bad things done to them (you work hard and are rewarded only with more volume and complex work while others do substandard work and are given little additional work if any.) Why do normal people go and murder other normal people in organizations? Most organizations are set up in a win-lose environment. If you are a CEO or manager you need to set up the organizational conditions correctly then you create win-win solutions. If you set up the dependencies in the right way the organization can flourish. Policies, procedures, and measures set behavior. You can set up win-win but not win-win-win-win solutions. This multiple wins (>3) solution sets up collusion which causes the dark side of the organization. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 925 |
Conference Proceedings |
Ivanov, Sergey |
Point counter-point: Why do good people go bad: The dark side of organizations |
2012 |
Chicago, Il |
Kelvyn Youngman provides a: triangle diagram with three sides. The base is linear serial dependency (project or production environments), and the two sides are convergent serial dependency (organization structure and accountability) and divergent serial dependency (responsibility). In organizations we add management layers with dependencies and variations. These dependencies up and down the hierarchy is what cause good people to go bad. Sergey Socratically identified situations where the audience did bad things or had bad things done to them (you work hard and are rewarded only with more volume and complex work while others do substandard work and are given little additional work if any.) Why do normal people go and murder other normal people in organizations? Most organizations are set up in a win-lose environment. If you are a CEO or manager you need to set up the organizational conditions correctly then you create win-win solutions. If you set up the dependencies in the right way the organization can flourish. Policies, procedures, and measures set behavior. You can set up win-win but not win-win-win-win solutions. This multiple wins (>3) solution sets up collusion which causes the dark side of the organization. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 926 |
Conference Proceedings |
|
Point counter-point: Why do good people go bad: The dark side of organizations |
2012 |
Chicago, Il |
Kelvyn Youngman provides a: triangle diagram with three sides. The base is linear serial dependency (project or production environments), and the two sides are convergent serial dependency (organization structure and accountability) and divergent serial dependency (responsibility). In organizations we add management layers with dependencies and variations. These dependencies up and down the hierarchy is what cause good people to go bad. Sergey Socratically identified situations where the audience did bad things or had bad things done to them (you work hard and are rewarded only with more volume and complex work while others do substandard work and are given little additional work if any.) Why do normal people go and murder other normal people in organizations? Most organizations are set up in a win-lose environment. If you are a CEO or manager you need to set up the organizational conditions correctly then you create win-win solutions. If you set up the dependencies in the right way the organization can flourish. Policies, procedures, and measures set behavior. You can set up win-win but not win-win-win-win solutions. This multiple wins (>3) solution sets up collusion which causes the dark side of the organization. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 927 |
Conference Proceedings |
Jacob, Dee |
Goldilocks and the three buffers (project management) |
2012 |
Chicago, Il |
The session objective is to transfer the skills to properly immunize projects in all types of project environment, including high variability environments. Key learnings are the identification of the four types of variability to be addressed by buffers; why your task sizing process and software may steer you to undersize your buffer; and how to determine if your buffer size is too small. The audience should leave with the skills to capture the variability their buffers should address; when to intervene on challenging the right task times; and an algorithm to check if your buffer is too small. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 928 |
Conference Proceedings |
|
Goldilocks and the three buffers (project management) |
2012 |
Chicago, Il |
The session objective is to transfer the skills to properly immunize projects in all types of project environment, including high variability environments. Key learnings are the identification of the four types of variability to be addressed by buffers; why your task sizing process and software may steer you to undersize your buffer; and how to determine if your buffer size is too small. The audience should leave with the skills to capture the variability their buffers should address; when to intervene on challenging the right task times; and an algorithm to check if your buffer is too small. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 929 |
Conference Proceedings |
Holt (moderator), James R. |
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 930 |
Conference Proceedings |
Jacob, Dee |
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 931 |
Conference Proceedings |
Inozu, Baha |
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 932 |
Conference Proceedings |
Scheinkopf, Lisa |
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 933 |
Conference Proceedings |
Kohls, Kevin |
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 934 |
Conference Proceedings |
|
Panel discussion - TOC, lean, six sigma |
2012 |
Chicago, Il |
The panel of theory of constraints (TOC) and lean speakers includes: James Holt (moderator), Dee Jacob, Baha Inozu, Lisa Scheinkopf, Kevin Kohls, and discuss lean, six sigma and TOC blended together. Several topics were discussed some points are listed here. TOC puts lean/six sigma in the strategy and tactics (S&T) tree. Why do companies want to stay where they are? Usually measures (how many kiasan events have you held?) are ineffective and the company is comfortable where they are. Subordination means give up resources and budget! Managers don't want to do that. Savings translates into line items that should be reduced in budgets. Budget buffers might be a viable solution. The objective is to create companies that are successful now and in the future. TOC implementations should focus other efforts and be the over-arching philosophy. What is the problem that lean/six sigma is trying to solve that TOC doesn't address? Use the Standing on the Shoulders of Giants (SOSG) process to resolve problems in areas not addressed? For example, incorporating VMI with kanbans clashes with our dynamic buffering. Six sigma fits well in buffer management. Black and red zone variations are examples of processes out of control using six sigma. Lean and six sigma are not paradigm shifts; reducing waste and cost is under my control. TOC requires at least one paradigm shift usually many more if a holistic implementation. Throughput world mentality is counter intuitive. Between links in a supply chain there may be conflicts between lean and TOC. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 935 |
Conference Proceedings |
Kapoor, Ajai |
Standing on the shoulders of giants expert session: Improving / expanding CCPM |
2012 |
Chicago, Il |
This presentation and facilitated session discuss critical chain project management (CCPM) using the standing on the shoulders of giants (SOSG) process. The successes, scope, single project (constraint is time) and multiproject (constraint is staggering resource), etc. of CCPM are described. Capacity needed to manage uncertainty is a true constraint. The focus in all project environments is to cut cycle time which can be translated into additional throughput. Some environments where CCPM may not work as a standard solution were provided: projects with tens of thousands of tasks with dependencies, date driven milestones throughout the project, R&D projects with iterations and decision points, marketing campaigns with changes based on feedback, projects where slithers of time are required across many projects, etc. Groups presented other project environments where CCPM is difficult. Group discussions on how to use CCPM in these environments were facilitated. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 936 |
Conference Proceedings |
Holt, James R. |
Standing on the shoulders of giants expert session: Improving / expanding CCPM |
2012 |
Chicago, Il |
This presentation and facilitated session discuss critical chain project management (CCPM) using the standing on the shoulders of giants (SOSG) process. The successes, scope, single project (constraint is time) and multiproject (constraint is staggering resource), etc. of CCPM are described. Capacity needed to manage uncertainty is a true constraint. The focus in all project environments is to cut cycle time which can be translated into additional throughput. Some environments where CCPM may not work as a standard solution were provided: projects with tens of thousands of tasks with dependencies, date driven milestones throughout the project, R&D projects with iterations and decision points, marketing campaigns with changes based on feedback, projects where slithers of time are required across many projects, etc. Groups presented other project environments where CCPM is difficult. Group discussions on how to use CCPM in these environments were facilitated. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 937 |
Conference Proceedings |
|
Standing on the shoulders of giants expert session: Improving / expanding CCPM |
2012 |
Chicago, Il |
This presentation and facilitated session discuss critical chain project management (CCPM) using the standing on the shoulders of giants (SOSG) process. The successes, scope, single project (constraint is time) and multiproject (constraint is staggering resource), etc. of CCPM are described. Capacity needed to manage uncertainty is a true constraint. The focus in all project environments is to cut cycle time which can be translated into additional throughput. Some environments where CCPM may not work as a standard solution were provided: projects with tens of thousands of tasks with dependencies, date driven milestones throughout the project, R&D projects with iterations and decision points, marketing campaigns with changes based on feedback, projects where slithers of time are required across many projects, etc. Groups presented other project environments where CCPM is difficult. Group discussions on how to use CCPM in these environments were facilitated. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 938 |
Conference Proceedings |
Kapoor, Ajai |
TOC body of knowledge closing - Project management summary |
2012 |
Chicago, Il |
The project management discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 939 |
Conference Proceedings |
Holt, James R. |
TOC body of knowledge closing - Project management summary |
2012 |
Chicago, Il |
The project management discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 940 |
Conference Proceedings |
|
TOC body of knowledge closing - Project management summary |
2012 |
Chicago, Il |
The project management discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 941 |
Conference Proceedings |
|
TOC body of knowledge closing - Project management summary |
2012 |
Chicago, Il |
The project management discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 942 |
Conference Proceedings |
Kishira, Yuji |
Win-win-win public works in Fukushima before and after the disaster |
2012 |
Chicago, Il |
Fukushima Prefecture is the one of the most active areas implementing win-win-win public works (win for residents, win for contractors and win for government) using TOC solutions. This presentation shows how TOC helped before and after the disaster in Fukushima including Fukushima's win-win-win public works PoC (proof of concept) implementation with quantified result by 20% reduction of duration and unquantifiable effects about government officials and contractors motivations with happy voices from local residents; in an intense natural disaster accelerated by the atomic power plant disaster, how they use the TOC mechanism to use a priority (not to do) system to protect residents' lives and how their PoC experience positively affect their thinking (with Fukushima's government officials video messages to all TOC society in the world); and how TOC helps to solve the dilemma to deal with serious radioactive contaminated disposals to restore beautiful Fukushima. This presentation is valuable for individuals at any level in their organization and at any level of TOC expertise (novice through advanced). |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 943 |
Conference Proceedings |
Fukushima Prefecture |
Win-win-win public works in Fukushima before and after the disaster |
2012 |
Chicago, Il |
Fukushima Prefecture is the one of the most active areas implementing win-win-win public works (win for residents, win for contractors and win for government) using TOC solutions. This presentation shows how TOC helped before and after the disaster in Fukushima including Fukushima's win-win-win public works PoC (proof of concept) implementation with quantified result by 20% reduction of duration and unquantifiable effects about government officials and contractors motivations with happy voices from local residents; in an intense natural disaster accelerated by the atomic power plant disaster, how they use the TOC mechanism to use a priority (not to do) system to protect residents' lives and how their PoC experience positively affect their thinking (with Fukushima's government officials video messages to all TOC society in the world); and how TOC helps to solve the dilemma to deal with serious radioactive contaminated disposals to restore beautiful Fukushima. This presentation is valuable for individuals at any level in their organization and at any level of TOC expertise (novice through advanced). |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 944 |
Conference Proceedings |
|
Win-win-win public works in Fukushima before and after the disaster |
2012 |
Chicago, Il |
Fukushima Prefecture is the one of the most active areas implementing win-win-win public works (win for residents, win for contractors and win for government) using TOC solutions. This presentation shows how TOC helped before and after the disaster in Fukushima including Fukushima's win-win-win public works PoC (proof of concept) implementation with quantified result by 20% reduction of duration and unquantifiable effects about government officials and contractors motivations with happy voices from local residents; in an intense natural disaster accelerated by the atomic power plant disaster, how they use the TOC mechanism to use a priority (not to do) system to protect residents' lives and how their PoC experience positively affect their thinking (with Fukushima's government officials video messages to all TOC society in the world); and how TOC helps to solve the dilemma to deal with serious radioactive contaminated disposals to restore beautiful Fukushima. This presentation is valuable for individuals at any level in their organization and at any level of TOC expertise (novice through advanced). |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 945 |
Conference Proceedings |
Kishira, Yuji |
How people grow in TOC |
2012 |
Chicago, Il |
One of the most tangible yet not quantifiable effects of a TOC implementation is the people's professional and personal growth. This presentation shows TOC as an engine for people's growth, and includes key learning points. 1. In a very simple way, a consultant can take data from the company, and analyze it in a way that will astonish the company's management; 2. We can show the existence and magnitude of the current problems and the financial potential of the solution. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 946 |
Conference Proceedings |
|
How people grow in TOC |
2012 |
Chicago, Il |
One of the most tangible yet not quantifiable effects of a TOC implementation is the people's professional and personal growth. This presentation shows TOC as an engine for people's growth, and includes key learning points. 1. In a very simple way, a consultant can take data from the company, and analyze it in a way that will astonish the company's management; 2. We can show the existence and magnitude of the current problems and the financial potential of the solution. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 947 |
Conference Proceedings |
Knight, Alex |
TOC in healthcare: Broadening the shoulders of our giant |
2012 |
Chicago, IL |
Healthcare is accelerating towards a crisis of affordability. The likely outcome is deterioration in both access and quality of care. It is time to make explicit how and why a TOC-focused approach is the only option. This presentation establishes: 1. The conceptual similarities and differences between what was so dramatically improved by TOC production and project management approaches and the impact of these approaches on the healthcare environment. 2. The broader conditions under which TOC has been successful in healthcare, its applications and the boundaries of its applicability. 3. New knowledge to accelerate the impact of TOC in healthcare around the world is the core of the presentation. |
DVD xx, 57 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 948 |
Conference Proceedings |
|
TOC in healthcare: Broadening the shoulders of our giant |
2012 |
Chicago, IL |
Healthcare is accelerating towards a crisis of affordability. The likely outcome is deterioration in both access and quality of care. It is time to make explicit how and why a TOC-focused approach is the only option. This presentation establishes: 1. The conceptual similarities and differences between what was so dramatically improved by TOC production and project management approaches and the impact of these approaches on the healthcare environment. 2. The broader conditions under which TOC has been successful in healthcare, its applications and the boundaries of its applicability. 3. New knowledge to accelerate the impact of TOC in healthcare around the world is the core of the presentation. |
DVD xx, 57 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 949 |
Conference Proceedings |
Kohls, Kevin |
The Toyota way and TOC - Leveraging benefits, avoiding pitfalls |
2012 |
Chicago, Il |
The organization of this presentation is: A historical perspective; The 14 key management principles of the Toyota way; Compare a select few to the Theory of Constraints; Key points from standing on the shoulders of giants; What can we learn from The Toyota way to help improve TOC?; Leveraging benefits; Avoiding pitfalls. The 14 principles are: 1. Long-term philosophy. 2. Create continuous flow. 3. Use pull systems. 4. Level the workload. 5. Quality In station. 6. Standard work. 7. Visual control. 8. Use only reliable technology. 9. Grow your own leaders. 10. Develop exceptional people. 11. Respect your suppliers and partners. 12. Go see for yourself. 13. Take time to get buy in. 14. Reflect and improve. In the lean initiative, the motivation component is missing. In the 2008 paper Standing on the Shoulders of Giants, Eli Goldratt concluded that the failure of lean implementation is due to the fundamental difference in the production environments. Lack of stability and short product life, demand over time per product, and resource loading were the underlying problems. Goldratt examined the fundamental concepts of supply chains. A generic application of these concepts can be used in a much wider spectrum of environments. The impressive results Hitachi Tool Engineering achieved with this broader application is discussed. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 950 |
Conference Proceedings |
|
The Toyota way and TOC - Leveraging benefits, avoiding pitfalls |
2012 |
Chicago, Il |
The organization of this presentation is: A historical perspective; The 14 key management principles of the Toyota way; Compare a select few to the Theory of Constraints; Key points from standing on the shoulders of giants; What can we learn from The Toyota way to help improve TOC?; Leveraging benefits; Avoiding pitfalls. The 14 principles are: 1. Long-term philosophy. 2. Create continuous flow. 3. Use pull systems. 4. Level the workload. 5. Quality In station. 6. Standard work. 7. Visual control. 8. Use only reliable technology. 9. Grow your own leaders. 10. Develop exceptional people. 11. Respect your suppliers and partners. 12. Go see for yourself. 13. Take time to get buy in. 14. Reflect and improve. In the lean initiative, the motivation component is missing. In the 2008 paper Standing on the Shoulders of Giants, Eli Goldratt concluded that the failure of lean implementation is due to the fundamental difference in the production environments. Lack of stability and short product life, demand over time per product, and resource loading were the underlying problems. Goldratt examined the fundamental concepts of supply chains. A generic application of these concepts can be used in a much wider spectrum of environments. The impressive results Hitachi Tool Engineering achieved with this broader application is discussed. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 951 |
Conference Proceedings |
Kohls, Kevin |
The 7 key points for designing profitable manufacturing systems |
2012 |
Chicago, Il |
If a manufacturing company desires long-term growth and profits, and realizes change is a constant, sooner or later they will be faced with designing or redesigning their production system. Despite the prediction of profits and flow, most of these designs have neither, and the company struggles with the effects of low return on investment (ROI) and poor delivery performance. Often, this new elephant leads to the downfall of the company as a whole. During the early phase of the design process, management creates a list of all things this new system must have. Be profitable, have a high ROI, have 100% delivery performance, have minimal inventory, reduce headcount, have no variation, meets forecast, etc. In addition, key concepts are tossed in from what they understand from current continuous improvement (CI) processes. Use one-piece flow, U-shaped cells, single-minute changeovers, have no bottlenecks, use pull systems, use less workers to reduce costs, etc. The vast number of requirements, few of which have been achieved in the current production system, overwhelms designers. To ensure all these requirements are met, experts from each area and CI method are included, and charged with making sure their key "must haves" are firmly in place – no compromises allowed. It's clear that a self-defense needs to be implemented to ensure the goal of this manufacturing system is being met. In this presentation, seven key points are reviewed as the building blocks to develop this method and to ensure the profitability of the future design. The vast majority of these design points are based upon the work of Eli Goldratt, but lean experts will recognize several key points as well. A key issue, the ability to design in the bottleneck, and design out management constraints, is addressed. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 952 |
Conference Proceedings |
|
The 7 key points for designing profitable manufacturing systems |
2012 |
Chicago, Il |
If a manufacturing company desires long-term growth and profits, and realizes change is a constant, sooner or later they will be faced with designing or redesigning their production system. Despite the prediction of profits and flow, most of these designs have neither, and the company struggles with the effects of low return on investment (ROI) and poor delivery performance. Often, this new elephant leads to the downfall of the company as a whole. During the early phase of the design process, management creates a list of all things this new system must have. Be profitable, have a high ROI, have 100% delivery performance, have minimal inventory, reduce headcount, have no variation, meets forecast, etc. In addition, key concepts are tossed in from what they understand from current continuous improvement (CI) processes. Use one-piece flow, U-shaped cells, single-minute changeovers, have no bottlenecks, use pull systems, use less workers to reduce costs, etc. The vast number of requirements, few of which have been achieved in the current production system, overwhelms designers. To ensure all these requirements are met, experts from each area and CI method are included, and charged with making sure their key "must haves" are firmly in place – no compromises allowed. It's clear that a self-defense needs to be implemented to ensure the goal of this manufacturing system is being met. In this presentation, seven key points are reviewed as the building blocks to develop this method and to ensure the profitability of the future design. The vast majority of these design points are based upon the work of Eli Goldratt, but lean experts will recognize several key points as well. A key issue, the ability to design in the bottleneck, and design out management constraints, is addressed. |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 953 |
Conference Proceedings |
Kothekar, Kiran |
Resolving the conflict of EBOs vs. MBOs through TOC solutions and thinking |
2012 |
Chicago, Il |
First, why is there a question on which model to adopt? Some companies start with a strategy of only exclusive brand stores (EBOs) with the following assumptions: prominent visibility of brand; control on shopping experience; display of wider range, including items which are risky for an (multi-brand stores) MBO; allow to display new range, to check market reaction; and minimize substitution by another brand, when a customer likes a style. And eventually lands up with limited reach, and huge capital locked. Additionally, if the EBOs are owned by the company, then reduced money for future buying, thus reducing freshness in shops and thereby footfalls and further reduction in sales- then death. Else, if the EBOs are franchisees, the franchisee owner flees. |
DVD 13, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 954 |
Conference Proceedings |
|
Resolving the conflict of EBOs vs. MBOs through TOC solutions and thinking |
2012 |
Chicago, Il |
First, why is there a question on which model to adopt? Some companies start with a strategy of only exclusive brand stores (EBOs) with the following assumptions: prominent visibility of brand; control on shopping experience; display of wider range, including items which are risky for an (multi-brand stores) MBO; allow to display new range, to check market reaction; and minimize substitution by another brand, when a customer likes a style. And eventually lands up with limited reach, and huge capital locked. Additionally, if the EBOs are owned by the company, then reduced money for future buying, thus reducing freshness in shops and thereby footfalls and further reduction in sales- then death. Else, if the EBOs are franchisees, the franchisee owner flees. |
DVD 13, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 955 |
Conference Proceedings |
Kothekar, Kiran |
How being on Viable Vision through the SnT resolves the conflict of long-term vs. short-term |
2012 |
Chicago, Il |
Most organizations are caught in the conflict between long term and short term. Most of the time, it is the short term which wins and long term is left to discussions in off-site sessions. Primary reasons for short-term focus comes from pressures of problems related to cash/working capital; increasing pressure to meet the sales numbers by the end of measurement period; and expediting orders as per customer urgency. All the above problems take away significant management bandwidth and hence long term takes a back seat. Typical long-term initiatives like developing new markets, building competencies, and development of vendors are shelved. Some organizations have created new departments to deal with the long term but lack of management focus on these initiatives make implementation very slow. At times, the new departments are disbanded to support the demands of the short term. So the only way out to deal with the long term is to remove the problems of the short term. The problems of short term emanate from the supply chain issues such as disharmony in supply chain. Learn how Fleetguard Filters have achieved complete harmony in its supply chain. Fleetguard Filters achieved its Viable Vision (VV) of increasing sales 4 times and profits from same market/ products in 4 years, while the market was growing at around 12%. Fleetguard is a market leader in India and supplies auto filters to the commercial vehicle segment. With the implementation of the strategy and tactic (S&T) tree, it has achieved availability for auto OEM at 99% (hence no expediting requests from OEM); availability in retail of near 100%, with nearly 24 inventory turns; after-market sales trend within a month has no skew towards end ( no pressure at month end); new product development (NPD) output is now 5 times more than what it was 3 years ago. Engineering has wiped out the queue of waiting projects hence it can react immediately to any new requests, as a result no expediting requests for top management; even with high growth. Very little time is spent in daily issues as no short-term issues exist. The entire supply chain is on autopilot, which is helping the top management focus only on the long term and further fuel the growth of the company. Last year the management focus was on strategic sourcing to ensure that SUSTAIN- capacity at suppliers does not deteriorate Fleetguard's decisive competitive edges of availability and inventory turns. This year it is focusing on developing competencies to capture markets for its next VV. Learn how Fleetguard is creating an organization for long term by having eliminated the 5 engines of disharmony. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 956 |
Conference Proceedings |
Kirloskar, Niranjan |
How being on Viable Vision through the SnT resolves the conflict of long-term vs. short-term |
2012 |
Chicago, Il |
Most organizations are caught in the conflict between long term and short term. Most of the time, it is the short term which wins and long term is left to discussions in off-site sessions. Primary reasons for short-term focus comes from pressures of problems related to cash/working capital; increasing pressure to meet the sales numbers by the end of measurement period; and expediting orders as per customer urgency. All the above problems take away significant management bandwidth and hence long term takes a back seat. Typical long-term initiatives like developing new markets, building competencies, and development of vendors are shelved. Some organizations have created new departments to deal with the long term but lack of management focus on these initiatives make implementation very slow. At times, the new departments are disbanded to support the demands of the short term. So the only way out to deal with the long term is to remove the problems of the short term. The problems of short term emanate from the supply chain issues such as disharmony in supply chain. Learn how Fleetguard Filters have achieved complete harmony in its supply chain. Fleetguard Filters achieved its Viable Vision (VV) of increasing sales 4 times and profits from same market/ products in 4 years, while the market was growing at around 12%. Fleetguard is a market leader in India and supplies auto filters to the commercial vehicle segment. With the implementation of the strategy and tactic (S&T) tree, it has achieved availability for auto OEM at 99% (hence no expediting requests from OEM); availability in retail of near 100%, with nearly 24 inventory turns; after-market sales trend within a month has no skew towards end ( no pressure at month end); new product development (NPD) output is now 5 times more than what it was 3 years ago. Engineering has wiped out the queue of waiting projects hence it can react immediately to any new requests, as a result no expediting requests for top management; even with high growth. Very little time is spent in daily issues as no short-term issues exist. The entire supply chain is on autopilot, which is helping the top management focus only on the long term and further fuel the growth of the company. Last year the management focus was on strategic sourcing to ensure that SUSTAIN- capacity at suppliers does not deteriorate Fleetguard's decisive competitive edges of availability and inventory turns. This year it is focusing on developing competencies to capture markets for its next VV. Learn how Fleetguard is creating an organization for long term by having eliminated the 5 engines of disharmony. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 957 |
Conference Proceedings |
|
How being on Viable Vision through the SnT resolves the conflict of long-term vs. short-term |
2012 |
Chicago, Il |
Most organizations are caught in the conflict between long term and short term. Most of the time, it is the short term which wins and long term is left to discussions in off-site sessions. Primary reasons for short-term focus comes from pressures of problems related to cash/working capital; increasing pressure to meet the sales numbers by the end of measurement period; and expediting orders as per customer urgency. All the above problems take away significant management bandwidth and hence long term takes a back seat. Typical long-term initiatives like developing new markets, building competencies, and development of vendors are shelved. Some organizations have created new departments to deal with the long term but lack of management focus on these initiatives make implementation very slow. At times, the new departments are disbanded to support the demands of the short term. So the only way out to deal with the long term is to remove the problems of the short term. The problems of short term emanate from the supply chain issues such as disharmony in supply chain. Learn how Fleetguard Filters have achieved complete harmony in its supply chain. Fleetguard Filters achieved its Viable Vision (VV) of increasing sales 4 times and profits from same market/ products in 4 years, while the market was growing at around 12%. Fleetguard is a market leader in India and supplies auto filters to the commercial vehicle segment. With the implementation of the strategy and tactic (S&T) tree, it has achieved availability for auto OEM at 99% (hence no expediting requests from OEM); availability in retail of near 100%, with nearly 24 inventory turns; after-market sales trend within a month has no skew towards end ( no pressure at month end); new product development (NPD) output is now 5 times more than what it was 3 years ago. Engineering has wiped out the queue of waiting projects hence it can react immediately to any new requests, as a result no expediting requests for top management; even with high growth. Very little time is spent in daily issues as no short-term issues exist. The entire supply chain is on autopilot, which is helping the top management focus only on the long term and further fuel the growth of the company. Last year the management focus was on strategic sourcing to ensure that SUSTAIN- capacity at suppliers does not deteriorate Fleetguard's decisive competitive edges of availability and inventory turns. This year it is focusing on developing competencies to capture markets for its next VV. Learn how Fleetguard is creating an organization for long term by having eliminated the 5 engines of disharmony. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 958 |
Conference Proceedings |
Kulraj, Punseet |
Managing high availability at low inventory in environments of wide variety of SKUs |
2012 |
Chicago, Il |
Buffer management is used as a mechanism to ensure high availability at low inventory. The traditional buffer management solution works very well in environments where the norm per SKU at a location is substantial (more than two). This allows for replenishment from the previous link even while there is some stock still available thus eliminating loss of sale. A norm of more than two also presents all three buffer colors (Green-Yellow-Red) from time to time, enabling correct prioritization for BM. It also provides the right signals to correct the norms using DBM. However, there are environments where, for a vast majority of items, the norms per SKU at a location will almost never be more than two….Think of a fashion retail store selling apparel or a retail outlet selling shoes… The store typically has a huge variety of merchandise to cater to its (fickle?) customers. The merchandise comprises various styles, each style in more than one color and each color in a number of sizes e.g. formal, laced, unbuckle leather shoes with shiny toe in colors black, tan and cherry. Each color in sizes 6 through 11. Or consider double weave Polo shirts in five colors with each color in sizes S, M, L, XL and XXL. How many SKUs does this imply?Of course, the range of merchandise (as described above) that the stores hold is different for men, women and kids. A typical store could have 400 styles, each style up to 5 colors and each color up to six sizes. A variety of 12,000 SKUs! How do you ensure near 100% availability of 12,000 SKUs? The rate of sale leads to a norm of one for most SKUs (especially the “exotic” colors, and also typically the sizes S and XXL in the standard colors). The presentation describes modifications needed to operate in such environments. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 959 |
Conference Proceedings |
|
Managing high availability at low inventory in environments of wide variety of SKUs |
2012 |
Chicago, Il |
Buffer management is used as a mechanism to ensure high availability at low inventory. The traditional buffer management solution works very well in environments where the norm per SKU at a location is substantial (more than two). This allows for replenishment from the previous link even while there is some stock still available thus eliminating loss of sale. A norm of more than two also presents all three buffer colors (Green-Yellow-Red) from time to time, enabling correct prioritization for BM. It also provides the right signals to correct the norms using DBM. However, there are environments where, for a vast majority of items, the norms per SKU at a location will almost never be more than two….Think of a fashion retail store selling apparel or a retail outlet selling shoes… The store typically has a huge variety of merchandise to cater to its (fickle?) customers. The merchandise comprises various styles, each style in more than one color and each color in a number of sizes e.g. formal, laced, unbuckle leather shoes with shiny toe in colors black, tan and cherry. Each color in sizes 6 through 11. Or consider double weave Polo shirts in five colors with each color in sizes S, M, L, XL and XXL. How many SKUs does this imply?Of course, the range of merchandise (as described above) that the stores hold is different for men, women and kids. A typical store could have 400 styles, each style up to 5 colors and each color up to six sizes. A variety of 12,000 SKUs! How do you ensure near 100% availability of 12,000 SKUs? The rate of sale leads to a norm of one for most SKUs (especially the “exotic” colors, and also typically the sizes S and XXL in the standard colors). The presentation describes modifications needed to operate in such environments. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 960 |
Conference Proceedings |
Lang, Lisa |
Mafia offers: Dealing with a market constraint |
2012 |
Chicago, Il |
In this presentation, Dr. Lisa gives a quick overview of her Mafia offer chapter (#22) in the Theory of Constraints Handbook and emphasizes the points most people miss. The remaining time is devoted to a hands-on application with exercises from her Mafia offer boot camp and Q&A. Read the chapter, bring your questions and come prepared to challenge your thinking! |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 961 |
Conference Proceedings |
|
Mafia offers: Dealing with a market constraint |
2012 |
Chicago, Il |
In this presentation, Dr. Lisa gives a quick overview of her Mafia offer chapter (#22) in the Theory of Constraints Handbook and emphasizes the points most people miss. The remaining time is devoted to a hands-on application with exercises from her Mafia offer boot camp and Q&A. Read the chapter, bring your questions and come prepared to challenge your thinking! |
DVD xx, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 962 |
Conference Proceedings |
Lang (moderator), Lisa |
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 963 |
Conference Proceedings |
Camp, Henry |
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 964 |
Conference Proceedings |
Kothekar, Kiran |
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 965 |
Conference Proceedings |
Ronen, Boaz |
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 966 |
Conference Proceedings |
Kollenscher, Eldad |
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 967 |
Conference Proceedings |
|
Panel discussion: Competitive strategy |
2012 |
Chicago, Il |
This panel discussion includes strategy presenters: Henry Camp (Investing with TOC), Kiran Kothekar (Building on the consumer goods strategy and tactics tree for fashion goods companies), and Boaz Ronen and Eldad Kollenscher (Paris' Arrow: An enhancement of TOC for dealing with the Achilles Heel of a competitor, a customer or a business associate). Panelists answered questions from the audience related to their presentations. Boaz said his analysis is based on over seventy different companies. |
DVD 13, 23 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 968 |
Conference Proceedings |
Lenhartz, Christoph |
Closing 2012-13 TOCICO chairman of the board |
2012 |
Chicago, Il |
A brief overview of the conference 2013 location was provided. The story of a German cathedral construction that spanned seven centuries was provided. This was an analogy to our building a cathedral of knowledge. The second story of a German aqueduct was given: a massive project. We have a challenge to live a meaningful life by developing the body of knowledge. Take TOC far beyond the boundaries of the business world. |
DVD 35, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 969 |
Conference Proceedings |
|
Closing 2012-13 TOCICO chairman of the board |
2012 |
Chicago, Il |
A brief overview of the conference 2013 location was provided. The story of a German cathedral construction that spanned seven centuries was provided. This was an analogy to our building a cathedral of knowledge. The second story of a German aqueduct was given: a massive project. We have a challenge to live a meaningful life by developing the body of knowledge. Take TOC far beyond the boundaries of the business world. |
DVD 35, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 970 |
Conference Proceedings |
Lenhartz (moderator), Christoph |
Government challenge corner - Discussion of TOC with respect to unique government challenges |
2012 |
Chicago, Il |
This session is a facilitated session concerned with TOC in government. The audience is asked to develop a conflict and draw the cloud for discussion. The participants' need is to create simplicity in government. Today how congress works in committees, bills, budgets, compromises, etc. is cumbersome. They sub-optimize. We need a holistic cloud and solution. One conflict is the conflict to collaborate or not to collaborate. Another conflict is to spend everything in my allocated budget versus not spend everything in my allocated budget. Another is to do what is politically expedient or do what is right for the long term. Another: to exploit versus to elevate. The Utah-government issue was selected to study. The current government system is focused on sub-optimization. D Focus is on the federal program compliance requirement (follow the rules or focus on a piece of the problem). D Focus on the responsibilities of my office rather on D' Focus on creating holistic solutions. (Challenge the rules or do what is right.) What is the need B for D Follow the rules? Secure funding (provide stability, security) (have continuity) (get the job done w/o drama). “In order to work effectively within the government structure” might serve as the Objective A. Objective A In order to have people achieve self-sufficiency is the Utah government objective. |
DVD xx, 1 hour 13 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 971 |
Conference Proceedings |
|
Government challenge corner - Discussion of TOC with respect to unique government challenges |
2012 |
Chicago, Il |
This session is a facilitated session concerned with TOC in government. The audience is asked to develop a conflict and draw the cloud for discussion. The participants' need is to create simplicity in government. Today how congress works in committees, bills, budgets, compromises, etc. is cumbersome. They sub-optimize. We need a holistic cloud and solution. One conflict is the conflict to collaborate or not to collaborate. Another conflict is to spend everything in my allocated budget versus not spend everything in my allocated budget. Another is to do what is politically expedient or do what is right for the long term. Another: to exploit versus to elevate. The Utah-government issue was selected to study. The current government system is focused on sub-optimization. D Focus is on the federal program compliance requirement (follow the rules or focus on a piece of the problem). D Focus on the responsibilities of my office rather on D' Focus on creating holistic solutions. (Challenge the rules or do what is right.) What is the need B for D Follow the rules? Secure funding (provide stability, security) (have continuity) (get the job done w/o drama). “In order to work effectively within the government structure” might serve as the Objective A. Objective A In order to have people achieve self-sufficiency is the Utah government objective. |
DVD xx, 1 hour 13 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 972 |
Conference Proceedings |
Marris, Philip |
Using TOC to boost a lean organization |
2012 |
Chicago, Il |
TOC focuses an organization on its bottlenecks and proposes to buffer them from upstream problems so that they don't waste their capacity waiting for material to work on. Just this small part of the overall TOC reasoning is a very powerful way to show a company that practices lean only why they should inject some TOC into their approach. We present a 2011 case study of a factory in Mexico of one of the leanest and biggest automobile tier-one suppliers in the world in which for instance throughput was increased by 17% in 1 hour on the pilot production line and over 25% in 2 months for the 1000 person plant. Those results convinced the firm to integrate TOC into their X production system that was previously pure Toyota style lean. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 973 |
Conference Proceedings |
|
Using TOC to boost a lean organization |
2012 |
Chicago, Il |
TOC focuses an organization on its bottlenecks and proposes to buffer them from upstream problems so that they don't waste their capacity waiting for material to work on. Just this small part of the overall TOC reasoning is a very powerful way to show a company that practices lean only why they should inject some TOC into their approach. We present a 2011 case study of a factory in Mexico of one of the leanest and biggest automobile tier-one suppliers in the world in which for instance throughput was increased by 17% in 1 hour on the pilot production line and over 25% in 2 months for the 1000 person plant. Those results convinced the firm to integrate TOC into their X production system that was previously pure Toyota style lean. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 974 |
Conference Proceedings |
Mohanty, Satyashri |
Enhancing performance of new product development projects in auto components companies |
2012 |
Chicago, Il |
The presentation discusses the core problem and direction of the solution for the new product development of tier 1 / tier 2 suppliers in automotive industries whose primary job is to develop and supply new components for the original equipment manufacturers (OEMs). The goal of the presentation is to derive the core problem of the tier 1 / tier 2 suppliers for their new product development team and establish a direction of solution, which can help them to improve their delivery performance of new products at a faster rate. The new product development management of the tier 1 / tier 2 suppliers is a challenging environment where critical chain project management (CCPM) rules cannot be directly implemented on the projects. The definition of what is a project holds key to the solution. The logical entity of the projects on which the role of work in process (WIP), full kitting, planning and execution can be implemented is defined as independent work packets. Once the work packets are defined and CCPM rules are applied on these project entities, the output of the new product development (NPD) team increases substantially, leading to a drastic reduction in lead times and timely delivery of the overall projects. The presentation establishes that the current problems faced by the NPD team of tier 1 and tier 2 suppliers are related to the ways OEMs are currently managing their development projects. The interaction between the single multi-project environment of the OEMs and the multi-project environment of the suppliers, as well as an ineffective concurrent engineering model followed by the OEMs play havoc on the suppliers are discussed. They are forced to live in a situation with a huge number of unfinished projects, rampant changes of priorities, unexpected iterations and heavy reworks in their system. The direction of the solution is to break each of the NPD projects into logically independent work packets (a portion of the whole project which can be started and finished without any interruptions from the OEMs) and to implement the CCPM rules, e.g., low WIP, full-kit, planning and execution on those work packets to increase its output. A case study is also presented where the output increased by 8 times within 3 years of implementation. |
DVD xx, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 975 |
Conference Proceedings |
|
Enhancing performance of new product development projects in auto components companies |
2012 |
Chicago, Il |
The presentation discusses the core problem and direction of the solution for the new product development of tier 1 / tier 2 suppliers in automotive industries whose primary job is to develop and supply new components for the original equipment manufacturers (OEMs). The goal of the presentation is to derive the core problem of the tier 1 / tier 2 suppliers for their new product development team and establish a direction of solution, which can help them to improve their delivery performance of new products at a faster rate. The new product development management of the tier 1 / tier 2 suppliers is a challenging environment where critical chain project management (CCPM) rules cannot be directly implemented on the projects. The definition of what is a project holds key to the solution. The logical entity of the projects on which the role of work in process (WIP), full kitting, planning and execution can be implemented is defined as independent work packets. Once the work packets are defined and CCPM rules are applied on these project entities, the output of the new product development (NPD) team increases substantially, leading to a drastic reduction in lead times and timely delivery of the overall projects. The presentation establishes that the current problems faced by the NPD team of tier 1 and tier 2 suppliers are related to the ways OEMs are currently managing their development projects. The interaction between the single multi-project environment of the OEMs and the multi-project environment of the suppliers, as well as an ineffective concurrent engineering model followed by the OEMs play havoc on the suppliers are discussed. They are forced to live in a situation with a huge number of unfinished projects, rampant changes of priorities, unexpected iterations and heavy reworks in their system. The direction of the solution is to break each of the NPD projects into logically independent work packets (a portion of the whole project which can be started and finished without any interruptions from the OEMs) and to implement the CCPM rules, e.g., low WIP, full-kit, planning and execution on those work packets to increase its output. A case study is also presented where the output increased by 8 times within 3 years of implementation. |
DVD xx, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 976 |
Conference Proceedings |
Moura, Eduardo |
Using the TOC TP as a guide to integrate lean, six sigma, process management and TOC solutions for business improvement |
2012 |
Chicago, Il |
The author presents a proven method that uses the theory of constraints (TOC) thinking processes (TP) from undesirable effects (UDEs) to strategy and tactics (S&T) trees to prioritize and integrate strategic business improvement initiatives such as lean, six sigma, process management and specific TOC solutions. Real implementation examples are presented. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 977 |
Conference Proceedings |
|
Using the TOC TP as a guide to integrate lean, six sigma, process management and TOC solutions for business improvement |
2012 |
Chicago, Il |
The author presents a proven method that uses the theory of constraints (TOC) thinking processes (TP) from undesirable effects (UDEs) to strategy and tactics (S&T) trees to prioritize and integrate strategic business improvement initiatives such as lean, six sigma, process management and specific TOC solutions. Real implementation examples are presented. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 978 |
Conference Proceedings |
Ozeki, Katsumi |
How to dramatically improve Toyota Production System flow line performance - 6 days 60% increase |
2012 |
Chicago, Il |
How do you find the capacity constrained resource (CCR) in a straight flow line if workers are crowded together in a confined space? There is nowhere for WIP to pile up! Simply, place a buffer before a station(s). Soon, WIP can be seen in front of the CCR station. Furthermore, the maximum practical use of the most precious CCR can be carried out by placing a buffer before and after a CCR to isolate interference by non-CCRs. By doing that even for the already fully tuned TPS flow line, 60% of improvement in capability was attained in only six days as a result. It is interesting when management looked at this result, they enforced this technique one after another without hesitation and the production capacity of the whole factory has been improved in a short period of time. The good point of this technique does not need advanced technology. |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 979 |
Conference Proceedings |
|
How to dramatically improve Toyota Production System flow line performance - 6 days 60% increase |
2012 |
Chicago, Il |
How do you find the capacity constrained resource (CCR) in a straight flow line if workers are crowded together in a confined space? There is nowhere for WIP to pile up! Simply, place a buffer before a station(s). Soon, WIP can be seen in front of the CCR station. Furthermore, the maximum practical use of the most precious CCR can be carried out by placing a buffer before and after a CCR to isolate interference by non-CCRs. By doing that even for the already fully tuned TPS flow line, 60% of improvement in capability was attained in only six days as a result. It is interesting when management looked at this result, they enforced this technique one after another without hesitation and the production capacity of the whole factory has been improved in a short period of time. The good point of this technique does not need advanced technology. |
DVD xx, 26 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 980 |
Conference Proceedings |
Pass, Shimeon |
Value-based project execution |
2012 |
Chicago, Il |
Our goal is to introduce our novel and comprehensive managerial methodology that enables projects to achieve true value to the company. In too many cases well managed projects actually result in little or no value to the company. The blame of this business deficiency of projects is on the lack of an appropriate methodology. Managing projects in full accordance with the project management triangle constraints (scope, time and budget) does not warrant the delivery of true value to the company. The elements of value-based project execution are introduced using a strategy and tactics (S&T) tree. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 981 |
Conference Proceedings |
Ronen, Boaz |
Value-based project execution |
2012 |
Chicago, Il |
Our goal is to introduce our novel and comprehensive managerial methodology that enables projects to achieve true value to the company. In too many cases well managed projects actually result in little or no value to the company. The blame of this business deficiency of projects is on the lack of an appropriate methodology. Managing projects in full accordance with the project management triangle constraints (scope, time and budget) does not warrant the delivery of true value to the company. The elements of value-based project execution are introduced using a strategy and tactics (S&T) tree. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 982 |
Conference Proceedings |
|
Value-based project execution |
2012 |
Chicago, Il |
Our goal is to introduce our novel and comprehensive managerial methodology that enables projects to achieve true value to the company. In too many cases well managed projects actually result in little or no value to the company. The blame of this business deficiency of projects is on the lack of an appropriate methodology. Managing projects in full accordance with the project management triangle constraints (scope, time and budget) does not warrant the delivery of true value to the company. The elements of value-based project execution are introduced using a strategy and tactics (S&T) tree. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 983 |
Conference Proceedings |
Price, Jared |
The Boeing Company: CCPM maturity model |
2012 |
Chicago, Il |
There have been many critical chain project management (CCPM) implementations within The Boeing Company and several have received company-wide acceptance and encouragement for the results achieved thus far. Despite great initial results, sustained throughput improvements have been modest and there is still a substantial amount of bad behaviors occurring. It is apparent that The Boeing Company needs a method to maintain and improve their CCPM maturity. The following document establishes a capability maturity model (Capability Maturity Model®, Carnegie Mellon) representation of a CCPM project execution management process. Additionally, this presentation provides an analysis to support a capability maturity assessment of a Customer Support Engineering organization. The analysis represents 24 months of project data produced by teams within the organization which are dedicated to using the outlined project execution management process. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 984 |
Conference Proceedings |
|
The Boeing Company: CCPM maturity model |
2012 |
Chicago, Il |
There have been many critical chain project management (CCPM) implementations within The Boeing Company and several have received company-wide acceptance and encouragement for the results achieved thus far. Despite great initial results, sustained throughput improvements have been modest and there is still a substantial amount of bad behaviors occurring. It is apparent that The Boeing Company needs a method to maintain and improve their CCPM maturity. The following document establishes a capability maturity model (Capability Maturity Model®, Carnegie Mellon) representation of a CCPM project execution management process. Additionally, this presentation provides an analysis to support a capability maturity assessment of a Customer Support Engineering organization. The analysis represents 24 months of project data produced by teams within the organization which are dedicated to using the outlined project execution management process. |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 985 |
Conference Proceedings |
Radkevicius, Darius |
The path to improve the flow of goods in retail |
2012 |
Chicago, Il |
The TOC Insights says that the system's constraint in distribution is a client who comes to buy. To exploit the constraint you need to have the right inventory. To have the right inventory you need to establish the procedure of getting the data of daily sales and replenishing in accordance sales. We want to share our experiences of what is the meaning of to get the data of daily sales. The importance of this area is untouched. Without correct data any results-oriented consulting is a waste of time. The five focusing steps are applied with both a deterministic approach and a random approach. For example effect-cause-effect shows that shelf space is the constraint for retailers. In contrast using a random approach the location is the constraint. Do we have a system or chaos? The conclusion is that very often for getting improvement in TOC projects in retailing the constraint is the information flow. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 986 |
Conference Proceedings |
|
The path to improve the flow of goods in retail |
2012 |
Chicago, Il |
The TOC Insights says that the system's constraint in distribution is a client who comes to buy. To exploit the constraint you need to have the right inventory. To have the right inventory you need to establish the procedure of getting the data of daily sales and replenishing in accordance sales. We want to share our experiences of what is the meaning of to get the data of daily sales. The importance of this area is untouched. Without correct data any results-oriented consulting is a waste of time. The five focusing steps are applied with both a deterministic approach and a random approach. For example effect-cause-effect shows that shelf space is the constraint for retailers. In contrast using a random approach the location is the constraint. Do we have a system or chaos? The conclusion is that very often for getting improvement in TOC projects in retailing the constraint is the information flow. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 987 |
Conference Proceedings |
Raz, Roei |
TOC body of knowledge closing - Retail and distribution summary |
2012 |
Chicago, Il |
The retail and distribution discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 988 |
Conference Proceedings |
Camp, Henry |
TOC body of knowledge closing - Retail and distribution summary |
2012 |
Chicago, Il |
The retail and distribution discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 989 |
Conference Proceedings |
|
TOC body of knowledge closing - Retail and distribution summary |
2012 |
Chicago, Il |
The retail and distribution discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 990 |
Conference Proceedings |
|
TOC body of knowledge closing - Retail and distribution summary |
2012 |
Chicago, Il |
The retail and distribution discussion provides the approach taken in the standing on the shoulders of giants (SOSG) process session, the topics identified, and the results of analysis and discussion of the session. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 991 |
Conference Proceedings |
Raz, Roei |
Distribution solution (retail and wholesale S&Ts) overview |
2012 |
Chicago, Il |
This presentation and facilitated session discuss the distribution solution from the central warehouse to the consumer. It uses the standing on the shoulders of giants (SOSG) process to identify the boundaries of distribution. The objective is to reduce the replenishment time and determine the product mix and pull quantity. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 992 |
Conference Proceedings |
Camp, Henry |
Distribution solution (retail and wholesale S&Ts) overview |
2012 |
Chicago, Il |
This presentation and facilitated session discuss the distribution solution from the central warehouse to the consumer. It uses the standing on the shoulders of giants (SOSG) process to identify the boundaries of distribution. The objective is to reduce the replenishment time and determine the product mix and pull quantity. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 993 |
Conference Proceedings |
|
Distribution solution (retail and wholesale S&Ts) overview |
2012 |
Chicago, Il |
This presentation and facilitated session discuss the distribution solution from the central warehouse to the consumer. It uses the standing on the shoulders of giants (SOSG) process to identify the boundaries of distribution. The objective is to reduce the replenishment time and determine the product mix and pull quantity. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 994 |
Conference Proceedings |
Murali, J. |
From "push" to "pull": Titan Watch Division |
2012 |
Chicago, Il |
Titan Watches is a division of Titan Industries, the fifth largest integrated watch manufacturer in the world, and part of the Indian TATA group. In Dec 2010 Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to improve availability to the end consumers. Titan has about 8,000 selling points; 60% market share in India; etc. The challenge lies in shifting the entire supply chain, from vendors to the end consumers from a traditional push- (forecast system) to a pull-based system. In order to achieve this change, several main issues were dealt with, such as: how to evaluate the added value of a pull system; how to shift a traditionally forecast-based system (operations, sourcing and distribution to pull) and how to migrate different sales channels to pull. Where do we focus first and how do we take our change to the market? This presentation is an update to last year's presentation. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 995 |
Conference Proceedings |
Raz, Roei |
From "push" to "pull": Titan Watch Division |
2012 |
Chicago, Il |
Titan Watches is a division of Titan Industries, the fifth largest integrated watch manufacturer in the world, and part of the Indian TATA group. In Dec 2010 Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to improve availability to the end consumers. Titan has about 8,000 selling points; 60% market share in India; etc. The challenge lies in shifting the entire supply chain, from vendors to the end consumers from a traditional push- (forecast system) to a pull-based system. In order to achieve this change, several main issues were dealt with, such as: how to evaluate the added value of a pull system; how to shift a traditionally forecast-based system (operations, sourcing and distribution to pull) and how to migrate different sales channels to pull. Where do we focus first and how do we take our change to the market? This presentation is an update to last year's presentation. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 996 |
Conference Proceedings |
|
From "push" to "pull": Titan Watch Division |
2012 |
Chicago, Il |
Titan Watches is a division of Titan Industries, the fifth largest integrated watch manufacturer in the world, and part of the Indian TATA group. In Dec 2010 Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to improve availability to the end consumers. Titan has about 8,000 selling points; 60% market share in India; etc. The challenge lies in shifting the entire supply chain, from vendors to the end consumers from a traditional push- (forecast system) to a pull-based system. In order to achieve this change, several main issues were dealt with, such as: how to evaluate the added value of a pull system; how to shift a traditionally forecast-based system (operations, sourcing and distribution to pull) and how to migrate different sales channels to pull. Where do we focus first and how do we take our change to the market? This presentation is an update to last year's presentation. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 997 |
Conference Proceedings |
|
From "push" to "pull": Titan Watch Division |
2012 |
Chicago, Il |
Titan Watches is a division of Titan Industries, the fifth largest integrated watch manufacturer in the world, and part of the Indian TATA group. In Dec 2010 Titan Jewelry embarked on a Viable Vision (VV) project, with the goal to improve availability to the end consumers. Titan has about 8,000 selling points; 60% market share in India; etc. The challenge lies in shifting the entire supply chain, from vendors to the end consumers from a traditional push- (forecast system) to a pull-based system. In order to achieve this change, several main issues were dealt with, such as: how to evaluate the added value of a pull system; how to shift a traditionally forecast-based system (operations, sourcing and distribution to pull) and how to migrate different sales channels to pull. Where do we focus first and how do we take our change to the market? This presentation is an update to last year's presentation. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 998 |
Conference Proceedings |
Ronen, Boaz |
Paris' Arrow: An enhancement of TOC for dealing with the Achilles heel of a competitor, a customer or a business associate |
2012 |
Chicago, Il |
Theory of constraints (TOC) five focusing steps (5FS) are aimed at identifying, exploiting, subordinating to and elevating the organization's constraints. Using the standing on the shoulders of giants (SOSG) process, this presentation expands the TOC methodology to identify the opponent's Achilles-heel, and build Paris' arrow to overload, isolate and neutralize it. This presentation uses the TOC body-of-knowledge as well as advanced developments of military operational theory. The goal of the presentation is to present a TOC methodology that enables small and medium companies to increase their value and gain a competitive edge through focusing on large companies' Achilles-heel and at the same time protect their own. Moreover, protecting your associates' and clients' Achilles heel, especially in B2B relations, can produce a win-win solution. |
DVD 13 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 999 |
Conference Proceedings |
Kollenscher, Eldad |
Paris' Arrow: An enhancement of TOC for dealing with the Achilles heel of a competitor, a customer or a business associate |
2012 |
Chicago, Il |
Theory of constraints (TOC) five focusing steps (5FS) are aimed at identifying, exploiting, subordinating to and elevating the organization's constraints. Using the standing on the shoulders of giants (SOSG) process, this presentation expands the TOC methodology to identify the opponent's Achilles-heel, and build Paris' arrow to overload, isolate and neutralize it. This presentation uses the TOC body-of-knowledge as well as advanced developments of military operational theory. The goal of the presentation is to present a TOC methodology that enables small and medium companies to increase their value and gain a competitive edge through focusing on large companies' Achilles-heel and at the same time protect their own. Moreover, protecting your associates' and clients' Achilles heel, especially in B2B relations, can produce a win-win solution. |
DVD 13 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1000 |
Conference Proceedings |
|
Paris' Arrow: An enhancement of TOC for dealing with the Achilles heel of a competitor, a customer or a business associate |
2012 |
Chicago, Il |
Theory of constraints (TOC) five focusing steps (5FS) are aimed at identifying, exploiting, subordinating to and elevating the organization's constraints. Using the standing on the shoulders of giants (SOSG) process, this presentation expands the TOC methodology to identify the opponent's Achilles-heel, and build Paris' arrow to overload, isolate and neutralize it. This presentation uses the TOC body-of-knowledge as well as advanced developments of military operational theory. The goal of the presentation is to present a TOC methodology that enables small and medium companies to increase their value and gain a competitive edge through focusing on large companies' Achilles-heel and at the same time protect their own. Moreover, protecting your associates' and clients' Achilles heel, especially in B2B relations, can produce a win-win solution. |
DVD 13 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1001 |
Conference Proceedings |
Ronen, Boaz |
Justice in time: Applying TOC to law courts systems |
2012 |
Chicago, Il |
The presentation topic is the implementation of TOC and focused management principles to the management of law courts, has achieved substantial lead time, throughput and quality improvements. Our presentation goal and key learning points are to present the generic managerial problems of the adjudication system; to present and validate the use of TOC and focused management tools for the adjudication system; to present case studies that demonstrate the use of simple and practical tools that significantly improve the performance of a law court system. |
DVD xx, 52 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1002 |
Conference Proceedings |
Pass, Shimeon |
Justice in time: Applying TOC to law courts systems |
2012 |
Chicago, Il |
The presentation topic is the implementation of TOC and focused management principles to the management of law courts, has achieved substantial lead time, throughput and quality improvements. Our presentation goal and key learning points are to present the generic managerial problems of the adjudication system; to present and validate the use of TOC and focused management tools for the adjudication system; to present case studies that demonstrate the use of simple and practical tools that significantly improve the performance of a law court system. |
DVD xx, 52 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1003 |
Conference Proceedings |
Karmy, Shany |
Justice in time: Applying TOC to law courts systems |
2012 |
Chicago, Il |
The presentation topic is the implementation of TOC and focused management principles to the management of law courts, has achieved substantial lead time, throughput and quality improvements. Our presentation goal and key learning points are to present the generic managerial problems of the adjudication system; to present and validate the use of TOC and focused management tools for the adjudication system; to present case studies that demonstrate the use of simple and practical tools that significantly improve the performance of a law court system. |
DVD xx, 52 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1004 |
Conference Proceedings |
|
Justice in time: Applying TOC to law courts systems |
2012 |
Chicago, Il |
The presentation topic is the implementation of TOC and focused management principles to the management of law courts, has achieved substantial lead time, throughput and quality improvements. Our presentation goal and key learning points are to present the generic managerial problems of the adjudication system; to present and validate the use of TOC and focused management tools for the adjudication system; to present case studies that demonstrate the use of simple and practical tools that significantly improve the performance of a law court system. |
DVD xx, 52 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1005 |
Conference Proceedings |
Rucinskaite, Milda |
Implementing the CCPM solution in Guaranty Fund of Department of Enterprise Bankruptcy Management |
2012 |
Chicago, Il |
The Guaranty Fund at the Department of Enterprise Bankruptcy Management under the Lithuanian Ministry of Economy was created in order to ensure payments of delayed or unpaid salaries to the workers of bankrupt companies. Therefore this Fund plays a very important social role – quite often after a person loses his job. The Fund pays money which the company owed to this person. So it is very important to ensure the application processing time to be as fast as possible. At the beginning of 2009 Guaranty Fund faced some real challenges including a backlog of old applications for funds and long processing times; a drastic increase in bankruptcies and new applications (more than double); and a reduction of governmental spending (not possible to increase in staff). |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1006 |
Conference Proceedings |
|
Implementing the CCPM solution in Guaranty Fund of Department of Enterprise Bankruptcy Management |
2012 |
Chicago, Il |
The Guaranty Fund at the Department of Enterprise Bankruptcy Management under the Lithuanian Ministry of Economy was created in order to ensure payments of delayed or unpaid salaries to the workers of bankrupt companies. Therefore this Fund plays a very important social role – quite often after a person loses his job. The Fund pays money which the company owed to this person. So it is very important to ensure the application processing time to be as fast as possible. At the beginning of 2009 Guaranty Fund faced some real challenges including a backlog of old applications for funds and long processing times; a drastic increase in bankruptcies and new applications (more than double); and a reduction of governmental spending (not possible to increase in staff). |
DVD xx, 27 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1007 |
Conference Proceedings |
Sawai, Nami |
Flow of our visit: How to accelerate our implementation during consultant absence |
2012 |
Chicago, Il |
Although, consultants can spend only limited time with clients, they have to achieve results faster and, more importantly to maintain the results. This presentation introduces the powerful know-how to solve the consultant dilemma in the TOC way and contains how to keep our customer's focus; provides a powerful tool to clarify the causality and to connect past, now and future; addresses how to execute a daily audit and team implementation; and shows how to keep the holistic management approach. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1008 |
Conference Proceedings |
|
Flow of our visit: How to accelerate our implementation during consultant absence |
2012 |
Chicago, Il |
Although, consultants can spend only limited time with clients, they have to achieve results faster and, more importantly to maintain the results. This presentation introduces the powerful know-how to solve the consultant dilemma in the TOC way and contains how to keep our customer's focus; provides a powerful tool to clarify the causality and to connect past, now and future; addresses how to execute a daily audit and team implementation; and shows how to keep the holistic management approach. |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1009 |
Conference Proceedings |
Scheinkopf, Lisa |
Linear high touch time: A new TOC application |
2012 |
Chicago, Il |
We show, through the standing on the shoulders of giants (SOSG) process, that the population of organizations which meets the assumptions covered in this grey area is likely much broader than the population of organizations that fit the assumptions of drum buffer rope (DBR) or critical chain project management (CCPM). Key insights gained from deep analysis of DBR and CCPM include the definition and purpose of time buffers; and bringing back clarity lost through the evolution of DBR aspects. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1010 |
Conference Proceedings |
Schragenheim, Amir |
Linear high touch time: A new TOC application |
2012 |
Chicago, Il |
We show, through the standing on the shoulders of giants (SOSG) process, that the population of organizations which meets the assumptions covered in this grey area is likely much broader than the population of organizations that fit the assumptions of drum buffer rope (DBR) or critical chain project management (CCPM). Key insights gained from deep analysis of DBR and CCPM include the definition and purpose of time buffers; and bringing back clarity lost through the evolution of DBR aspects. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1011 |
Conference Proceedings |
Kishira, Yuji |
Linear high touch time: A new TOC application |
2012 |
Chicago, Il |
We show, through the standing on the shoulders of giants (SOSG) process, that the population of organizations which meets the assumptions covered in this grey area is likely much broader than the population of organizations that fit the assumptions of drum buffer rope (DBR) or critical chain project management (CCPM). Key insights gained from deep analysis of DBR and CCPM include the definition and purpose of time buffers; and bringing back clarity lost through the evolution of DBR aspects. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1012 |
Conference Proceedings |
|
Linear high touch time: A new TOC application |
2012 |
Chicago, Il |
We show, through the standing on the shoulders of giants (SOSG) process, that the population of organizations which meets the assumptions covered in this grey area is likely much broader than the population of organizations that fit the assumptions of drum buffer rope (DBR) or critical chain project management (CCPM). Key insights gained from deep analysis of DBR and CCPM include the definition and purpose of time buffers; and bringing back clarity lost through the evolution of DBR aspects. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1013 |
Conference Proceedings |
Schragenheim, Eli |
Body of knowledge: Introduction to facilitated session |
2012 |
Chicago, Il |
This session describes the standing on the shoulders of giants (SOSG) process developed by Eli Goldratt to identify breakthrough applications of theory of constraints. The SOSG process is explained and a description is provided of the four facilitator-driven sessions where the process is used to identify problem areas in current applications of TOC knowledge. The sessions include supply chain, critical chain, distribution solution, and thinking processes. A wrap-up session is provided describing the results. |
DVD 2, 120 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1014 |
Conference Proceedings |
|
Body of knowledge: Introduction to facilitated session |
2012 |
Chicago, Il |
This session describes the standing on the shoulders of giants (SOSG) process developed by Eli Goldratt to identify breakthrough applications of theory of constraints. The SOSG process is explained and a description is provided of the four facilitator-driven sessions where the process is used to identify problem areas in current applications of TOC knowledge. The sessions include supply chain, critical chain, distribution solution, and thinking processes. A wrap-up session is provided describing the results. |
DVD 2, 120 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1015 |
Conference Proceedings |
Schragenheim (moderator), Eli |
Panel discussion: Standing on the shoulders of giants process |
2012 |
Chicago, Il |
This presentation discusses the results of the four facilitated sessions to identify problems, inconsistencies, or missing components in a given field using the standing on the shoulders of giants (SOSG) process. The sessions were supply chain, critical chain, distribution, and thinking processes. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1016 |
Conference Proceedings |
|
Panel discussion: Standing on the shoulders of giants process |
2012 |
Chicago, Il |
This presentation discusses the results of the four facilitated sessions to identify problems, inconsistencies, or missing components in a given field using the standing on the shoulders of giants (SOSG) process. The sessions were supply chain, critical chain, distribution, and thinking processes. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1017 |
Conference Proceedings |
Schragenheim, Eli |
Developing the process for top level decision making |
2012 |
Chicago, Il |
The presentation proposes a way to create the appropriate rules for a top-management meeting, supported by a computer program. The program would check various future scenarios considering a wider group of critical resources and compare the possible balance between providing highly reliable commitments to the market and the required load/capacity profile – ensuring enough protective capacity. For each scenario that ensures adequate reliability and available capacity the level of throughput that is achieved is calculated. Uncertainty is to be handled by developing TWO different sets of assumptions about the market demand and the required capacity: one that is reasonably optimistic and one that is reasonably pessimistic. All the decisions should be checked according to the TWO different scenarios, revealing the possible benefits and damages of the decisions according to both assessments. These guidelines for such top management meetings open the way to a wider, TOC influenced, methodology for effective business intelligence. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1018 |
Conference Proceedings |
|
Developing the process for top level decision making |
2012 |
Chicago, Il |
The presentation proposes a way to create the appropriate rules for a top-management meeting, supported by a computer program. The program would check various future scenarios considering a wider group of critical resources and compare the possible balance between providing highly reliable commitments to the market and the required load/capacity profile – ensuring enough protective capacity. For each scenario that ensures adequate reliability and available capacity the level of throughput that is achieved is calculated. Uncertainty is to be handled by developing TWO different sets of assumptions about the market demand and the required capacity: one that is reasonably optimistic and one that is reasonably pessimistic. All the decisions should be checked according to the TWO different scenarios, revealing the possible benefits and damages of the decisions according to both assessments. These guidelines for such top management meetings open the way to a wider, TOC influenced, methodology for effective business intelligence. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1019 |
Conference Proceedings |
Schragenheim, Eli |
An intuitive approach to identify the core problem - Demonstrating the approach on the 6th riddle |
2012 |
Chicago, Il |
Riddle 6 The Big Eric Carpets Case-Eric has built Big Eric with his own hands. He started with one small room and three women weaving carpets based on his own design. In five years the company grew to about $10 million annual sales. Three years later it was already close to $100M. It took another five years to reach sales of half a billion, with nine different regional plants, along with their central warehouses, at various locations in the world. This record of sales ($500M) was achieved in 2005. From that year forward the growth stopped. Actually sales went down at an approximate rate of 10% every year and this drop in sales happened throughout Big Eric's international markets. In 2011 the turnover was just $252M, causing a loss of $25M. What is causing the drop in sales? The four key people in Big Eric have different opinions.... |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1020 |
Conference Proceedings |
|
An intuitive approach to identify the core problem - Demonstrating the approach on the 6th riddle |
2012 |
Chicago, Il |
Riddle 6 The Big Eric Carpets Case-Eric has built Big Eric with his own hands. He started with one small room and three women weaving carpets based on his own design. In five years the company grew to about $10 million annual sales. Three years later it was already close to $100M. It took another five years to reach sales of half a billion, with nine different regional plants, along with their central warehouses, at various locations in the world. This record of sales ($500M) was achieved in 2005. From that year forward the growth stopped. Actually sales went down at an approximate rate of 10% every year and this drop in sales happened throughout Big Eric's international markets. In 2011 the turnover was just $252M, causing a loss of $25M. What is causing the drop in sales? The four key people in Big Eric have different opinions.... |
DVD xx, 30 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1021 |
Conference Proceedings |
Schragenheim, Eli |
Hyde Park session: An intuitive approach to identify the core problem |
2012 |
Chicago, Il |
This Hyde Park session is a continuation of the presentation and discussion of Eli Schragenheim's previous presentation. I am looking for a quick way to conduct a diagnostic of a company. The real issue: What blocks people from seeing the obvious? When I read the case I write down significant UDEs. Eli provides a process for diving down quickly to the core problem of an organization. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1022 |
Conference Proceedings |
|
Hyde Park session: An intuitive approach to identify the core problem |
2012 |
Chicago, Il |
This Hyde Park session is a continuation of the presentation and discussion of Eli Schragenheim's previous presentation. I am looking for a quick way to conduct a diagnostic of a company. The real issue: What blocks people from seeing the obvious? When I read the case I write down significant UDEs. Eli provides a process for diving down quickly to the core problem of an organization. |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1023 |
Conference Proceedings |
Schragenheim, Eli |
Supply chain management: The production part, the TOC way so far and what lies ahead |
2012 |
Chicago, Il |
The presentation and facilitated session describe the evolution of TOC from OPT, drum-buffer-rope (DBR), buffer management (BM), simplified drum-buffer-rope (SDBR), make-to-availability (MTA) and reliable and rapid replenishment (RRR) strategy and tactics (S&T) tree. The assumptions of SDBR in make-to order (MTO) are provided. A MTA, MTO (MTA/MTS/RRR S&T) overview is provided. |
DVD 3, |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1024 |
Conference Proceedings |
Chowdhury, Prasun |
Supply chain management: The production part, the TOC way so far and what lies ahead |
2012 |
Chicago, Il |
The presentation and facilitated session describe the evolution of TOC from OPT, drum-buffer-rope (DBR), buffer management (BM), simplified drum-buffer-rope (SDBR), make-to-availability (MTA) and reliable and rapid replenishment (RRR) strategy and tactics (S&T) tree. The assumptions of SDBR in make-to order (MTO) are provided. A MTA, MTO (MTA/MTS/RRR S&T) overview is provided. |
DVD 3, |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1025 |
Conference Proceedings |
|
Supply chain management: The production part, the TOC way so far and what lies ahead |
2012 |
Chicago, Il |
The presentation and facilitated session describe the evolution of TOC from OPT, drum-buffer-rope (DBR), buffer management (BM), simplified drum-buffer-rope (SDBR), make-to-availability (MTA) and reliable and rapid replenishment (RRR) strategy and tactics (S&T) tree. The assumptions of SDBR in make-to order (MTO) are provided. A MTA, MTO (MTA/MTS/RRR S&T) overview is provided. |
DVD 3, |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1026 |
Conference Proceedings |
Schragenheim, Eli |
TOC body of knowledge closing - Supply chain summary |
2012 |
Chicago, Il |
This session is a recap of four standing on the shoulders of giants (SOSG) process sessions. In the supply chain discussion the group discussed the assumptions. Dependent setups many times exist in the process industries are a prime example. This violates the assumption that sequence doesn't impact setup time. Does it impact MTO (make to order) environments more than MTA (make to availability)? What is the cycle time? The cycle time is defined as the time from when we produce an item with a given setup to when we produce this item again. What if we have a single large order that is many times larger than the normal order (a new store or stores in a region are coming on line)? What is replenishment time in make to availability (MTA)? If you have a long production or transportation lead time the responsiveness is delayed? Order daily replenish frequently is discussed. How frequent is frequently with the long delay? |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1027 |
Conference Proceedings |
Chowdhury, Prasun |
TOC body of knowledge closing - Supply chain summary |
2012 |
Chicago, Il |
This session is a recap of four standing on the shoulders of giants (SOSG) process sessions. In the supply chain discussion the group discussed the assumptions. Dependent setups many times exist in the process industries are a prime example. This violates the assumption that sequence doesn't impact setup time. Does it impact MTO (make to order) environments more than MTA (make to availability)? What is the cycle time? The cycle time is defined as the time from when we produce an item with a given setup to when we produce this item again. What if we have a single large order that is many times larger than the normal order (a new store or stores in a region are coming on line)? What is replenishment time in make to availability (MTA)? If you have a long production or transportation lead time the responsiveness is delayed? Order daily replenish frequently is discussed. How frequent is frequently with the long delay? |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1028 |
Conference Proceedings |
|
TOC body of knowledge closing - Supply chain summary |
2012 |
Chicago, Il |
This session is a recap of four standing on the shoulders of giants (SOSG) process sessions. In the supply chain discussion the group discussed the assumptions. Dependent setups many times exist in the process industries are a prime example. This violates the assumption that sequence doesn't impact setup time. Does it impact MTO (make to order) environments more than MTA (make to availability)? What is the cycle time? The cycle time is defined as the time from when we produce an item with a given setup to when we produce this item again. What if we have a single large order that is many times larger than the normal order (a new store or stores in a region are coming on line)? What is replenishment time in make to availability (MTA)? If you have a long production or transportation lead time the responsiveness is delayed? Order daily replenish frequently is discussed. How frequent is frequently with the long delay? |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1029 |
Conference Proceedings |
|
TOC body of knowledge closing - Supply chain summary |
2012 |
Chicago, Il |
This session is a recap of four standing on the shoulders of giants (SOSG) process sessions. In the supply chain discussion the group discussed the assumptions. Dependent setups many times exist in the process industries are a prime example. This violates the assumption that sequence doesn't impact setup time. Does it impact MTO (make to order) environments more than MTA (make to availability)? What is the cycle time? The cycle time is defined as the time from when we produce an item with a given setup to when we produce this item again. What if we have a single large order that is many times larger than the normal order (a new store or stores in a region are coming on line)? What is replenishment time in make to availability (MTA)? If you have a long production or transportation lead time the responsiveness is delayed? Order daily replenish frequently is discussed. How frequent is frequently with the long delay? |
|
https://www.tocico.org/page/2012ConferenceProceedings |
| 1030 |
Conference Proceedings |
Schragenheim (moderator), Eli |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1031 |
Conference Proceedings |
Kothekar, Kiran |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1032 |
Conference Proceedings |
Hurtado, Andres |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1033 |
Conference Proceedings |
Flallos, Julio |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1034 |
Conference Proceedings |
Schragenheim, Hadas |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1035 |
Conference Proceedings |
Camp, Henry |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1036 |
Conference Proceedings |
Kirloskar, Niranjan |
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1037 |
Conference Proceedings |
|
Panel discussion: Sustainable success |
2012 |
Chicago, Il |
Sustainable success: What can we learn from its successes or failures? A couple different companies discussed how they sustained success. Fleetguard's identified its biggest problem as subordination to other departments. To overcome the problem we used the carrot and then the stick. The stick had to be used. One huge challenge is the urge to do management by wandering around. People are our biggest asset. But in a downturn people are the first to go. Now, no matter what happens at Fleetguard no one will be laid off. If something happens all employees will be paid for two years. How to sustain success? What is your dream? You define what is your success and how to sustain it. One point is a money buffer for failures. You can learn a lot from failures. A conflict exists when a new manager comes in and you have his ego versus the company that is on TOC. The conflict exists because the new manager thinks he is hired for his ideas and he wants to change Fleetguard. The injection for this conflict is that Fleetguard likes to promote within by elevation. |
DVD 15 |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1038 |
Conference Proceedings |
Schragenheim, Hadas |
Sifting information out of the data ocean: Using the companys existing data in the buy-in process |
2012 |
Chicago, Il |
The presentation goal is to deliver the "how?" and "why?" of data collection. If done in the correct way, data analysis using the company's data can be used as a proof of concept. Key learning points are: in a very simple way, a consultant can take data from the company, and analyze it in a way that will astonish the company's management; and we can show the existence of the current problems; magnitude of the current problem; and the financial potential of the solution. Material includes using simulation to show the power of aggregation; presenting 3 examples of GC's clients – showing the analysis done – the process of choosing what to show, and the way to present it; showing the loss of sales that stem from shortages; and showing the way to analyze best sellers and slow movers. Benefits include: having a tool to shorten the buy-in process; learn how to look at data, and choose from it the part to focus on; and learn how to present an analysis that will astonish the company's management. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1039 |
Conference Proceedings |
|
Sifting information out of the data ocean: Using the companys existing data in the buy-in process |
2012 |
Chicago, Il |
The presentation goal is to deliver the "how?" and "why?" of data collection. If done in the correct way, data analysis using the company's data can be used as a proof of concept. Key learning points are: in a very simple way, a consultant can take data from the company, and analyze it in a way that will astonish the company's management; and we can show the existence of the current problems; magnitude of the current problem; and the financial potential of the solution. Material includes using simulation to show the power of aggregation; presenting 3 examples of GC's clients – showing the analysis done – the process of choosing what to show, and the way to present it; showing the loss of sales that stem from shortages; and showing the way to analyze best sellers and slow movers. Benefits include: having a tool to shorten the buy-in process; learn how to look at data, and choose from it the part to focus on; and learn how to present an analysis that will astonish the company's management. |
DVD xx, 25 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1040 |
Conference Proceedings |
Stratton, Roy |
Buffer management in context |
2012 |
Chicago, IL |
This presentation explores the conceptual origins of buffer management in the context of TOC developments across make to order (MTO), engineer to order (ETO), make to availability (MTA) in manufacturing environments, in addition to more recent developments in the service sector. The presentation relates the buffer management concept to the seminal work of Shewhart (1931) and Ohno (1978) and discusses the practical and theoretical basis for extending the buffer management concept to enhance ‘lean' developments, with particular reference to construction and healthcare management. |
DVD 18, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1041 |
Conference Proceedings |
|
Buffer management in context |
2012 |
Chicago, IL |
This presentation explores the conceptual origins of buffer management in the context of TOC developments across make to order (MTO), engineer to order (ETO), make to availability (MTA) in manufacturing environments, in addition to more recent developments in the service sector. The presentation relates the buffer management concept to the seminal work of Shewhart (1931) and Ohno (1978) and discusses the practical and theoretical basis for extending the buffer management concept to enhance ‘lean' developments, with particular reference to construction and healthcare management. |
DVD 18, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1042 |
Conference Proceedings |
Kishira,Yuji |
Standing on the shoulders of TOC to impact an ENTIRE NATION |
2012 |
Chicago, Il |
Following a full thinking processes (TP) analysis, Yuji and his Goldratt Group team launched an initiative in 2009 to teach the people of Japan to think clearly in 20 years. Yuji attributes the initial, impressive success to first teaching adults to think clearly about ‘how to teach TOC'. Content included the summary analysis and prerequisite assumptions to ensure ongoing tactics as well as: insights on why TOC for Education (TOCfE) is so effective in teaching TOC-- even to learners who have disparate backgrounds and prior knowledge; powerful, documented concrete results and testimonials; and convincing evidence that it is possible to systematically BUILD A DREAM. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1043 |
Conference Proceedings |
Suerken, Kathy |
Standing on the shoulders of TOC to impact an ENTIRE NATION |
2012 |
Chicago, Il |
Following a full thinking processes (TP) analysis, Yuji and his Goldratt Group team launched an initiative in 2009 to teach the people of Japan to think clearly in 20 years. Yuji attributes the initial, impressive success to first teaching adults to think clearly about ‘how to teach TOC'. Content included the summary analysis and prerequisite assumptions to ensure ongoing tactics as well as: insights on why TOC for Education (TOCfE) is so effective in teaching TOC-- even to learners who have disparate backgrounds and prior knowledge; powerful, documented concrete results and testimonials; and convincing evidence that it is possible to systematically BUILD A DREAM. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1044 |
Conference Proceedings |
Tobita, Motoi |
Standing on the shoulders of TOC to impact an ENTIRE NATION |
2012 |
Chicago, Il |
Following a full thinking processes (TP) analysis, Yuji and his Goldratt Group team launched an initiative in 2009 to teach the people of Japan to think clearly in 20 years. Yuji attributes the initial, impressive success to first teaching adults to think clearly about ‘how to teach TOC'. Content included the summary analysis and prerequisite assumptions to ensure ongoing tactics as well as: insights on why TOC for Education (TOCfE) is so effective in teaching TOC-- even to learners who have disparate backgrounds and prior knowledge; powerful, documented concrete results and testimonials; and convincing evidence that it is possible to systematically BUILD A DREAM. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1045 |
Conference Proceedings |
|
Standing on the shoulders of TOC to impact an ENTIRE NATION |
2012 |
Chicago, Il |
Following a full thinking processes (TP) analysis, Yuji and his Goldratt Group team launched an initiative in 2009 to teach the people of Japan to think clearly in 20 years. Yuji attributes the initial, impressive success to first teaching adults to think clearly about ‘how to teach TOC'. Content included the summary analysis and prerequisite assumptions to ensure ongoing tactics as well as: insights on why TOC for Education (TOCfE) is so effective in teaching TOC-- even to learners who have disparate backgrounds and prior knowledge; powerful, documented concrete results and testimonials; and convincing evidence that it is possible to systematically BUILD A DREAM. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1046 |
Conference Proceedings |
Barnard, Alan, (moderator) |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1047 |
Conference Proceedings |
Suerken, Kathy |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1048 |
Conference Proceedings |
Cox, Kristen |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1049 |
Conference Proceedings |
Kishira, Yuji |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1050 |
Conference Proceedings |
Tobita, Motoi |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1051 |
Conference Proceedings |
Rucinskaite, Milda |
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1052 |
Conference Proceedings |
|
Panel discussion: TOC applied to national concerns |
2012 |
Chicago, Il |
The panel moderator is Alan Barnard and the panelists includes: Kathy Suerken (TOC for Education), Kristen Cox (Utah state government), Kishira, Yuji (Japan), Tobita, Motoi (Japan), and Rucinskaite, Milda (Lithuania). Government concerns include: poverty, lack of education, crime and corruption, and lack of economic growth. Others include health issues. Some prioritize; other link causally. We need an economy that is continually generating surpluses. Each person is inspirational. The first question: is where can we help most? There is a need to translate tools to the specific government environment. One must understand the unique constraints of government (advanced planning documents, budgeting process, etc.). Win-win contracts with consultants are views as getting paid on what you save the government. Education goal is to get TOC the main way in education. Networking is required to spread TOC. Encourage everyone to teach others. Rules of playing the game are difference in government. Challenging fundamental assumptions is required to develop win-win solutions. Check the objective, think about actions, and then people think about money. We have the capability to teach people to think clearly. We don't understand exponential growth: the rule of 70 and doubling the time. Suppose a city is growing at 7%. It takes (70/7 =) 10 years for the population to double. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1053 |
Conference Proceedings |
Thompson, John L. |
Hyde Park session - Contradiction analysis |
2012 |
Chicago, Il |
The conflict is of having a coffee pot in my office or not. I am the designer and interruptions can cost us millions of dollars. A brief history of the thinking processes (TP) was given. A contradiction carries the DNA of a deep seated core conflict therefore contradictions must also carry fragments of the assumptions of that deeper core conflict. Therefore it is possible to follow the train of assumptions and discover the core conflict. Look at conflicts between finance and operations. If you have quarterly bonuses then make bonuses based on finance instead of customer needs, operations capabilities, etc. By interrogating the assumptions we can dive deeper into our understanding of the environment. |
DVD xx, 21 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1054 |
Conference Proceedings |
|
Hyde Park session - Contradiction analysis |
2012 |
Chicago, Il |
The conflict is of having a coffee pot in my office or not. I am the designer and interruptions can cost us millions of dollars. A brief history of the thinking processes (TP) was given. A contradiction carries the DNA of a deep seated core conflict therefore contradictions must also carry fragments of the assumptions of that deeper core conflict. Therefore it is possible to follow the train of assumptions and discover the core conflict. Look at conflicts between finance and operations. If you have quarterly bonuses then make bonuses based on finance instead of customer needs, operations capabilities, etc. By interrogating the assumptions we can dive deeper into our understanding of the environment. |
DVD xx, 21 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1055 |
Conference Proceedings |
Taylor, Bill |
Hyde Park session: Problem and solution for TOCICO webinar: The 12 questions |
2012 |
Chicago, Il |
This presentation identifies the erroneous assumption as that you have to be educated to use the thinking processes (TP). If there is a simple method that solves most problems it will be used. 1. What is the problem from your point of view? 2. How is the problem undesirable or bad? 3. In what way is the problem undesirable? 4. Is there some specific action or situation resulting from the problem? 5. Why do you put up with the problem? (entity B) 6. Is there some action or situation that is the direct cause of the problem? 7. Why does that action or situation exist? 8. Is the problem related to the conflict or dilemma? 9. What is the conflict or dilemma? 10. What are the injections? 11. What are the obstacles? 12. What are the negative branches? Two groups of assumptions for each arrow in the cloud are the positives of changing and the negatives of not changing. |
DVD 29, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1056 |
Conference Proceedings |
|
Hyde Park session: Problem and solution for TOCICO webinar: The 12 questions |
2012 |
Chicago, Il |
This presentation identifies the erroneous assumption as that you have to be educated to use the thinking processes (TP). If there is a simple method that solves most problems it will be used. 1. What is the problem from your point of view? 2. How is the problem undesirable or bad? 3. In what way is the problem undesirable? 4. Is there some specific action or situation resulting from the problem? 5. Why do you put up with the problem? (entity B) 6. Is there some action or situation that is the direct cause of the problem? 7. Why does that action or situation exist? 8. Is the problem related to the conflict or dilemma? 9. What is the conflict or dilemma? 10. What are the injections? 11. What are the obstacles? 12. What are the negative branches? Two groups of assumptions for each arrow in the cloud are the positives of changing and the negatives of not changing. |
DVD 29, 28 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1057 |
Conference Proceedings |
Taylor, Bill |
The journey ahead |
2012 |
Chicago, Il |
This presentation describes the current state of the theory of constraints body of knowledge and the role of TOCICO in moving TOC forward. |
DVD 1, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1058 |
Conference Proceedings |
Lenhartz, Christoph |
The journey ahead |
2012 |
Chicago, Il |
This presentation describes the current state of the theory of constraints body of knowledge and the role of TOCICO in moving TOC forward. |
DVD 1, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1059 |
Conference Proceedings |
|
The journey ahead |
2012 |
Chicago, Il |
This presentation describes the current state of the theory of constraints body of knowledge and the role of TOCICO in moving TOC forward. |
DVD 1, 1 hour 20 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1060 |
Conference Proceedings |
Jacob, Dee |
Point counter-point discussion - Buffer strategy |
2012 |
Chicago, Il |
This is a discussion moderated by John Thompson with panelists Dee Jacob and Roy Stratton on buffer strategy. The general rule of thumb for critical chain project management (CCPM) of cutting the task time in half applies to many environments. The first issue is to check your assumptions. Second, organizations can have 100% due date performance (DDP) by having good project networks, buffers and schedules. In a multiproject environment, it is critical to address the multitasking across projects. People don't follow the right signals; don't follow the global priorities on assigning resources (don't spread the peanut butter, such as three resources working on six tasks all at the same time, thus resulting in all tasks being completed late.) Relay runner and task assignment are paramount. To achieve 100% DDP, you must focus on 1. Setting buffer sizes. 2. Synchronizing by gating projects by staggering resource capacity. 3. Using the relay runner. Why are three-zone (of equal size) buffers used for signal planning and expediting actions? Get better signals for not taking actions when you should; taking actions when you shouldn't and taking the wrong actions. You must understand the context where you apply the action rules. What are the direct effects of the injections? What of the sizes of task times versus safety? Don't get more granular then the system requires. The time you have on paper versus the time you have in reality is the conflict. Different environments cause different actions: production, projects, healthcare, etc. In healthcare, you can't predefine the route of the patient much less the task and path variation. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1061 |
Conference Proceedings |
Stratton, Roy |
Point counter-point discussion - Buffer strategy |
2012 |
Chicago, Il |
This is a discussion moderated by John Thompson with panelists Dee Jacob and Roy Stratton on buffer strategy. The general rule of thumb for critical chain project management (CCPM) of cutting the task time in half applies to many environments. The first issue is to check your assumptions. Second, organizations can have 100% due date performance (DDP) by having good project networks, buffers and schedules. In a multiproject environment, it is critical to address the multitasking across projects. People don't follow the right signals; don't follow the global priorities on assigning resources (don't spread the peanut butter, such as three resources working on six tasks all at the same time, thus resulting in all tasks being completed late.) Relay runner and task assignment are paramount. To achieve 100% DDP, you must focus on 1. Setting buffer sizes. 2. Synchronizing by gating projects by staggering resource capacity. 3. Using the relay runner. Why are three-zone (of equal size) buffers used for signal planning and expediting actions? Get better signals for not taking actions when you should; taking actions when you shouldn't and taking the wrong actions. You must understand the context where you apply the action rules. What are the direct effects of the injections? What of the sizes of task times versus safety? Don't get more granular then the system requires. The time you have on paper versus the time you have in reality is the conflict. Different environments cause different actions: production, projects, healthcare, etc. In healthcare, you can't predefine the route of the patient much less the task and path variation. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1062 |
Conference Proceedings |
|
Point counter-point discussion - Buffer strategy |
2012 |
Chicago, Il |
This is a discussion moderated by John Thompson with panelists Dee Jacob and Roy Stratton on buffer strategy. The general rule of thumb for critical chain project management (CCPM) of cutting the task time in half applies to many environments. The first issue is to check your assumptions. Second, organizations can have 100% due date performance (DDP) by having good project networks, buffers and schedules. In a multiproject environment, it is critical to address the multitasking across projects. People don't follow the right signals; don't follow the global priorities on assigning resources (don't spread the peanut butter, such as three resources working on six tasks all at the same time, thus resulting in all tasks being completed late.) Relay runner and task assignment are paramount. To achieve 100% DDP, you must focus on 1. Setting buffer sizes. 2. Synchronizing by gating projects by staggering resource capacity. 3. Using the relay runner. Why are three-zone (of equal size) buffers used for signal planning and expediting actions? Get better signals for not taking actions when you should; taking actions when you shouldn't and taking the wrong actions. You must understand the context where you apply the action rules. What are the direct effects of the injections? What of the sizes of task times versus safety? Don't get more granular then the system requires. The time you have on paper versus the time you have in reality is the conflict. Different environments cause different actions: production, projects, healthcare, etc. In healthcare, you can't predefine the route of the patient much less the task and path variation. |
DVD |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1063 |
Conference Proceedings |
van der Zel, Kobus |
Hyde Park session – Why the demand for TOC practitioners is about to go from an all-time low (per capita) to an all-time high |
2012 |
Chicago, Il |
This presentation demonstrates how TOC can be used to rescue failing companies from bankruptcy. A company that has broken a bank loan covenant or is facing bankruptcy or liquidation has proven that it has failed to achieve the goal of a business – to make money. Fast action, a solid financial model and the correct focus is required to save at least a part of the company. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1064 |
Conference Proceedings |
|
Hyde Park session – Why the demand for TOC practitioners is about to go from an all-time low (per capita) to an all-time high |
2012 |
Chicago, Il |
This presentation demonstrates how TOC can be used to rescue failing companies from bankruptcy. A company that has broken a bank loan covenant or is facing bankruptcy or liquidation has proven that it has failed to achieve the goal of a business – to make money. Fast action, a solid financial model and the correct focus is required to save at least a part of the company. |
DVD xx, 32 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1065 |
Conference Proceedings |
Walsh, Daniel P. |
Point-counter point discussion - Feeding buffer - Yes or no |
2012 |
Chicago, Il |
The discussion is on feeding buffers in critical chain (CC). Fever charts for project buffers are useful though there is not much emphasis on feeding buffers today. We don't seem to use the information derived from them. It depends on the environment: in maintenance, repair and overhaul (MRO) it is like manufacturing so we ignore the feeding buffer. In research and development (R&D) we watch the feeding buffer closely. Feeding buffers set priorities for tasks and insure full kitting is available when needed on the critical chain. |
DVD 33, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1066 |
Conference Proceedings |
Updegrove, David |
Point-counter point discussion - Feeding buffer - Yes or no |
2012 |
Chicago, Il |
The discussion is on feeding buffers in critical chain (CC). Fever charts for project buffers are useful though there is not much emphasis on feeding buffers today. We don't seem to use the information derived from them. It depends on the environment: in maintenance, repair and overhaul (MRO) it is like manufacturing so we ignore the feeding buffer. In research and development (R&D) we watch the feeding buffer closely. Feeding buffers set priorities for tasks and insure full kitting is available when needed on the critical chain. |
DVD 33, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1067 |
Conference Proceedings |
|
Point-counter point discussion - Feeding buffer - Yes or no |
2012 |
Chicago, Il |
The discussion is on feeding buffers in critical chain (CC). Fever charts for project buffers are useful though there is not much emphasis on feeding buffers today. We don't seem to use the information derived from them. It depends on the environment: in maintenance, repair and overhaul (MRO) it is like manufacturing so we ignore the feeding buffer. In research and development (R&D) we watch the feeding buffer closely. Feeding buffers set priorities for tasks and insure full kitting is available when needed on the critical chain. |
DVD 33, 31 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1068 |
Conference Proceedings |
Youngman, Kelvyn |
The systemic cloud and the layers of resistance: Hiding in plain sight |
2012 |
Chicago, Il |
There are four, and only four, fundamental classes of resistance to improvement and they are the positive and negative of the problem, and the positive and negative of the solution. We know this as the 4-views of buy-in or the alligator and the mermaid change matrix. Our traditional layers of resistance; whether five, six, nine, or more layers, are subdivisions of just three of these fundamental classes. There is one class, the positive of the problem that we have hardly cared to understand at all and doesn't appear in any of the traditional layers of resistance. This is very important. These four classes have a symmetry that allows them to be mapped onto the systemic cloud, as pairs, in a very particular and productive way. We know that the layers of resistance must exist if indeed a cloud exists – otherwise there would be no cloud – and now we know where to map them. They have always been there; simply hiding in plain sight. This broadening of the thinking processes adds tremendous utility to the cloud and our problem-solving process. It is applicable to all theory of constraints philosophy and methodology. We can now succinctly present a complete analysis of any given situation on a single A4 or A3 page. |
DVD xx, 1 hour 8 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1069 |
Conference Proceedings |
|
The systemic cloud and the layers of resistance: Hiding in plain sight |
2012 |
Chicago, Il |
There are four, and only four, fundamental classes of resistance to improvement and they are the positive and negative of the problem, and the positive and negative of the solution. We know this as the 4-views of buy-in or the alligator and the mermaid change matrix. Our traditional layers of resistance; whether five, six, nine, or more layers, are subdivisions of just three of these fundamental classes. There is one class, the positive of the problem that we have hardly cared to understand at all and doesn't appear in any of the traditional layers of resistance. This is very important. These four classes have a symmetry that allows them to be mapped onto the systemic cloud, as pairs, in a very particular and productive way. We know that the layers of resistance must exist if indeed a cloud exists – otherwise there would be no cloud – and now we know where to map them. They have always been there; simply hiding in plain sight. This broadening of the thinking processes adds tremendous utility to the cloud and our problem-solving process. It is applicable to all theory of constraints philosophy and methodology. We can now succinctly present a complete analysis of any given situation on a single A4 or A3 page. |
DVD xx, 1 hour 8 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1070 |
Conference Proceedings |
Stratton, Roy |
The supply chain solutions of TOC basics workshop |
2013 |
Bad Nauheim, Germany |
In many supply chains customers and their suppliers unnecessarily suffer shortages, late delivery and excess inventory that seriously threaten profits. This session enables you to understand how pull systems, encompassing fast response, can be developed in complex MTO and MTS supply chain environments together with deep insights into the underlying logic. The drum-buffer-rope (DBR) application of theory of constraints (TOC) was originally concerned with the MTO environment where the cost world thinking manifests itself in local optimization, intermediate due dates and views any excess capacity as waste. DBR directly challenges this thinking by acknowledging the critical role of capacity buffering, the characteristic behavior of the flow paths (VAIT), the merits of aggregating buffers and the central role of what is now referred to as buffer management (BM). BM is a management signaling system based on four functions (prioritize, expedite, escalate and target improvements) that is key to this and all other TOC applications. Simplified DBR (SDBR) is a development that avoids the complexities of the close scheduling of even one resource by managing the aggregated planned load on the most heavily loaded resources and delegating the detailed scheduling to the shop floor. This application is now widely used as it provides the benefits in most environments without having to address the complexities of scheduling algorithms. Make to availability (MTA) and replenishment are TOC applications that are concerned with MTS environments and therefore stock as opposed to time is used in the management of flow in the wider distribution network. The concept of aggregation is again evident in ensuring stock in the supply network is kept at the lowest level until pulled through the network. The associated stock buffer management system responds dynamically to stock availability in the short term and stock targets in the longer term. The consistency in the DBR and MTA buffer management systems means that MTO and MTS products can be managed through one BM system. Therefore DBR, SDBR, MTA and replenishment offer a coherent theoretical development that is consistent with Toyota Production System (TPS) and lean supply but applicable in more complex environments. |
Roy Stratton
Nottingham Business School, Nottingham Trent University, Burton Street, Nottingham, NG1 4BU, UK (E-mail: roy.stratton@ntu.ac.uk) (Tel: +44 1159 418418) Dr Stratton is based in the UK and is a Reader in Operations and Supply Chain Management at Nottingham Business School, Nottingham Trent University, where he is actively involved in TOC related teaching, research and consultancy. He is the Director of studies of a number of TOC based doctoral students and the Programme Manager of a portfolio of part time TOC based MSc courses delivered in collaboration with QFI Consulting. Previously, Roy worked for Rolls Royce Aero Engines in an internal consultancy role and has since been actively involved in a wide range of industry-based and government funded knowledge transfer research projects. He has published widely in both professional and academic journals and has co-authored two educational books.
Roy is a chartered Engineer (F.I.Mech.E.) and has been awarded a BSc in Mechanical Engineering (Nottingham), an MSc in Manufacturing System Engineering (Warwick), and a PhD in Supply Chain Management (Nottingham Trent). He is certified in all TOC ICO fields and joint Chair of the TOC ICO healthcare SIG.
1 hour 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1071 |
Conference Proceedings |
|
The supply chain solutions of TOC basics workshop |
2013 |
Bad Nauheim, Germany |
In many supply chains customers and their suppliers unnecessarily suffer shortages, late delivery and excess inventory that seriously threaten profits. This session enables you to understand how pull systems, encompassing fast response, can be developed in complex MTO and MTS supply chain environments together with deep insights into the underlying logic. The drum-buffer-rope (DBR) application of theory of constraints (TOC) was originally concerned with the MTO environment where the cost world thinking manifests itself in local optimization, intermediate due dates and views any excess capacity as waste. DBR directly challenges this thinking by acknowledging the critical role of capacity buffering, the characteristic behavior of the flow paths (VAIT), the merits of aggregating buffers and the central role of what is now referred to as buffer management (BM). BM is a management signaling system based on four functions (prioritize, expedite, escalate and target improvements) that is key to this and all other TOC applications. Simplified DBR (SDBR) is a development that avoids the complexities of the close scheduling of even one resource by managing the aggregated planned load on the most heavily loaded resources and delegating the detailed scheduling to the shop floor. This application is now widely used as it provides the benefits in most environments without having to address the complexities of scheduling algorithms. Make to availability (MTA) and replenishment are TOC applications that are concerned with MTS environments and therefore stock as opposed to time is used in the management of flow in the wider distribution network. The concept of aggregation is again evident in ensuring stock in the supply network is kept at the lowest level until pulled through the network. The associated stock buffer management system responds dynamically to stock availability in the short term and stock targets in the longer term. The consistency in the DBR and MTA buffer management systems means that MTO and MTS products can be managed through one BM system. Therefore DBR, SDBR, MTA and replenishment offer a coherent theoretical development that is consistent with Toyota Production System (TPS) and lean supply but applicable in more complex environments. |
Roy Stratton
Nottingham Business School, Nottingham Trent University, Burton Street, Nottingham, NG1 4BU, UK (E-mail: roy.stratton@ntu.ac.uk) (Tel: +44 1159 418418) Dr Stratton is based in the UK and is a Reader in Operations and Supply Chain Management at Nottingham Business School, Nottingham Trent University, where he is actively involved in TOC related teaching, research and consultancy. He is the Director of studies of a number of TOC based doctoral students and the Programme Manager of a portfolio of part time TOC based MSc courses delivered in collaboration with QFI Consulting. Previously, Roy worked for Rolls Royce Aero Engines in an internal consultancy role and has since been actively involved in a wide range of industry-based and government funded knowledge transfer research projects. He has published widely in both professional and academic journals and has co-authored two educational books.
Roy is a chartered Engineer (F.I.Mech.E.) and has been awarded a BSc in Mechanical Engineering (Nottingham), an MSc in Manufacturing System Engineering (Warwick), and a PhD in Supply Chain Management (Nottingham Trent). He is certified in all TOC ICO fields and joint Chair of the TOC ICO healthcare SIG.
1 hour 30 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1072 |
Conference Proceedings |
Lindsey, C. Grant |
TOC fundamentals exam review session (pdf only) |
2006 |
Miami, FL |
This presentation covers the basics of theory of constraints. TOCICO certification structure overview includes: A discuss of fundamental TOC concepts; suggestions for successfully completing the exam; a review of some sample exam questions; an opportunity to answer and discuss some illustrative exam questions; and answer your questions. The exam is comprised of thee major parts. Part A – TOC fundamentals covers simple versus complex systems; global versus local improvement; and the five focusing steps. Part B includes TOC thinking processes; the change sequence; answering three change questions; undesirable effects (UDEs), conflicts and Injections; negative branch reservations; and resistance to change. Part C includes TOC applications: supply chain and operations; finance and measurement; and project management. It is an excellent review of the content for the fundamentals exam. |
PDF only |
https://www.tocico.org/page/2006ConferenceProceedings |
| 1073 |
Conference Proceedings |
Reid, Richard |
TOC fundamentals exam review session (pdf only) |
2006 |
Miami, FL |
This presentation covers the basics of theory of constraints. TOCICO certification structure overview includes: A discuss of fundamental TOC concepts; suggestions for successfully completing the exam; a review of some sample exam questions; an opportunity to answer and discuss some illustrative exam questions; and answer your questions. The exam is comprised of thee major parts. Part A – TOC fundamentals covers simple versus complex systems; global versus local improvement; and the five focusing steps. Part B includes TOC thinking processes; the change sequence; answering three change questions; undesirable effects (UDEs), conflicts and Injections; negative branch reservations; and resistance to change. Part C includes TOC applications: supply chain and operations; finance and measurement; and project management. It is an excellent review of the content for the fundamentals exam. |
PDF only |
https://www.tocico.org/page/2006ConferenceProceedings |
| 1074 |
Conference Proceedings |
|
TOC fundamentals exam review session (pdf only) |
2006 |
Miami, FL |
This presentation covers the basics of theory of constraints. TOCICO certification structure overview includes: A discuss of fundamental TOC concepts; suggestions for successfully completing the exam; a review of some sample exam questions; an opportunity to answer and discuss some illustrative exam questions; and answer your questions. The exam is comprised of thee major parts. Part A – TOC fundamentals covers simple versus complex systems; global versus local improvement; and the five focusing steps. Part B includes TOC thinking processes; the change sequence; answering three change questions; undesirable effects (UDEs), conflicts and Injections; negative branch reservations; and resistance to change. Part C includes TOC applications: supply chain and operations; finance and measurement; and project management. It is an excellent review of the content for the fundamentals exam. |
PDF only |
https://www.tocico.org/page/2006ConferenceProceedings |
| 1075 |
Conference Proceedings |
Leader, Alan H. |
Certification review: Thinking processes (pdf only) |
2008 |
Las Vegas, NV |
The review includes a discussion of the nature of the system, two approaches to identifying the core problem of the system, identifying the direction of the solution with the future reality tree, using the negative branch reservation to strengthen the solution, how to cause the change with the prerequisite tree and intermediate objective map, and a discussion of the transition tree. Next a discussion of frequently asked questions about the thinking processes exam is provided. Last examples and practice exercises are provided. |
pdf only |
https://www.tocico.org/page/2008ConferenceProceedings |
| 1076 |
Conference Proceedings |
|
Certification review: Thinking processes (pdf only) |
2008 |
Las Vegas, NV |
The review includes a discussion of the nature of the system, two approaches to identifying the core problem of the system, identifying the direction of the solution with the future reality tree, using the negative branch reservation to strengthen the solution, how to cause the change with the prerequisite tree and intermediate objective map, and a discussion of the transition tree. Next a discussion of frequently asked questions about the thinking processes exam is provided. Last examples and practice exercises are provided. |
pdf only |
https://www.tocico.org/page/2008ConferenceProceedings |
| 1077 |
Conference Proceedings |
Burkhard, Rudolf |
Supply chain logistics workshop (German) |
2013 |
Bad Nauheim, Germany |
In many supply chains customers and their suppliers unnecessarily suffer shortages, late delivery and excess inventory that seriously threaten profits. This session will enable you to understand how pull systems, encompassing fast response, can be developed in complex make to order (MTO) and make to stock (MTS) supply chain environments together with deep insights into the underlying logic. The drum-buffer-rope (DBR) application of TOC was originally concerned with the MTO environment where the cost world thinking manifests itself in local optimization, intermediate due dates and views any excess capacity as waste. DBR directly challenges this thinking by acknowledging the critical role of capacity buffering, the characteristic behavior of the flow paths (VAIT), the merits of aggregating buffers and the central role of what is now referred to as buffer management (BM). BM is a management signaling system based on four functions (prioritize, expedite, escalate and target improvements) that is key to this and all other TOC applications. Simplified DBR (SDBR) is a development that avoids the complexities of the close scheduling of even one resource by managing the aggregated planned load on the most heavily loaded resources and delegating the detailed scheduling to the shop floor. This application is now widely used as it provides the benefits in most environments without having to address the complexities of scheduling algorithms. Make to availability (MTA) and replenishment are TOC applications that are concerned with MTS environments and therefore stock as opposed to time is used in the management of flow in the wider distribution network. The concept of aggregation is again evident in ensuring stock in the supply network is kept at the lowest level until pulled through the network. The associated stock buffer management system responds dynamically to stock availability in the short term and stock targets in the longer term. The consistency in the DBR and MTA buffer management systems means that MTO and MTS products can be managed through one BM system. Therefore DBR, SDBR, MTA and replenishment offer a coherent theoretical development that is consistent with Toyota Production System (TPS) and lean supply but applicable in more complex environments. |
1 hour 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1078 |
Conference Proceedings |
|
Supply chain logistics workshop (German) |
2013 |
Bad Nauheim, Germany |
In many supply chains customers and their suppliers unnecessarily suffer shortages, late delivery and excess inventory that seriously threaten profits. This session will enable you to understand how pull systems, encompassing fast response, can be developed in complex make to order (MTO) and make to stock (MTS) supply chain environments together with deep insights into the underlying logic. The drum-buffer-rope (DBR) application of TOC was originally concerned with the MTO environment where the cost world thinking manifests itself in local optimization, intermediate due dates and views any excess capacity as waste. DBR directly challenges this thinking by acknowledging the critical role of capacity buffering, the characteristic behavior of the flow paths (VAIT), the merits of aggregating buffers and the central role of what is now referred to as buffer management (BM). BM is a management signaling system based on four functions (prioritize, expedite, escalate and target improvements) that is key to this and all other TOC applications. Simplified DBR (SDBR) is a development that avoids the complexities of the close scheduling of even one resource by managing the aggregated planned load on the most heavily loaded resources and delegating the detailed scheduling to the shop floor. This application is now widely used as it provides the benefits in most environments without having to address the complexities of scheduling algorithms. Make to availability (MTA) and replenishment are TOC applications that are concerned with MTS environments and therefore stock as opposed to time is used in the management of flow in the wider distribution network. The concept of aggregation is again evident in ensuring stock in the supply network is kept at the lowest level until pulled through the network. The associated stock buffer management system responds dynamically to stock availability in the short term and stock targets in the longer term. The consistency in the DBR and MTA buffer management systems means that MTO and MTS products can be managed through one BM system. Therefore DBR, SDBR, MTA and replenishment offer a coherent theoretical development that is consistent with Toyota Production System (TPS) and lean supply but applicable in more complex environments. |
1 hour 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1079 |
Conference Proceedings |
Ferguson, Lisa Anne |
Finance and measures basics workshop |
2013 |
Bad Nauheim, Germany |
This presentation was given by Rocco Surace. This workshop provides the fundamentals or basics of TOC finance and measures. The five focusing steps are introduced and applied to a P and Q product mix problem. Each step is illustrated. The measures of throughput, inventory (investment) and operating expense are presented and illustrated in the example. Several decision-making scenerios are described and solved using TOC concepts. |
1 hour 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1080 |
Conference Proceedings |
|
Finance and measures basics workshop |
2013 |
Bad Nauheim, Germany |
This presentation was given by Rocco Surace. This workshop provides the fundamentals or basics of TOC finance and measures. The five focusing steps are introduced and applied to a P and Q product mix problem. Each step is illustrated. The measures of throughput, inventory (investment) and operating expense are presented and illustrated in the example. Several decision-making scenerios are described and solved using TOC concepts. |
1 hour 35 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1081 |
Conference Proceedings |
Richards, Robert |
Critical chain: Short-duration tasks |
2009 |
Tacoma, WA |
Robert Richards of Stottier Henke describes working on the project management software and modifying it to include critical chain. This software is used by NASA for refurbishing the space craft for example. He describes the problem of adding pseudo-critical chain features that are problematic. Hilbert then describes the purpose of the presentation as to get feedback from TOC experts instead of telling you what we did. |
DVD 8, 33 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 1082 |
Conference Proceedings |
Robinson, Hilbert |
Critical chain: Short-duration tasks |
2009 |
Tacoma, WA |
Robert Richards of Stottier Henke describes working on the project management software and modifying it to include critical chain. This software is used by NASA for refurbishing the space craft for example. He describes the problem of adding pseudo-critical chain features that are problematic. Hilbert then describes the purpose of the presentation as to get feedback from TOC experts instead of telling you what we did. |
DVD 8, 33 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 1083 |
Conference Proceedings |
|
Critical chain: Short-duration tasks |
2009 |
Tacoma, WA |
Robert Richards of Stottier Henke describes working on the project management software and modifying it to include critical chain. This software is used by NASA for refurbishing the space craft for example. He describes the problem of adding pseudo-critical chain features that are problematic. Hilbert then describes the purpose of the presentation as to get feedback from TOC experts instead of telling you what we did. |
DVD 8, 33 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 1084 |
Conference Proceedings |
Curtis, Brian |
Consultants corner - Treetop: Managing a moving constraint |
2012 |
Chicago, IL |
A case study is presented on Tree Top Company. The company produces dehydrated and frozen apples, apple slice, juice, etc. The attributes of apples as inputs, the production process, etc. are described. The question is: How do you properly manage a process where the incoming raw material variability moves your process constraint? The average process time is 2.5 to 3 hour. If apples are peeled and left for more than 1/2 hour then they turn brown. This is considered defective. Whatever the packing house gets on Wednesday we get on Thursday. We can sell all we produce. The audience asks questions and provides suggestions on how to manage the operation. |
DVD xx, 44 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1085 |
Conference Proceedings |
|
Consultants corner - Treetop: Managing a moving constraint |
2012 |
Chicago, IL |
A case study is presented on Tree Top Company. The company produces dehydrated and frozen apples, apple slice, juice, etc. The attributes of apples as inputs, the production process, etc. are described. The question is: How do you properly manage a process where the incoming raw material variability moves your process constraint? The average process time is 2.5 to 3 hour. If apples are peeled and left for more than 1/2 hour then they turn brown. This is considered defective. Whatever the packing house gets on Wednesday we get on Thursday. We can sell all we produce. The audience asks questions and provides suggestions on how to manage the operation. |
DVD xx, 44 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1086 |
Conference Proceedings |
Surace (moderator), Rocco |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1087 |
Conference Proceedings |
Knight, Alex |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1088 |
Conference Proceedings |
de Kiewiet, Mark |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1089 |
Conference Proceedings |
Ferguson, Lisa |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1090 |
Conference Proceedings |
Cox, Jim |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1091 |
Conference Proceedings |
Robinson, Tim |
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1092 |
Conference Proceedings |
|
Healthcare panel: TOC in healthcare |
2012 |
Chicago, IL |
Rocco Surace is moderator. Alex Knight, Mark de Kiewiet, Lisa Ferguson, Jim Cox, and Tim Robinson are panelists. The audience asked questions to the panel and different panelists responded to the questions. |
DVD xx, 1 hour 2 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1093 |
Conference Proceedings |
Scheinkopf, Lisa |
Hyde Park: Standing on the shoulders of giants |
2012 |
Chicago, Il |
The standing on the shoulders of giants process (developed by Eli Goldratt) is discussed in detail. The first necessary condition is that you care enough about the subject to really put out the effort to use this process. Once you identify the subject then next learn as much as you can of the subject and what is going well and how much is not covered. Recognize the good that is there. Recognize what else is left to work on. Third, really understand what has been done. Fourth, identify the conceptual difference of what exists for the initial environment and the new environment. Fifth, what is the wrong assumption that exists in the new environment and the initial environment. What is the difference in the two environments that causes the solution to the old environment not to work in the new environment. Sixth, analyze and study this wrong assumption and how the solution must be modified to accommodate this change in environment. You must conceptualize the solution and broaden the solution. The steps are more iterative than linear. You learn from one step then have to move to a previous step to expand your understanding. Lisa discusses her journey of using this process on her research with Eli Goldratt, Yuji Kiri, and Amir Schragenheim to study linear touch time. Philip Marris ponders why we have not formed teams of experts to move knowledge forward in a given topic area. The discussion continues on the application of the SOSG process not to TOC but to vastly different areas: healthcare, government, etc. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1094 |
Conference Proceedings |
|
Hyde Park: Standing on the shoulders of giants |
2012 |
Chicago, Il |
The standing on the shoulders of giants process (developed by Eli Goldratt) is discussed in detail. The first necessary condition is that you care enough about the subject to really put out the effort to use this process. Once you identify the subject then next learn as much as you can of the subject and what is going well and how much is not covered. Recognize the good that is there. Recognize what else is left to work on. Third, really understand what has been done. Fourth, identify the conceptual difference of what exists for the initial environment and the new environment. Fifth, what is the wrong assumption that exists in the new environment and the initial environment. What is the difference in the two environments that causes the solution to the old environment not to work in the new environment. Sixth, analyze and study this wrong assumption and how the solution must be modified to accommodate this change in environment. You must conceptualize the solution and broaden the solution. The steps are more iterative than linear. You learn from one step then have to move to a previous step to expand your understanding. Lisa discusses her journey of using this process on her research with Eli Goldratt, Yuji Kiri, and Amir Schragenheim to study linear touch time. Philip Marris ponders why we have not formed teams of experts to move knowledge forward in a given topic area. The discussion continues on the application of the SOSG process not to TOC but to vastly different areas: healthcare, government, etc. |
DVD xx, 29 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1095 |
Conference Proceedings |
Holt (moderator), Steven |
Panel discussion - Aerospace |
2012 |
Chicago, Il |
The panel consists of Steven Holt (moderator), Jared Price, Antonio Brasil; TOC professionals from the aerospace industry manufacturers. Steve describes this environment as having both extremely short and extremely long term decision horizons. A plane may be at the gate and loaded and the provider calls the manufacturer to determine if the plane is safe to fly. On the other hand, aircraft design, procurement, and manufacturing is a multiyear process. The panelist are then asked questions by the audience. Buffer management and buffer recovery were discussed in detail. This may be quite important in knowledge work where one iterates through development stages and back again to final plans. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1096 |
Conference Proceedings |
Price, Jared |
Panel discussion - Aerospace |
2012 |
Chicago, Il |
The panel consists of Steven Holt (moderator), Jared Price, Antonio Brasil; TOC professionals from the aerospace industry manufacturers. Steve describes this environment as having both extremely short and extremely long term decision horizons. A plane may be at the gate and loaded and the provider calls the manufacturer to determine if the plane is safe to fly. On the other hand, aircraft design, procurement, and manufacturing is a multiyear process. The panelist are then asked questions by the audience. Buffer management and buffer recovery were discussed in detail. This may be quite important in knowledge work where one iterates through development stages and back again to final plans. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1097 |
Conference Proceedings |
Brasil, Antonio |
Panel discussion - Aerospace |
2012 |
Chicago, Il |
The panel consists of Steven Holt (moderator), Jared Price, Antonio Brasil; TOC professionals from the aerospace industry manufacturers. Steve describes this environment as having both extremely short and extremely long term decision horizons. A plane may be at the gate and loaded and the provider calls the manufacturer to determine if the plane is safe to fly. On the other hand, aircraft design, procurement, and manufacturing is a multiyear process. The panelist are then asked questions by the audience. Buffer management and buffer recovery were discussed in detail. This may be quite important in knowledge work where one iterates through development stages and back again to final plans. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1098 |
Conference Proceedings |
|
Panel discussion - Aerospace |
2012 |
Chicago, Il |
The panel consists of Steven Holt (moderator), Jared Price, Antonio Brasil; TOC professionals from the aerospace industry manufacturers. Steve describes this environment as having both extremely short and extremely long term decision horizons. A plane may be at the gate and loaded and the provider calls the manufacturer to determine if the plane is safe to fly. On the other hand, aircraft design, procurement, and manufacturing is a multiyear process. The panelist are then asked questions by the audience. Buffer management and buffer recovery were discussed in detail. This may be quite important in knowledge work where one iterates through development stages and back again to final plans. |
DVD xx, 58 minutes |
https://www.tocico.org/page/2012ConferenceProceedings |
| 1099 |
Online Multimedia |
Schragenheim, Eli |
From DBR to SDBR |
2009 |
|
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1100 |
Online Multimedia |
|
From DBR to SDBR |
2009 |
|
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1101 |
Online Multimedia |
|
From DBR to SDBR |
2009 |
|
Simplified drum buffer rope (SDBR) is now the official choice of Goldratt Consulting to manage production. We highlight the rational of choosing SDBR over DBR. Some new concepts have been added in the last 6-7 years to the SDBR approach: 1. The planned load: the total load on the weakest link. 2. A unique approach to managing make-to-stock environments has been developed that does not use time buffers, but instead uses one stock buffer. The planned load concept enables SDBR to manage production even when a capacity constraint resource (CCR) is truly active. The approach to make-to-stock also supports the idea of refraining from detailed scheduling of the CCR. Lately some critical additions to the above approach were made. The need to support rapid response orders and at the same time, ensure perfect delivery of existing orders in standard times has led to the development of an algorithm to ensure safe time quotations to customers, which is based on the planned load. However, in a rapid response situation we don't always know how much capacity is required when a regular order shows up, because rapid response orders might follow and consume the available capacity. A mechanism for capacity reservation is suggested. All the above new developments are now translated into software. The authors conclude the presentation by briefly demonstrating the new features of the software, with special emphasis on the planned load concept and how management should use it. The visuals of the software provide a summary of the theoretical approach and show the links to reality. The capacity reservation allocation and management is the core of the discussion. A full paper on the use of SDBR in rapid response implementation is attached. Benefits include: 1. More able to decide between implementation of SDBR or traditional DBR; 2. Understand the concept of the planned load and its practical ramifications. 3. Understand the capacity reservation needs and dilemmas. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1102 |
Online Multimedia |
Thompson, John L. |
An introduction to constructing strategy and tactic trees |
2010 |
|
John presents an introduction to constructing strategy and tactic trees (S&T). Starting with the basics, he describes a simplified approach demonstrating where to start, how to frame the subject and then generate the S&T. The presentation organization includes: 1. Introduction: A brief history of the thinking processes. 2. Rules for astute observation: – Selecting the biggest contradiction or undesirable effect (UDE). – Interrogation to reveal a set of assumptions. – Reconstructing the generic cloud. – Selecting supporting assumptions. – The direction of a solution – Strategy: What must be accomplished? – How to accomplish the strategy –The tactic. – Acknowledging issues of synchronization and risk. 3. Building an S&T –Start by creating an S&T framework -Example. |
John is the owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turnaround including Project Management, Distribution, Finance and Measurement, Strategy and the TOC Thinking Process. John is currently on the Board of the TOCICO, the TOC International Certification Organization as well as a founding member and past Chairman. John has led numerous Companies through Facilitated Analysis and hands on Implementations in many diverse Industries. Implementations have been conducted on a global basis, including the USA, Southern Africa, Ukraine, England and China. This has led to successful implementations in the Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics, Steel and Heavy Steel Fabrication Industries, among others. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 1103 |
Online Multimedia |
|
An introduction to constructing strategy and tactic trees |
2010 |
|
John presents an introduction to constructing strategy and tactic trees (S&T). Starting with the basics, he describes a simplified approach demonstrating where to start, how to frame the subject and then generate the S&T. The presentation organization includes: 1. Introduction: A brief history of the thinking processes. 2. Rules for astute observation: – Selecting the biggest contradiction or undesirable effect (UDE). – Interrogation to reveal a set of assumptions. – Reconstructing the generic cloud. – Selecting supporting assumptions. – The direction of a solution – Strategy: What must be accomplished? – How to accomplish the strategy –The tactic. – Acknowledging issues of synchronization and risk. 3. Building an S&T –Start by creating an S&T framework -Example. |
John is the owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turnaround including Project Management, Distribution, Finance and Measurement, Strategy and the TOC Thinking Process. John is currently on the Board of the TOCICO, the TOC International Certification Organization as well as a founding member and past Chairman. John has led numerous Companies through Facilitated Analysis and hands on Implementations in many diverse Industries. Implementations have been conducted on a global basis, including the USA, Southern Africa, Ukraine, England and China. This has led to successful implementations in the Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics, Steel and Heavy Steel Fabrication Industries, among others. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 1104 |
Online Multimedia |
|
An introduction to constructing strategy and tactic trees |
2010 |
|
John presents an introduction to constructing strategy and tactic trees (S&T). Starting with the basics, he describes a simplified approach demonstrating where to start, how to frame the subject and then generate the S&T. The presentation organization includes: 1. Introduction: A brief history of the thinking processes. 2. Rules for astute observation: – Selecting the biggest contradiction or undesirable effect (UDE). – Interrogation to reveal a set of assumptions. – Reconstructing the generic cloud. – Selecting supporting assumptions. – The direction of a solution – Strategy: What must be accomplished? – How to accomplish the strategy –The tactic. – Acknowledging issues of synchronization and risk. 3. Building an S&T –Start by creating an S&T framework -Example. |
John is the owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turnaround including Project Management, Distribution, Finance and Measurement, Strategy and the TOC Thinking Process. John is currently on the Board of the TOCICO, the TOC International Certification Organization as well as a founding member and past Chairman. John has led numerous Companies through Facilitated Analysis and hands on Implementations in many diverse Industries. Implementations have been conducted on a global basis, including the USA, Southern Africa, Ukraine, England and China. This has led to successful implementations in the Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics, Steel and Heavy Steel Fabrication Industries, among others. |
https://www.tocico.org/page/2010OnlineMultimedia |
| 1105 |
Online Multimedia |
Smith, Chad |
Actively synchronized replenishment |
2009 |
|
This presentation discusses the use and problems of MRP over its life. A survey is described which describes the environment of MRP. Actively synchronized replenishment (ASR) is introduced and described. It is a pull system with new rules for inventory strategy and bill of materials analysis, pull-based demand generation and material execution. It is quite effective in executing lean and drum-buffer-rope scheduling. The four components of ASR are strategic inventory positioning; dynamic buffer level profiling and maintenance; pull-based demand generation; and highly visible and collaborative execution. |
1 hour 3 miinutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1106 |
Online Multimedia |
|
Actively synchronized replenishment |
2009 |
|
This presentation discusses the use and problems of MRP over its life. A survey is described which describes the environment of MRP. Actively synchronized replenishment (ASR) is introduced and described. It is a pull system with new rules for inventory strategy and bill of materials analysis, pull-based demand generation and material execution. It is quite effective in executing lean and drum-buffer-rope scheduling. The four components of ASR are strategic inventory positioning; dynamic buffer level profiling and maintenance; pull-based demand generation; and highly visible and collaborative execution. |
1 hour 3 miinutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1107 |
Online Multimedia |
|
Actively synchronized replenishment |
2009 |
|
This presentation discusses the use and problems of MRP over its life. A survey is described which describes the environment of MRP. Actively synchronized replenishment (ASR) is introduced and described. It is a pull system with new rules for inventory strategy and bill of materials analysis, pull-based demand generation and material execution. It is quite effective in executing lean and drum-buffer-rope scheduling. The four components of ASR are strategic inventory positioning; dynamic buffer level profiling and maintenance; pull-based demand generation; and highly visible and collaborative execution. |
1 hour 3 miinutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1108 |
Conference Proceedings |
Miller, Ken |
Q&A: Overcoming the myths that keep government from radically improving and the change agents guide to radical improvement |
2013 |
Bad Nauheim, Germany |
Ken answered questions related to his earlier presentation and the government environment related to system improvement. He indicated that most government environments are analogous to plumbing with a lot of short pipes connected with various fittings. Most government processes are a few steps in this department, another step or two in another department, etc. Lead times are long and highly variable. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1109 |
Conference Proceedings |
|
Q&A: Overcoming the myths that keep government from radically improving and the change agents guide to radical improvement |
2013 |
Bad Nauheim, Germany |
Ken answered questions related to his earlier presentation and the government environment related to system improvement. He indicated that most government environments are analogous to plumbing with a lot of short pipes connected with various fittings. Most government processes are a few steps in this department, another step or two in another department, etc. Lead times are long and highly variable. |
32 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1110 |
Online Multimedia |
Schragenheim, Eli |
A direction of solution: A holistic process for high level decisions based on delta T and delta OE |
2011 |
|
The objective is to have an effective process for making high level managerial decisions. The lack of a unified process causes sales and operations to behave according to local interests instead of the organization's global interest. Additionally, uncertainty is viewed as a threat to every decision maker. Thus too many decisions lead to inferior performance. Existing tools (i.e. cost per unit) are not sufficient. Throughput accounting currently has not been extended to cover these decisions. TA doesn't help determine what should be the product mix given existing capacity or how to expand capacity in the future. Linking sales and operations planning to the proposed decision-making process is critical. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 1111 |
Online Multimedia |
|
A direction of solution: A holistic process for high level decisions based on delta T and delta OE |
2011 |
|
The objective is to have an effective process for making high level managerial decisions. The lack of a unified process causes sales and operations to behave according to local interests instead of the organization's global interest. Additionally, uncertainty is viewed as a threat to every decision maker. Thus too many decisions lead to inferior performance. Existing tools (i.e. cost per unit) are not sufficient. Throughput accounting currently has not been extended to cover these decisions. TA doesn't help determine what should be the product mix given existing capacity or how to expand capacity in the future. Linking sales and operations planning to the proposed decision-making process is critical. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 1112 |
Online Multimedia |
|
A direction of solution: A holistic process for high level decisions based on delta T and delta OE |
2011 |
|
The objective is to have an effective process for making high level managerial decisions. The lack of a unified process causes sales and operations to behave according to local interests instead of the organization's global interest. Additionally, uncertainty is viewed as a threat to every decision maker. Thus too many decisions lead to inferior performance. Existing tools (i.e. cost per unit) are not sufficient. Throughput accounting currently has not been extended to cover these decisions. TA doesn't help determine what should be the product mix given existing capacity or how to expand capacity in the future. Linking sales and operations planning to the proposed decision-making process is critical. |
1 hour 26 minutes |
https://www.tocico.org/page/2011OnlineMultimedia |
| 1113 |
Online Multimedia |
Gilani, Ravinder |
Increasing cash in a short span of time |
2009 |
|
The presentation describes the five focusing steps, constraint identification, cash-constraint definition, issues with a cash constraint, managing a cash constraint, exploitation and subordination with the right measurements, increasing cash-to-cash velocity, selling obsolete material, elevating cash and the next steps after breaking the cash constraint. Some rules are given for identifying the constraint. Guidelines for increasing cash when cash is not the constraint and when it is the constraint are provided. Examples illustrating the various concepts are provided. |
1 hour 1 minute |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1114 |
Online Multimedia |
|
Increasing cash in a short span of time |
2009 |
|
The presentation describes the five focusing steps, constraint identification, cash-constraint definition, issues with a cash constraint, managing a cash constraint, exploitation and subordination with the right measurements, increasing cash-to-cash velocity, selling obsolete material, elevating cash and the next steps after breaking the cash constraint. Some rules are given for identifying the constraint. Guidelines for increasing cash when cash is not the constraint and when it is the constraint are provided. Examples illustrating the various concepts are provided. |
1 hour 1 minute |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1115 |
Online Multimedia |
|
Increasing cash in a short span of time |
2009 |
|
The presentation describes the five focusing steps, constraint identification, cash-constraint definition, issues with a cash constraint, managing a cash constraint, exploitation and subordination with the right measurements, increasing cash-to-cash velocity, selling obsolete material, elevating cash and the next steps after breaking the cash constraint. Some rules are given for identifying the constraint. Guidelines for increasing cash when cash is not the constraint and when it is the constraint are provided. Examples illustrating the various concepts are provided. |
1 hour 1 minute |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1116 |
Online Multimedia |
Lang, Lisa |
The psychology of mafia offers |
2009 |
|
This paper discusses the old brain (where rational thinking occurs); the middle brain (where emotional processing occurs) and the new brain (where decision making occurs). The six stimuli of the old brain are: self-centered, contrast, tangible input, beginning and end, visual stimuli, and emotion. The four steps to sell to the decision maker are: diagnose the pain, differentiate your claims, demonstrate the gain, and deliver to the old brain. These sound similar to the buy-in process. The buy-in process is discussed in great detail. Results of using this process are described. |
1 hour 10 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1117 |
Online Multimedia |
|
The psychology of mafia offers |
2009 |
|
This paper discusses the old brain (where rational thinking occurs); the middle brain (where emotional processing occurs) and the new brain (where decision making occurs). The six stimuli of the old brain are: self-centered, contrast, tangible input, beginning and end, visual stimuli, and emotion. The four steps to sell to the decision maker are: diagnose the pain, differentiate your claims, demonstrate the gain, and deliver to the old brain. These sound similar to the buy-in process. The buy-in process is discussed in great detail. Results of using this process are described. |
1 hour 10 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1118 |
Online Multimedia |
|
The psychology of mafia offers |
2009 |
|
This paper discusses the old brain (where rational thinking occurs); the middle brain (where emotional processing occurs) and the new brain (where decision making occurs). The six stimuli of the old brain are: self-centered, contrast, tangible input, beginning and end, visual stimuli, and emotion. The four steps to sell to the decision maker are: diagnose the pain, differentiate your claims, demonstrate the gain, and deliver to the old brain. These sound similar to the buy-in process. The buy-in process is discussed in great detail. Results of using this process are described. |
1 hour 10 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1119 |
Online Multimedia |
Woeppel, Mark |
Projects in less time |
2009 |
|
The results of the Standish Group and PDI surveys related to project management and success are described. The traditional project environment is described: while projects differ, deliveries are usually late, too many changes in scope, over budget, excessive rework and frequent project and task priorities battles exist. Project performance suffers from poor planning, resource multitasking and project managers focusing on the past. To complete projects in less time, first build good plans which focus on deliverables; treat task durations as forecasts, not commitments; and recognize the constraint. Second, limit the amount of work in process to maximize flow. Third, the team work around project completion by making the plan The plan, stop blaming and get moving, focus on the future, and use buffers as a risk management tool for completion. The steps to building a plan are 1. Provide tasks with aggressive estimates. 2. Identify the critical chain. 3. Buffer the project completion. 4. Add feeding buffers. Planning principles are provided and discussed. The problems of multitasking, Parkinson's law, and the student syndrome are described. The buffer burn ratio is the best indicator of project status. CCPM benefits and concerns are described. The eight steps of implementation and the responses of what can be done now are listed and discussed. |
1 hour 7 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1120 |
Online Multimedia |
|
Projects in less time |
2009 |
|
The results of the Standish Group and PDI surveys related to project management and success are described. The traditional project environment is described: while projects differ, deliveries are usually late, too many changes in scope, over budget, excessive rework and frequent project and task priorities battles exist. Project performance suffers from poor planning, resource multitasking and project managers focusing on the past. To complete projects in less time, first build good plans which focus on deliverables; treat task durations as forecasts, not commitments; and recognize the constraint. Second, limit the amount of work in process to maximize flow. Third, the team work around project completion by making the plan The plan, stop blaming and get moving, focus on the future, and use buffers as a risk management tool for completion. The steps to building a plan are 1. Provide tasks with aggressive estimates. 2. Identify the critical chain. 3. Buffer the project completion. 4. Add feeding buffers. Planning principles are provided and discussed. The problems of multitasking, Parkinson's law, and the student syndrome are described. The buffer burn ratio is the best indicator of project status. CCPM benefits and concerns are described. The eight steps of implementation and the responses of what can be done now are listed and discussed. |
1 hour 7 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1121 |
Online Multimedia |
|
Projects in less time |
2009 |
|
The results of the Standish Group and PDI surveys related to project management and success are described. The traditional project environment is described: while projects differ, deliveries are usually late, too many changes in scope, over budget, excessive rework and frequent project and task priorities battles exist. Project performance suffers from poor planning, resource multitasking and project managers focusing on the past. To complete projects in less time, first build good plans which focus on deliverables; treat task durations as forecasts, not commitments; and recognize the constraint. Second, limit the amount of work in process to maximize flow. Third, the team work around project completion by making the plan The plan, stop blaming and get moving, focus on the future, and use buffers as a risk management tool for completion. The steps to building a plan are 1. Provide tasks with aggressive estimates. 2. Identify the critical chain. 3. Buffer the project completion. 4. Add feeding buffers. Planning principles are provided and discussed. The problems of multitasking, Parkinson's law, and the student syndrome are described. The buffer burn ratio is the best indicator of project status. CCPM benefits and concerns are described. The eight steps of implementation and the responses of what can be done now are listed and discussed. |
1 hour 7 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1122 |
Online Multimedia |
Cerveny, Janice F. |
Project management certification review workshop |
2009 |
|
The presentation starts with an introduction and session overview which describes the outcomes and certification focus. Next, the three components of the exam are describes as project management fundamentals; TOC thinking processes and critical chain; and CCPM, the logistical applications and holistic view. The grading/evaluation criteria are then provided and any viewer questions are addressed. Base-level competency related to critical chain project management that is evaluated in the fundamentals exam (therefore assumed to be in place) includes: 1. The ability to identify the critical chain and its length in a single project network (given padded activity times and (some) resource contention) 2. Recognition that activity times should be cut by 50% in the beginning 3. Buffers should be 50% of reduced durations. 4. Correctly removes resource contention to minimize total project lead time 5. Knows appropriate rules of scheduling (pushing all tasks as late in time as possible and working backwards) 6. The ability to correctly size and position the required buffers. Given this baseline understanding of the fundamentals exam, the three parts of this exam extend to build on this foundation by providing a detailed outline of the points covered under each exam part. Sample questions and examples are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1123 |
Online Multimedia |
|
Project management certification review workshop |
2009 |
|
The presentation starts with an introduction and session overview which describes the outcomes and certification focus. Next, the three components of the exam are describes as project management fundamentals; TOC thinking processes and critical chain; and CCPM, the logistical applications and holistic view. The grading/evaluation criteria are then provided and any viewer questions are addressed. Base-level competency related to critical chain project management that is evaluated in the fundamentals exam (therefore assumed to be in place) includes: 1. The ability to identify the critical chain and its length in a single project network (given padded activity times and (some) resource contention) 2. Recognition that activity times should be cut by 50% in the beginning 3. Buffers should be 50% of reduced durations. 4. Correctly removes resource contention to minimize total project lead time 5. Knows appropriate rules of scheduling (pushing all tasks as late in time as possible and working backwards) 6. The ability to correctly size and position the required buffers. Given this baseline understanding of the fundamentals exam, the three parts of this exam extend to build on this foundation by providing a detailed outline of the points covered under each exam part. Sample questions and examples are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1124 |
Online Multimedia |
|
Project management certification review workshop |
2009 |
|
The presentation starts with an introduction and session overview which describes the outcomes and certification focus. Next, the three components of the exam are describes as project management fundamentals; TOC thinking processes and critical chain; and CCPM, the logistical applications and holistic view. The grading/evaluation criteria are then provided and any viewer questions are addressed. Base-level competency related to critical chain project management that is evaluated in the fundamentals exam (therefore assumed to be in place) includes: 1. The ability to identify the critical chain and its length in a single project network (given padded activity times and (some) resource contention) 2. Recognition that activity times should be cut by 50% in the beginning 3. Buffers should be 50% of reduced durations. 4. Correctly removes resource contention to minimize total project lead time 5. Knows appropriate rules of scheduling (pushing all tasks as late in time as possible and working backwards) 6. The ability to correctly size and position the required buffers. Given this baseline understanding of the fundamentals exam, the three parts of this exam extend to build on this foundation by providing a detailed outline of the points covered under each exam part. Sample questions and examples are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1125 |
Online Multimedia |
Reedy, Skip |
TOC in the main stream |
2009 |
|
In this presentation, the current state of the economy (2009) is described. Unemployment is over 9% and rising. Gross domestic product has decreased by over 3%. Ten million homes have mortgages that exceed their market value. The presenter poses the question of whether TOC can help solve these problems. Can the politicians', bureaucrats', financiers', bankers', etc. plans of pushing money into the economy work? Can the best practices of TOC (thinking processes, throughput accounting, critical chain, supply chain logistics, business strategy) help? We should teach the world TOC. First Solar Manufacturer (manufactures solar panels) was discussed. For five years it has been growing at 200% per year. What if all businesses were managed with TOC similar to First Solar? They would be profitable, provide secure employment, low stress, content customers, successful suppliers growing tax base, stable families, and continual growth. The Japanese Ministry of Public Works is also discussed in their use of and growth of critical chain in projects over the past 7 years. Skip provides a detailed prescription for expanding TOC into the main way. |
49 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1126 |
Online Multimedia |
|
TOC in the main stream |
2009 |
|
In this presentation, the current state of the economy (2009) is described. Unemployment is over 9% and rising. Gross domestic product has decreased by over 3%. Ten million homes have mortgages that exceed their market value. The presenter poses the question of whether TOC can help solve these problems. Can the politicians', bureaucrats', financiers', bankers', etc. plans of pushing money into the economy work? Can the best practices of TOC (thinking processes, throughput accounting, critical chain, supply chain logistics, business strategy) help? We should teach the world TOC. First Solar Manufacturer (manufactures solar panels) was discussed. For five years it has been growing at 200% per year. What if all businesses were managed with TOC similar to First Solar? They would be profitable, provide secure employment, low stress, content customers, successful suppliers growing tax base, stable families, and continual growth. The Japanese Ministry of Public Works is also discussed in their use of and growth of critical chain in projects over the past 7 years. Skip provides a detailed prescription for expanding TOC into the main way. |
49 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1127 |
Online Multimedia |
|
TOC in the main stream |
2009 |
|
In this presentation, the current state of the economy (2009) is described. Unemployment is over 9% and rising. Gross domestic product has decreased by over 3%. Ten million homes have mortgages that exceed their market value. The presenter poses the question of whether TOC can help solve these problems. Can the politicians', bureaucrats', financiers', bankers', etc. plans of pushing money into the economy work? Can the best practices of TOC (thinking processes, throughput accounting, critical chain, supply chain logistics, business strategy) help? We should teach the world TOC. First Solar Manufacturer (manufactures solar panels) was discussed. For five years it has been growing at 200% per year. What if all businesses were managed with TOC similar to First Solar? They would be profitable, provide secure employment, low stress, content customers, successful suppliers growing tax base, stable families, and continual growth. The Japanese Ministry of Public Works is also discussed in their use of and growth of critical chain in projects over the past 7 years. Skip provides a detailed prescription for expanding TOC into the main way. |
49 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1128 |
Online Multimedia |
Leader, Alan H. |
Certification review: Thinking processes |
2009 |
|
The nature of the system includes the subject matter, the goal, the necessary conditions, what governs the behavior of the system (values, culture, externalities, policies, measurements, behaviors, etc.) and how much influence do you have with which to effect change. The three question change sequence provides a system framework to identify the core problem (What to change), solve the system problem with a win-win solution (To what to change) and provide an implementation plan (How to cause the change). Two methods are described for identifying the core problem. First, one can build the current reality tree (CRT) from 8-10 undesirable effects (UDEs) to the core problem by asking why and using the categories of legitimate reservation. The core problem can be constructed as a conflict and its assumptions surfaced to identify and challenge an erroneous assumption. The second method of identifying the core problem is the three cloud approach. Three diverse UDEs are selected and a cloud built for each UDE. The clouds are then compared to construct a generic cloud that represents the three original UDEs and the remaining UDEs. The core conflict represented in the generic cloud is the cause of all the UDEs. By rotating this generic cloud 90 degrees and surfacing the cloud assumptions one can attach all of the UDEs to this base. The erroneous assumption is replaced with an injection providing the direction of the solution. From this injection the future reality tree is constructed by providing supporting injections to replace the UDEs with desirable effects (DEs). Two thinking processes are useful in responding to how to cause the change. These are the prerequisite tree and the transition tree. Several frequently asked questions are provided in addition to a couple examples for practice. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1129 |
Online Multimedia |
|
Certification review: Thinking processes |
2009 |
|
The nature of the system includes the subject matter, the goal, the necessary conditions, what governs the behavior of the system (values, culture, externalities, policies, measurements, behaviors, etc.) and how much influence do you have with which to effect change. The three question change sequence provides a system framework to identify the core problem (What to change), solve the system problem with a win-win solution (To what to change) and provide an implementation plan (How to cause the change). Two methods are described for identifying the core problem. First, one can build the current reality tree (CRT) from 8-10 undesirable effects (UDEs) to the core problem by asking why and using the categories of legitimate reservation. The core problem can be constructed as a conflict and its assumptions surfaced to identify and challenge an erroneous assumption. The second method of identifying the core problem is the three cloud approach. Three diverse UDEs are selected and a cloud built for each UDE. The clouds are then compared to construct a generic cloud that represents the three original UDEs and the remaining UDEs. The core conflict represented in the generic cloud is the cause of all the UDEs. By rotating this generic cloud 90 degrees and surfacing the cloud assumptions one can attach all of the UDEs to this base. The erroneous assumption is replaced with an injection providing the direction of the solution. From this injection the future reality tree is constructed by providing supporting injections to replace the UDEs with desirable effects (DEs). Two thinking processes are useful in responding to how to cause the change. These are the prerequisite tree and the transition tree. Several frequently asked questions are provided in addition to a couple examples for practice. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1130 |
Online Multimedia |
|
Certification review: Thinking processes |
2009 |
|
The nature of the system includes the subject matter, the goal, the necessary conditions, what governs the behavior of the system (values, culture, externalities, policies, measurements, behaviors, etc.) and how much influence do you have with which to effect change. The three question change sequence provides a system framework to identify the core problem (What to change), solve the system problem with a win-win solution (To what to change) and provide an implementation plan (How to cause the change). Two methods are described for identifying the core problem. First, one can build the current reality tree (CRT) from 8-10 undesirable effects (UDEs) to the core problem by asking why and using the categories of legitimate reservation. The core problem can be constructed as a conflict and its assumptions surfaced to identify and challenge an erroneous assumption. The second method of identifying the core problem is the three cloud approach. Three diverse UDEs are selected and a cloud built for each UDE. The clouds are then compared to construct a generic cloud that represents the three original UDEs and the remaining UDEs. The core conflict represented in the generic cloud is the cause of all the UDEs. By rotating this generic cloud 90 degrees and surfacing the cloud assumptions one can attach all of the UDEs to this base. The erroneous assumption is replaced with an injection providing the direction of the solution. From this injection the future reality tree is constructed by providing supporting injections to replace the UDEs with desirable effects (DEs). Two thinking processes are useful in responding to how to cause the change. These are the prerequisite tree and the transition tree. Several frequently asked questions are provided in addition to a couple examples for practice. |
1 hour 20 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1131 |
Online Multimedia |
Ferguson, Lisa Anne |
Strategy and tactics trees: Part 1 |
2009 |
|
This presentation examines the strategy literature, answers the question of what is a strategy (answers the question: what for?) and what is a tactic (answers the question: how?). The strategy node template is provided; the red curve (growth) and green curve (stability) is discussed. The structure of the S & T tree is explained along with the details of a node with necessity assumptions, strategy, parallel assumptions, and sufficiency assumptions. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1132 |
Online Multimedia |
|
Strategy and tactics trees: Part 1 |
2009 |
|
This presentation examines the strategy literature, answers the question of what is a strategy (answers the question: what for?) and what is a tactic (answers the question: how?). The strategy node template is provided; the red curve (growth) and green curve (stability) is discussed. The structure of the S & T tree is explained along with the details of a node with necessity assumptions, strategy, parallel assumptions, and sufficiency assumptions. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1133 |
Online Multimedia |
|
Strategy and tactics trees: Part 1 |
2009 |
|
This presentation examines the strategy literature, answers the question of what is a strategy (answers the question: what for?) and what is a tactic (answers the question: how?). The strategy node template is provided; the red curve (growth) and green curve (stability) is discussed. The structure of the S & T tree is explained along with the details of a node with necessity assumptions, strategy, parallel assumptions, and sufficiency assumptions. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1134 |
Online Multimedia |
Edwards, Scott |
Drum buffer rope application at Intel warehouse |
2009 |
|
This presentation describes the three steps used to implement drum-buffer-rope scheduling in Intel's warehouse system. 1. Timely and accurate data are needed. 2. Utilization of existing continuous improvement programs and methods are used. 3. Training though “game” exercises is used. Each step is discussed in some detail. The game is illustrated with results. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1135 |
Online Multimedia |
|
Drum buffer rope application at Intel warehouse |
2009 |
|
This presentation describes the three steps used to implement drum-buffer-rope scheduling in Intel's warehouse system. 1. Timely and accurate data are needed. 2. Utilization of existing continuous improvement programs and methods are used. 3. Training though “game” exercises is used. Each step is discussed in some detail. The game is illustrated with results. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1136 |
Online Multimedia |
|
Drum buffer rope application at Intel warehouse |
2009 |
|
This presentation describes the three steps used to implement drum-buffer-rope scheduling in Intel's warehouse system. 1. Timely and accurate data are needed. 2. Utilization of existing continuous improvement programs and methods are used. 3. Training though “game” exercises is used. Each step is discussed in some detail. The game is illustrated with results. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1137 |
Online Multimedia |
Dalton, Michael A. |
Simplifying innovation: Applying the 5-steps for doubling speed to market and new product profits |
2009 |
|
This presentation provides a simple five step approach to innovation based on critical chain project management. Innovation is defined as the process of finding and profitably servicing unexpressed market needs. There are two key metrics: throughput and new product cycle time. Innovation constraints can be shared resources, facilities, markets or even policies. Guided innovation mapping is described. |
1 hour 2 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1138 |
Online Multimedia |
|
Simplifying innovation: Applying the 5-steps for doubling speed to market and new product profits |
2009 |
|
This presentation provides a simple five step approach to innovation based on critical chain project management. Innovation is defined as the process of finding and profitably servicing unexpressed market needs. There are two key metrics: throughput and new product cycle time. Innovation constraints can be shared resources, facilities, markets or even policies. Guided innovation mapping is described. |
1 hour 2 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1139 |
Online Multimedia |
|
Simplifying innovation: Applying the 5-steps for doubling speed to market and new product profits |
2009 |
|
This presentation provides a simple five step approach to innovation based on critical chain project management. Innovation is defined as the process of finding and profitably servicing unexpressed market needs. There are two key metrics: throughput and new product cycle time. Innovation constraints can be shared resources, facilities, markets or even policies. Guided innovation mapping is described. |
1 hour 2 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1140 |
Online Multimedia |
Zanchuk, Val |
DBR / lean scheduling: shorter lead times, increased capacity, less inventory, lower costs |
2009 |
|
This presentation provides a background on Graphicast, a manufacturer founded in 1978, located in Jaffrey, NH; contract manufacturer of machined, zinc alloy castings; in-house design, mold making, casting, machining capabilities; proprietary, graphite mold casting process creates high-density castings with exceptional surface finish; most applications are high valued-added machine components. Parts were for laboratory analysis equipment, printing presses, and automation equipment. Graphicast continually had scheduling problems. Graphicast used Visual and they finally developed a drum buffer rope (DBR) module. The presenter indicated that he called his scheduler lean since it was a better marketing advantage though it was DBR. Lead time was 16 weeks and by day 4 they had reduced the lead time to 5 weeks. After a month they reduced the buffer to 4 weeks and eliminated all overtime. Graphicast gave employees a bonus to compensate for overtime. It has been working well for over a year. Power consumption was reduced 15%, reduced WIP 30%; doubled capacity. The primary issue is not scheduling now it is sales and marketing. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1141 |
Online Multimedia |
|
DBR / lean scheduling: shorter lead times, increased capacity, less inventory, lower costs |
2009 |
|
This presentation provides a background on Graphicast, a manufacturer founded in 1978, located in Jaffrey, NH; contract manufacturer of machined, zinc alloy castings; in-house design, mold making, casting, machining capabilities; proprietary, graphite mold casting process creates high-density castings with exceptional surface finish; most applications are high valued-added machine components. Parts were for laboratory analysis equipment, printing presses, and automation equipment. Graphicast continually had scheduling problems. Graphicast used Visual and they finally developed a drum buffer rope (DBR) module. The presenter indicated that he called his scheduler lean since it was a better marketing advantage though it was DBR. Lead time was 16 weeks and by day 4 they had reduced the lead time to 5 weeks. After a month they reduced the buffer to 4 weeks and eliminated all overtime. Graphicast gave employees a bonus to compensate for overtime. It has been working well for over a year. Power consumption was reduced 15%, reduced WIP 30%; doubled capacity. The primary issue is not scheduling now it is sales and marketing. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1142 |
Online Multimedia |
|
DBR / lean scheduling: shorter lead times, increased capacity, less inventory, lower costs |
2009 |
|
This presentation provides a background on Graphicast, a manufacturer founded in 1978, located in Jaffrey, NH; contract manufacturer of machined, zinc alloy castings; in-house design, mold making, casting, machining capabilities; proprietary, graphite mold casting process creates high-density castings with exceptional surface finish; most applications are high valued-added machine components. Parts were for laboratory analysis equipment, printing presses, and automation equipment. Graphicast continually had scheduling problems. Graphicast used Visual and they finally developed a drum buffer rope (DBR) module. The presenter indicated that he called his scheduler lean since it was a better marketing advantage though it was DBR. Lead time was 16 weeks and by day 4 they had reduced the lead time to 5 weeks. After a month they reduced the buffer to 4 weeks and eliminated all overtime. Graphicast gave employees a bonus to compensate for overtime. It has been working well for over a year. Power consumption was reduced 15%, reduced WIP 30%; doubled capacity. The primary issue is not scheduling now it is sales and marketing. |
41 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1143 |
Online Multimedia |
Ferguson, Lisa Anne |
How to effectively deal with a time or attention constraint |
2013 |
|
This presentation deals with the problems associated with time and attention constraints. A multitasking exercise is discussed. Elements of critical chain project management are provided to address the problem: Set clear project / task priorities; delay the release of new projects / tasks; kill projects; significantly reduce “bad multitasking”; remove significant safety time from tasks in the project plan; place part of the safety removed in the project and feeding buffers; “buffer management”; freeze projects, tasks, legs; and full kit. Next, the use of the five focusing steps is described. Lisa describes her Illuminutopia organization and her personal struggle with achieving her professional goals and maintaining her health and the time dilemma this creates. She discusses how Goldratt resolved this time dilemma as discussed in The Choice. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1144 |
Online Multimedia |
|
How to effectively deal with a time or attention constraint |
2013 |
|
This presentation deals with the problems associated with time and attention constraints. A multitasking exercise is discussed. Elements of critical chain project management are provided to address the problem: Set clear project / task priorities; delay the release of new projects / tasks; kill projects; significantly reduce “bad multitasking”; remove significant safety time from tasks in the project plan; place part of the safety removed in the project and feeding buffers; “buffer management”; freeze projects, tasks, legs; and full kit. Next, the use of the five focusing steps is described. Lisa describes her Illuminutopia organization and her personal struggle with achieving her professional goals and maintaining her health and the time dilemma this creates. She discusses how Goldratt resolved this time dilemma as discussed in The Choice. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1145 |
Online Multimedia |
|
How to effectively deal with a time or attention constraint |
2013 |
|
This presentation deals with the problems associated with time and attention constraints. A multitasking exercise is discussed. Elements of critical chain project management are provided to address the problem: Set clear project / task priorities; delay the release of new projects / tasks; kill projects; significantly reduce “bad multitasking”; remove significant safety time from tasks in the project plan; place part of the safety removed in the project and feeding buffers; “buffer management”; freeze projects, tasks, legs; and full kit. Next, the use of the five focusing steps is described. Lisa describes her Illuminutopia organization and her personal struggle with achieving her professional goals and maintaining her health and the time dilemma this creates. She discusses how Goldratt resolved this time dilemma as discussed in The Choice. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1146 |
Online Multimedia |
Ferguson, Lisa Anne |
Strategy and tactics trees: Part 2 |
2009 |
|
The structure of a step in the S & T tree is presented. The structure of the necessary assumptions, the strategy, the parallel assumptions, the tactic and the sufficiency assumptions is provided. Level 1 of a Viable Vision step is given. The plus buy-in process is described as: 1. Agree on an ambitious objective which is desired (the pot of gold) 2. Agree that the objective is much more difficult to achieve than we originally thought (the cliff is very high and steep) 3. Agree that there is a direction of a solution (the anchor for the ladder) 4. Agree on the solution (the rungs of the ladder) 5. Overcome unverbalized fears (how not to break your legs climbing the ladder). Each step of the five steps of the plus buy-in process is illustrated. The reliable rapid response (RRR) S & T tree is used to illustrate the five steps. Several steps and levels in the S & T tree are discussed. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1147 |
Online Multimedia |
|
Strategy and tactics trees: Part 2 |
2009 |
|
The structure of a step in the S & T tree is presented. The structure of the necessary assumptions, the strategy, the parallel assumptions, the tactic and the sufficiency assumptions is provided. Level 1 of a Viable Vision step is given. The plus buy-in process is described as: 1. Agree on an ambitious objective which is desired (the pot of gold) 2. Agree that the objective is much more difficult to achieve than we originally thought (the cliff is very high and steep) 3. Agree that there is a direction of a solution (the anchor for the ladder) 4. Agree on the solution (the rungs of the ladder) 5. Overcome unverbalized fears (how not to break your legs climbing the ladder). Each step of the five steps of the plus buy-in process is illustrated. The reliable rapid response (RRR) S & T tree is used to illustrate the five steps. Several steps and levels in the S & T tree are discussed. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1148 |
Online Multimedia |
|
Strategy and tactics trees: Part 2 |
2009 |
|
The structure of a step in the S & T tree is presented. The structure of the necessary assumptions, the strategy, the parallel assumptions, the tactic and the sufficiency assumptions is provided. Level 1 of a Viable Vision step is given. The plus buy-in process is described as: 1. Agree on an ambitious objective which is desired (the pot of gold) 2. Agree that the objective is much more difficult to achieve than we originally thought (the cliff is very high and steep) 3. Agree that there is a direction of a solution (the anchor for the ladder) 4. Agree on the solution (the rungs of the ladder) 5. Overcome unverbalized fears (how not to break your legs climbing the ladder). Each step of the five steps of the plus buy-in process is illustrated. The reliable rapid response (RRR) S & T tree is used to illustrate the five steps. Several steps and levels in the S & T tree are discussed. |
1 hour 30 minutes |
https://www.tocico.org/page/2009OnlineMultimedia |
| 1149 |
Online Multimedia |
Newbold, Robert C. |
The Project Manifesto |
2013 |
|
The presentation is based on Rob's new book, The Project Manifesto and is organized as follows: introduction, the problem, the solution: relay race, the project manifesto summary and wrap-up. Learning points include: we are approaching critical chain (and many other things) backwards; many problems are self-inflicted; behaviors and values matter; and challenge everything. Rob asks the question: What is the purpose of a project buffer? The actual purpose is to make protection visible and protect us from wasting it. We have been attacking multitasking for 15-20 years and we are still failing. What compels people to multitask? Multitasking is not the core problem it is a symptom. Rob believes it is values. What do we value in today's organization? We are expected to be responsive, getting things started, and meeting deadlines. Rob has several games to illustrate each of these issues. He provided the URLs for each of these games. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1150 |
Online Multimedia |
|
The Project Manifesto |
2013 |
|
The presentation is based on Rob's new book, The Project Manifesto and is organized as follows: introduction, the problem, the solution: relay race, the project manifesto summary and wrap-up. Learning points include: we are approaching critical chain (and many other things) backwards; many problems are self-inflicted; behaviors and values matter; and challenge everything. Rob asks the question: What is the purpose of a project buffer? The actual purpose is to make protection visible and protect us from wasting it. We have been attacking multitasking for 15-20 years and we are still failing. What compels people to multitask? Multitasking is not the core problem it is a symptom. Rob believes it is values. What do we value in today's organization? We are expected to be responsive, getting things started, and meeting deadlines. Rob has several games to illustrate each of these issues. He provided the URLs for each of these games. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1151 |
Online Multimedia |
|
The Project Manifesto |
2013 |
|
The presentation is based on Rob's new book, The Project Manifesto and is organized as follows: introduction, the problem, the solution: relay race, the project manifesto summary and wrap-up. Learning points include: we are approaching critical chain (and many other things) backwards; many problems are self-inflicted; behaviors and values matter; and challenge everything. Rob asks the question: What is the purpose of a project buffer? The actual purpose is to make protection visible and protect us from wasting it. We have been attacking multitasking for 15-20 years and we are still failing. What compels people to multitask? Multitasking is not the core problem it is a symptom. Rob believes it is values. What do we value in today's organization? We are expected to be responsive, getting things started, and meeting deadlines. Rob has several games to illustrate each of these issues. He provided the URLs for each of these games. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1152 |
Online Multimedia |
Youngman, Kelvyn |
Two types of clouds - Session one: Didactic arguments and local / global clouds |
2013 |
|
This is a two session presentation. This is session 2. In session 1, we discussed: Dialectic and didactic overview, dialectic arguments and local/local clouds, synthetic example, difficult conversations, where the UDE's hide, security and satisfaction. In this session 2 I cover: Dialectic and didactic review, didactic arguments and local/global clouds, Machiavelli and the change matrix, synthetic example, security and satisfaction, several general forms, self-interest and common-interest. The B-D side of the cloud deals with the local view while the C-D' side deals with the global view of the problem. The matrix of the local view is presented showing the benefits of the part and the detriments to the part. The global matrix is presented showing the solution of the whole and the problems of the whole. The similarity relationships between the didactic matrix and the change matrix are discussed. A discussion of a Machiavelli quotation is given related to positives and negatives of change. The ABC versus MRP cloud (local to local cloud) is revisited and structured as a local global cloud with drum buffer rope and throughput accounting on the global side to meet the requirement of increase of throughput. The local to local cloud from session 1 is solved here as a local global cloud here with the implementation of drum buffer rope and throughput accounting. Efrat's cloud is also revisited in addition to self and common interest as local global clouds. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1153 |
Online Multimedia |
|
Two types of clouds - Session one: Didactic arguments and local / global clouds |
2013 |
|
This is a two session presentation. This is session 2. In session 1, we discussed: Dialectic and didactic overview, dialectic arguments and local/local clouds, synthetic example, difficult conversations, where the UDE's hide, security and satisfaction. In this session 2 I cover: Dialectic and didactic review, didactic arguments and local/global clouds, Machiavelli and the change matrix, synthetic example, security and satisfaction, several general forms, self-interest and common-interest. The B-D side of the cloud deals with the local view while the C-D' side deals with the global view of the problem. The matrix of the local view is presented showing the benefits of the part and the detriments to the part. The global matrix is presented showing the solution of the whole and the problems of the whole. The similarity relationships between the didactic matrix and the change matrix are discussed. A discussion of a Machiavelli quotation is given related to positives and negatives of change. The ABC versus MRP cloud (local to local cloud) is revisited and structured as a local global cloud with drum buffer rope and throughput accounting on the global side to meet the requirement of increase of throughput. The local to local cloud from session 1 is solved here as a local global cloud here with the implementation of drum buffer rope and throughput accounting. Efrat's cloud is also revisited in addition to self and common interest as local global clouds. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1154 |
Online Multimedia |
|
Two types of clouds - Session one: Didactic arguments and local / global clouds |
2013 |
|
This is a two session presentation. This is session 2. In session 1, we discussed: Dialectic and didactic overview, dialectic arguments and local/local clouds, synthetic example, difficult conversations, where the UDE's hide, security and satisfaction. In this session 2 I cover: Dialectic and didactic review, didactic arguments and local/global clouds, Machiavelli and the change matrix, synthetic example, security and satisfaction, several general forms, self-interest and common-interest. The B-D side of the cloud deals with the local view while the C-D' side deals with the global view of the problem. The matrix of the local view is presented showing the benefits of the part and the detriments to the part. The global matrix is presented showing the solution of the whole and the problems of the whole. The similarity relationships between the didactic matrix and the change matrix are discussed. A discussion of a Machiavelli quotation is given related to positives and negatives of change. The ABC versus MRP cloud (local to local cloud) is revisited and structured as a local global cloud with drum buffer rope and throughput accounting on the global side to meet the requirement of increase of throughput. The local to local cloud from session 1 is solved here as a local global cloud here with the implementation of drum buffer rope and throughput accounting. Efrat's cloud is also revisited in addition to self and common interest as local global clouds. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1155 |
Online Multimedia |
Taylor, Bill |
The 12 questions current reality branch - The Excel app |
2014 |
Denver, CO. |
First presented at a "Hyde Park" presentation at the 2013 TOCICO conference in Bad Nauheim, the 12 questions current reality branch model in Excel produces the basic current reality branch, conflict cloud, chronic conflict and premises and detailed current reality branch. Bill will detail the functioning of the model as used in a three hour interview with the CEO of a very large pediatric hospital in the USA, and the holistic process for producing generic TP diagrams. Both the presentation and the Excel model will be made available to webinar participants and TOCICO members. The webinar will conclude with a summary "What is TOC for heathcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1156 |
Online Multimedia |
|
The 12 questions current reality branch - The Excel app |
2014 |
Denver, CO. |
First presented at a "Hyde Park" presentation at the 2013 TOCICO conference in Bad Nauheim, the 12 questions current reality branch model in Excel produces the basic current reality branch, conflict cloud, chronic conflict and premises and detailed current reality branch. Bill will detail the functioning of the model as used in a three hour interview with the CEO of a very large pediatric hospital in the USA, and the holistic process for producing generic TP diagrams. Both the presentation and the Excel model will be made available to webinar participants and TOCICO members. The webinar will conclude with a summary "What is TOC for heathcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1157 |
Online Multimedia |
|
The 12 questions current reality branch - The Excel app |
2014 |
Denver, CO. |
First presented at a "Hyde Park" presentation at the 2013 TOCICO conference in Bad Nauheim, the 12 questions current reality branch model in Excel produces the basic current reality branch, conflict cloud, chronic conflict and premises and detailed current reality branch. Bill will detail the functioning of the model as used in a three hour interview with the CEO of a very large pediatric hospital in the USA, and the holistic process for producing generic TP diagrams. Both the presentation and the Excel model will be made available to webinar participants and TOCICO members. The webinar will conclude with a summary "What is TOC for heathcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1158 |
Online Multimedia |
Knight, Alex |
Achieving a breakthrough in healthcare |
2013 |
|
The presentation outline includes: Understanding the core problem in healthcare systems; criteria against which any solution should be judged; the theory of constraints (TOC); and bring pride and joy back into the hearts of healthcare workers. The core problem relates to costs rising much faster than revenues throughout the world. In this predicament, the ability to do more with current resources answers a significant need. Any solution must simultaneously: Increase the quality and timeliness of care; improve the affordability of care; without simply asking staff to work harder; and bring pride and joy back into the heart of everyone working in the health system. The theory of constraints (TOC) provides the basis of a simultaneous breakthrough in the quality and timeliness of care and the financial performance of the healthcare system. The four pillars of TOC (inherent simplicity, every conflict can be removed; people are good; and never say I know) and the four concepts of flow are discussed with respect to healthcare. Typical results of acute, community, children's, mental health hospitals and in the community setting are: Length of stay reductions of 20% - 50%; more patients treated within current resources; improved quality of care; improved staff morale; and improved access to care. Additional detailed results are provided. Alex explains an example showing the impact of a reduction on length of stay on number of patients serviced and throughput. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1159 |
Online Multimedia |
|
Achieving a breakthrough in healthcare |
2013 |
|
The presentation outline includes: Understanding the core problem in healthcare systems; criteria against which any solution should be judged; the theory of constraints (TOC); and bring pride and joy back into the hearts of healthcare workers. The core problem relates to costs rising much faster than revenues throughout the world. In this predicament, the ability to do more with current resources answers a significant need. Any solution must simultaneously: Increase the quality and timeliness of care; improve the affordability of care; without simply asking staff to work harder; and bring pride and joy back into the heart of everyone working in the health system. The theory of constraints (TOC) provides the basis of a simultaneous breakthrough in the quality and timeliness of care and the financial performance of the healthcare system. The four pillars of TOC (inherent simplicity, every conflict can be removed; people are good; and never say I know) and the four concepts of flow are discussed with respect to healthcare. Typical results of acute, community, children's, mental health hospitals and in the community setting are: Length of stay reductions of 20% - 50%; more patients treated within current resources; improved quality of care; improved staff morale; and improved access to care. Additional detailed results are provided. Alex explains an example showing the impact of a reduction on length of stay on number of patients serviced and throughput. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1160 |
Online Multimedia |
|
Achieving a breakthrough in healthcare |
2013 |
|
The presentation outline includes: Understanding the core problem in healthcare systems; criteria against which any solution should be judged; the theory of constraints (TOC); and bring pride and joy back into the hearts of healthcare workers. The core problem relates to costs rising much faster than revenues throughout the world. In this predicament, the ability to do more with current resources answers a significant need. Any solution must simultaneously: Increase the quality and timeliness of care; improve the affordability of care; without simply asking staff to work harder; and bring pride and joy back into the heart of everyone working in the health system. The theory of constraints (TOC) provides the basis of a simultaneous breakthrough in the quality and timeliness of care and the financial performance of the healthcare system. The four pillars of TOC (inherent simplicity, every conflict can be removed; people are good; and never say I know) and the four concepts of flow are discussed with respect to healthcare. Typical results of acute, community, children's, mental health hospitals and in the community setting are: Length of stay reductions of 20% - 50%; more patients treated within current resources; improved quality of care; improved staff morale; and improved access to care. Additional detailed results are provided. Alex explains an example showing the impact of a reduction on length of stay on number of patients serviced and throughput. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1161 |
Online Multimedia |
Collins, Chris |
Digital pegs in paper holes: A new framework for analyzing laws in the digital age |
2013 |
|
This presentation provides an introduction Legal Science Institute. The owner is a long-time practitioner of TOC, former technology consultant and technology attorney. He formed the Legal Science Institute (Digitechlegal.org). The issue described in the presentation resolves digital era disputes with law that was written in the physical era. Courts are attempting to resolve digital era disputes is like fitting a square peg in a round hole. Yet there is no consensus in the legal community as to how to resolve this dilemma. Views differ in the application of physical era laws to digital technology environment: Digital Era Technology with Physical Era Law. Some say existing law is sufficient if applied flexibly. Others say new law is needed. Technology is just too different. Others believe a new genre of law is needed-Cyberlaw. Finally, some say no government law at all is appropriate. Several cases are presented to illustrate the problems encountered and the varying opinions. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1162 |
Online Multimedia |
|
Digital pegs in paper holes: A new framework for analyzing laws in the digital age |
2013 |
|
This presentation provides an introduction Legal Science Institute. The owner is a long-time practitioner of TOC, former technology consultant and technology attorney. He formed the Legal Science Institute (Digitechlegal.org). The issue described in the presentation resolves digital era disputes with law that was written in the physical era. Courts are attempting to resolve digital era disputes is like fitting a square peg in a round hole. Yet there is no consensus in the legal community as to how to resolve this dilemma. Views differ in the application of physical era laws to digital technology environment: Digital Era Technology with Physical Era Law. Some say existing law is sufficient if applied flexibly. Others say new law is needed. Technology is just too different. Others believe a new genre of law is needed-Cyberlaw. Finally, some say no government law at all is appropriate. Several cases are presented to illustrate the problems encountered and the varying opinions. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1163 |
Online Multimedia |
|
Digital pegs in paper holes: A new framework for analyzing laws in the digital age |
2013 |
|
This presentation provides an introduction Legal Science Institute. The owner is a long-time practitioner of TOC, former technology consultant and technology attorney. He formed the Legal Science Institute (Digitechlegal.org). The issue described in the presentation resolves digital era disputes with law that was written in the physical era. Courts are attempting to resolve digital era disputes is like fitting a square peg in a round hole. Yet there is no consensus in the legal community as to how to resolve this dilemma. Views differ in the application of physical era laws to digital technology environment: Digital Era Technology with Physical Era Law. Some say existing law is sufficient if applied flexibly. Others say new law is needed. Technology is just too different. Others believe a new genre of law is needed-Cyberlaw. Finally, some say no government law at all is appropriate. Several cases are presented to illustrate the problems encountered and the varying opinions. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1164 |
Online Multimedia |
Mordoch, Avraham |
Journey starts with chaos: Organizational maturity model for projects management environments |
2013 |
|
The project management (PM) maturity model represents a “journey” to improve a company's process capability and maturity. The use of the word “maturity” implies that capabilities must be grown over time to produce repeatable success. Maturity model = Framework + Methods + Tools. The model described hereby is used as a heuristic model (rule of thumb) to guide experts in implementing the theory of constraints (TOC) in multi-projects environments. It also can be used to assess and to develop capabilities in projects-oriented organizations. The model is not based on any of the known maturity models like the Organizational Project Management Maturity Model (OPM3) as developed by PMI or on the CMMI (the DOD initiative from the 80's). It is only based on the concepts of TOC together with my experience and my observations. The KISS principle (“Keep It Short and Simple” or “Keep It Simple and Straightforward”) and Occam's Razor ("entities must not be multiplied beyond necessity". This principle is that the simplest explanation is usually the correct one. Simplest is really referring to the theory with the fewest new assumptions.) are explained. Going for chaos through the eight stages is described. The stages are order and systemization, control the time dimension, enterprise PM, control the resources dimensions, control the cost dimension, consistent PM strategy, linkage to organizational strategy and a key factor and high performance PM constantly repeating itself – sustainability. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1165 |
Online Multimedia |
|
Journey starts with chaos: Organizational maturity model for projects management environments |
2013 |
|
The project management (PM) maturity model represents a “journey” to improve a company's process capability and maturity. The use of the word “maturity” implies that capabilities must be grown over time to produce repeatable success. Maturity model = Framework + Methods + Tools. The model described hereby is used as a heuristic model (rule of thumb) to guide experts in implementing the theory of constraints (TOC) in multi-projects environments. It also can be used to assess and to develop capabilities in projects-oriented organizations. The model is not based on any of the known maturity models like the Organizational Project Management Maturity Model (OPM3) as developed by PMI or on the CMMI (the DOD initiative from the 80's). It is only based on the concepts of TOC together with my experience and my observations. The KISS principle (“Keep It Short and Simple” or “Keep It Simple and Straightforward”) and Occam's Razor ("entities must not be multiplied beyond necessity". This principle is that the simplest explanation is usually the correct one. Simplest is really referring to the theory with the fewest new assumptions.) are explained. Going for chaos through the eight stages is described. The stages are order and systemization, control the time dimension, enterprise PM, control the resources dimensions, control the cost dimension, consistent PM strategy, linkage to organizational strategy and a key factor and high performance PM constantly repeating itself – sustainability. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1166 |
Online Multimedia |
|
Journey starts with chaos: Organizational maturity model for projects management environments |
2013 |
|
The project management (PM) maturity model represents a “journey” to improve a company's process capability and maturity. The use of the word “maturity” implies that capabilities must be grown over time to produce repeatable success. Maturity model = Framework + Methods + Tools. The model described hereby is used as a heuristic model (rule of thumb) to guide experts in implementing the theory of constraints (TOC) in multi-projects environments. It also can be used to assess and to develop capabilities in projects-oriented organizations. The model is not based on any of the known maturity models like the Organizational Project Management Maturity Model (OPM3) as developed by PMI or on the CMMI (the DOD initiative from the 80's). It is only based on the concepts of TOC together with my experience and my observations. The KISS principle (“Keep It Short and Simple” or “Keep It Simple and Straightforward”) and Occam's Razor ("entities must not be multiplied beyond necessity". This principle is that the simplest explanation is usually the correct one. Simplest is really referring to the theory with the fewest new assumptions.) are explained. Going for chaos through the eight stages is described. The stages are order and systemization, control the time dimension, enterprise PM, control the resources dimensions, control the cost dimension, consistent PM strategy, linkage to organizational strategy and a key factor and high performance PM constantly repeating itself – sustainability. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1167 |
Online Multimedia |
Smith, Torrence |
Turnaround leadership |
2013 |
|
To quickly turn around a struggling business, the organization has to go where the leadership takes it; the leader must use the right tools; and the leader must follow a process. After describing the speakers' background, they describe the lean and TOC turnaround hybrid; haikaku vs. kaizen; and the steps to leading a business transformation. The authors describe the TOC approaches to constraints and conflicts. Next they describe the Japanese approaches to change haikaku (revolutionary change in an organization. Lean Leaders of this type generally appear to be aggressive change agents) and kaizen (evolutionary change in an organization. Lean Leaders of this type generally appear to be consensus building coaches). The steps to leading a business transformation include: 1. Assess Leadership. 2. Impose stop-gap measures. 3. Create or enhance vision, mission, and values. 4. Establish high level goals and metrics. 5. Use A3 for communication. 6. Impose change quickly in a sustainable manner. 7. Transition from haikaku to kaizen. Each step is discussed in detail. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1168 |
Online Multimedia |
Martinolli, Bob |
Turnaround leadership |
2013 |
|
To quickly turn around a struggling business, the organization has to go where the leadership takes it; the leader must use the right tools; and the leader must follow a process. After describing the speakers' background, they describe the lean and TOC turnaround hybrid; haikaku vs. kaizen; and the steps to leading a business transformation. The authors describe the TOC approaches to constraints and conflicts. Next they describe the Japanese approaches to change haikaku (revolutionary change in an organization. Lean Leaders of this type generally appear to be aggressive change agents) and kaizen (evolutionary change in an organization. Lean Leaders of this type generally appear to be consensus building coaches). The steps to leading a business transformation include: 1. Assess Leadership. 2. Impose stop-gap measures. 3. Create or enhance vision, mission, and values. 4. Establish high level goals and metrics. 5. Use A3 for communication. 6. Impose change quickly in a sustainable manner. 7. Transition from haikaku to kaizen. Each step is discussed in detail. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1169 |
Online Multimedia |
|
Turnaround leadership |
2013 |
|
To quickly turn around a struggling business, the organization has to go where the leadership takes it; the leader must use the right tools; and the leader must follow a process. After describing the speakers' background, they describe the lean and TOC turnaround hybrid; haikaku vs. kaizen; and the steps to leading a business transformation. The authors describe the TOC approaches to constraints and conflicts. Next they describe the Japanese approaches to change haikaku (revolutionary change in an organization. Lean Leaders of this type generally appear to be aggressive change agents) and kaizen (evolutionary change in an organization. Lean Leaders of this type generally appear to be consensus building coaches). The steps to leading a business transformation include: 1. Assess Leadership. 2. Impose stop-gap measures. 3. Create or enhance vision, mission, and values. 4. Establish high level goals and metrics. 5. Use A3 for communication. 6. Impose change quickly in a sustainable manner. 7. Transition from haikaku to kaizen. Each step is discussed in detail. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1170 |
Online Multimedia |
|
Turnaround leadership |
2013 |
|
To quickly turn around a struggling business, the organization has to go where the leadership takes it; the leader must use the right tools; and the leader must follow a process. After describing the speakers' background, they describe the lean and TOC turnaround hybrid; haikaku vs. kaizen; and the steps to leading a business transformation. The authors describe the TOC approaches to constraints and conflicts. Next they describe the Japanese approaches to change haikaku (revolutionary change in an organization. Lean Leaders of this type generally appear to be aggressive change agents) and kaizen (evolutionary change in an organization. Lean Leaders of this type generally appear to be consensus building coaches). The steps to leading a business transformation include: 1. Assess Leadership. 2. Impose stop-gap measures. 3. Create or enhance vision, mission, and values. 4. Establish high level goals and metrics. 5. Use A3 for communication. 6. Impose change quickly in a sustainable manner. 7. Transition from haikaku to kaizen. Each step is discussed in detail. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1171 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 6: The variety dilemma |
2013 |
|
Two different types of variety exist: the total offering of products (the full product mix offered by a manufacturer; the total scope of products offered by the distribution chain; and the total variety of product categories in a retail shop) and within the same type or category of products – the variety of end-items that are offered. Both decisions are critical to the business as a whole; are impacted by a lot of uncertainty; and have huge impact of two critical resources (space and cash). Customers' perception of value of a product is defined as meeting a practical need; a “status”; or esthetic or artistic excitement. The buyer, the variety, the manufacturer, and the variety per category dilemmas are discussed. Variety in a fashion and an electronics supply chain are discussed. The contribution of Herbert Simon is described. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1172 |
Online Multimedia |
|
Never say I know series 6: The variety dilemma |
2013 |
|
Two different types of variety exist: the total offering of products (the full product mix offered by a manufacturer; the total scope of products offered by the distribution chain; and the total variety of product categories in a retail shop) and within the same type or category of products – the variety of end-items that are offered. Both decisions are critical to the business as a whole; are impacted by a lot of uncertainty; and have huge impact of two critical resources (space and cash). Customers' perception of value of a product is defined as meeting a practical need; a “status”; or esthetic or artistic excitement. The buyer, the variety, the manufacturer, and the variety per category dilemmas are discussed. Variety in a fashion and an electronics supply chain are discussed. The contribution of Herbert Simon is described. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1173 |
Online Multimedia |
|
Never say I know series 6: The variety dilemma |
2013 |
|
Two different types of variety exist: the total offering of products (the full product mix offered by a manufacturer; the total scope of products offered by the distribution chain; and the total variety of product categories in a retail shop) and within the same type or category of products – the variety of end-items that are offered. Both decisions are critical to the business as a whole; are impacted by a lot of uncertainty; and have huge impact of two critical resources (space and cash). Customers' perception of value of a product is defined as meeting a practical need; a “status”; or esthetic or artistic excitement. The buyer, the variety, the manufacturer, and the variety per category dilemmas are discussed. Variety in a fashion and an electronics supply chain are discussed. The contribution of Herbert Simon is described. |
|
https://www.tocico.org/page/2013OnlineMultimedia |
| 1174 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to finance and measures |
2013 |
|
The TOC application for finance and measures is not a complete solution for accounting or finance, but rather just provides important insights into how to more effectively make decisions based on more appropriate measures of performance. For example, we emphasize the need to make managerial decisions based on the constraint, the factor most limiting the ability of the organization to achieve its goal. Paradigm shifts regarding common mistakes made in organizations with respect to how to make decisions based on the data/information are part of this TOC solution. Those mistakes typically result in a significant (if not huge) negative impact on the financial performance of the organization. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1175 |
Online Multimedia |
|
0 to 60: Introduction to finance and measures |
2013 |
|
The TOC application for finance and measures is not a complete solution for accounting or finance, but rather just provides important insights into how to more effectively make decisions based on more appropriate measures of performance. For example, we emphasize the need to make managerial decisions based on the constraint, the factor most limiting the ability of the organization to achieve its goal. Paradigm shifts regarding common mistakes made in organizations with respect to how to make decisions based on the data/information are part of this TOC solution. Those mistakes typically result in a significant (if not huge) negative impact on the financial performance of the organization. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1176 |
Online Multimedia |
|
0 to 60: Introduction to finance and measures |
2013 |
|
The TOC application for finance and measures is not a complete solution for accounting or finance, but rather just provides important insights into how to more effectively make decisions based on more appropriate measures of performance. For example, we emphasize the need to make managerial decisions based on the constraint, the factor most limiting the ability of the organization to achieve its goal. Paradigm shifts regarding common mistakes made in organizations with respect to how to make decisions based on the data/information are part of this TOC solution. Those mistakes typically result in a significant (if not huge) negative impact on the financial performance of the organization. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1177 |
Online Multimedia |
Barnard, Alan |
Creating breakthrough solutions using the change matrix cloud (CMC) |
2013 |
|
In this webinar, Dr. Alan Barnard presents a new TOC development, the change matrix cloud (CMC). Combining Dr. Goldratt's evaporating cloud and the change matrix to present a simple, yet powerful method for systematically and collaboratively developing breakthrough solutions by exposing and challenging those few assumptions that block us from resolving planning and execution conflicts. Over the past 18 months, this method has shown to be effective for solving conflicts within both private and public sector organizations as well as for individuals. Dr. Barnard presents the method in a simple step-by-step process: 1. GAP analysis: what's the problem and why is it important to solve? 2. Conflict analysis: what are the planning and execution conflicts that block us from dealing with the problem - using the change matrix cloud to define both the positives and negatives of making a change or not). 3. Conflict resolution: Exploring four simple ways (Dr. Barnard's four methods) to identify the most viable way to achieve many more positives and less negatives, while soliciting stakeholders' input ('yes, buts...') to improve the solution. 4. Defining the solution as new best practice: converting the new solution into a best practice in a strategy and tactic tree node format that clearly answers the when, what, why, how, and why not. |
1 hour 27 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1178 |
Online Multimedia |
|
Creating breakthrough solutions using the change matrix cloud (CMC) |
2013 |
|
In this webinar, Dr. Alan Barnard presents a new TOC development, the change matrix cloud (CMC). Combining Dr. Goldratt's evaporating cloud and the change matrix to present a simple, yet powerful method for systematically and collaboratively developing breakthrough solutions by exposing and challenging those few assumptions that block us from resolving planning and execution conflicts. Over the past 18 months, this method has shown to be effective for solving conflicts within both private and public sector organizations as well as for individuals. Dr. Barnard presents the method in a simple step-by-step process: 1. GAP analysis: what's the problem and why is it important to solve? 2. Conflict analysis: what are the planning and execution conflicts that block us from dealing with the problem - using the change matrix cloud to define both the positives and negatives of making a change or not). 3. Conflict resolution: Exploring four simple ways (Dr. Barnard's four methods) to identify the most viable way to achieve many more positives and less negatives, while soliciting stakeholders' input ('yes, buts...') to improve the solution. 4. Defining the solution as new best practice: converting the new solution into a best practice in a strategy and tactic tree node format that clearly answers the when, what, why, how, and why not. |
1 hour 27 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1179 |
Online Multimedia |
|
Creating breakthrough solutions using the change matrix cloud (CMC) |
2013 |
|
In this webinar, Dr. Alan Barnard presents a new TOC development, the change matrix cloud (CMC). Combining Dr. Goldratt's evaporating cloud and the change matrix to present a simple, yet powerful method for systematically and collaboratively developing breakthrough solutions by exposing and challenging those few assumptions that block us from resolving planning and execution conflicts. Over the past 18 months, this method has shown to be effective for solving conflicts within both private and public sector organizations as well as for individuals. Dr. Barnard presents the method in a simple step-by-step process: 1. GAP analysis: what's the problem and why is it important to solve? 2. Conflict analysis: what are the planning and execution conflicts that block us from dealing with the problem - using the change matrix cloud to define both the positives and negatives of making a change or not). 3. Conflict resolution: Exploring four simple ways (Dr. Barnard's four methods) to identify the most viable way to achieve many more positives and less negatives, while soliciting stakeholders' input ('yes, buts...') to improve the solution. 4. Defining the solution as new best practice: converting the new solution into a best practice in a strategy and tactic tree node format that clearly answers the when, what, why, how, and why not. |
1 hour 27 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1180 |
Online Multimedia |
Fedurko, Jelena |
PART 2: Typical mistakes in surfacing assumptions in the cloud and how to correct them - How to get the assumptions right |
2013 |
|
The full title of this webinar is: "Typical mistakes in surfacing assumptions in the cloud and how to correct them – working with examples Part 2 – How to get the assumptions right." • Four Assumption Rules are provided for 'straight' arrows A-B, A-C, B-D, C-D'. • Surfacing assumptions and provided for arrow D-D' and two D-D' Rules. Practice exercises are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1181 |
Online Multimedia |
|
PART 2: Typical mistakes in surfacing assumptions in the cloud and how to correct them - How to get the assumptions right |
2013 |
|
The full title of this webinar is: "Typical mistakes in surfacing assumptions in the cloud and how to correct them – working with examples Part 2 – How to get the assumptions right." • Four Assumption Rules are provided for 'straight' arrows A-B, A-C, B-D, C-D'. • Surfacing assumptions and provided for arrow D-D' and two D-D' Rules. Practice exercises are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1182 |
Online Multimedia |
|
PART 2: Typical mistakes in surfacing assumptions in the cloud and how to correct them - How to get the assumptions right |
2013 |
|
The full title of this webinar is: "Typical mistakes in surfacing assumptions in the cloud and how to correct them – working with examples Part 2 – How to get the assumptions right." • Four Assumption Rules are provided for 'straight' arrows A-B, A-C, B-D, C-D'. • Surfacing assumptions and provided for arrow D-D' and two D-D' Rules. Practice exercises are provided. |
1 hour 29 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1183 |
Online Multimedia |
Fedurko, Jelena |
PART 1: Typical mistakes in surfacing assumptions in the cloud and how to correct them – Working with examples |
2013 |
|
The quality of the solution to break the cloud depends on the quality of assumptions that should be surfaced under the logical connections in the cloud in the search of the one(s) that can be challenged and negated. This in effect makes the cloud 'raw material' for finding assumptions, which in their turn become 'raw material' for finding a solution. In the webinar we will look at typical mistakes in surfacing assumptions and will work with examples to see how to develop good quality assumptions and how to improve the ones that have already been suggested but do not qualify as 'good quality'. |
1 hour 25 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1184 |
Online Multimedia |
|
PART 1: Typical mistakes in surfacing assumptions in the cloud and how to correct them – Working with examples |
2013 |
|
The quality of the solution to break the cloud depends on the quality of assumptions that should be surfaced under the logical connections in the cloud in the search of the one(s) that can be challenged and negated. This in effect makes the cloud 'raw material' for finding assumptions, which in their turn become 'raw material' for finding a solution. In the webinar we will look at typical mistakes in surfacing assumptions and will work with examples to see how to develop good quality assumptions and how to improve the ones that have already been suggested but do not qualify as 'good quality'. |
1 hour 25 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1185 |
Online Multimedia |
|
PART 1: Typical mistakes in surfacing assumptions in the cloud and how to correct them – Working with examples |
2013 |
|
The quality of the solution to break the cloud depends on the quality of assumptions that should be surfaced under the logical connections in the cloud in the search of the one(s) that can be challenged and negated. This in effect makes the cloud 'raw material' for finding assumptions, which in their turn become 'raw material' for finding a solution. In the webinar we will look at typical mistakes in surfacing assumptions and will work with examples to see how to develop good quality assumptions and how to improve the ones that have already been suggested but do not qualify as 'good quality'. |
1 hour 25 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1186 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to strategy |
2013 |
|
Effective strategic planning and execution is critical to the success of any organization. TOC provides an excellent tool set for strategy to enable an organization to satisfy the market now and in the future, satisfy employees now and in the future, and make money now and in the future. This 0 to 60 webinar provides an introduction to the TOC methods, which provide the necessary and sufficient solution elements for achieving the vision/goal of the organization. The transformational strategy and tactic tree is an incredibly powerful tool for synchronizing all the actions needed to transform an organization into a “well-oiled” machine for satisfying the goal and necessary conditions. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1187 |
Online Multimedia |
|
0 to 60: Introduction to strategy |
2013 |
|
Effective strategic planning and execution is critical to the success of any organization. TOC provides an excellent tool set for strategy to enable an organization to satisfy the market now and in the future, satisfy employees now and in the future, and make money now and in the future. This 0 to 60 webinar provides an introduction to the TOC methods, which provide the necessary and sufficient solution elements for achieving the vision/goal of the organization. The transformational strategy and tactic tree is an incredibly powerful tool for synchronizing all the actions needed to transform an organization into a “well-oiled” machine for satisfying the goal and necessary conditions. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1188 |
Online Multimedia |
|
0 to 60: Introduction to strategy |
2013 |
|
Effective strategic planning and execution is critical to the success of any organization. TOC provides an excellent tool set for strategy to enable an organization to satisfy the market now and in the future, satisfy employees now and in the future, and make money now and in the future. This 0 to 60 webinar provides an introduction to the TOC methods, which provide the necessary and sufficient solution elements for achieving the vision/goal of the organization. The transformational strategy and tactic tree is an incredibly powerful tool for synchronizing all the actions needed to transform an organization into a “well-oiled” machine for satisfying the goal and necessary conditions. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1189 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to distribution / supply chain |
2013 |
|
The TOC pull distribution application dramatically reduces both shortages and surpluses of inventory, the two most significant undesirable effects leading to poor performance. Improving availability (thus sales), while substantially reducing inventory in the supply chain results in significant improvements in the net profit to sales ratio, return on investment (ROI) and cash flow. How are these results achieved? Mainly by switching the supply-chain operation mode from “prepare to forecasted consumption” to “react to actual consumption.” This webinar provides an overview of the key concepts of the pull distribution application and solution for improving the entire supply chain. Achieving a “win” for each and every stakeholder of the supply chain (customers, wholesalers, distributors, and manufacturers) is the only way to ensure that any change is effectively planned and implemented. |
1 hour 36 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1190 |
Online Multimedia |
|
0 to 60: Introduction to distribution / supply chain |
2013 |
|
The TOC pull distribution application dramatically reduces both shortages and surpluses of inventory, the two most significant undesirable effects leading to poor performance. Improving availability (thus sales), while substantially reducing inventory in the supply chain results in significant improvements in the net profit to sales ratio, return on investment (ROI) and cash flow. How are these results achieved? Mainly by switching the supply-chain operation mode from “prepare to forecasted consumption” to “react to actual consumption.” This webinar provides an overview of the key concepts of the pull distribution application and solution for improving the entire supply chain. Achieving a “win” for each and every stakeholder of the supply chain (customers, wholesalers, distributors, and manufacturers) is the only way to ensure that any change is effectively planned and implemented. |
1 hour 36 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1191 |
Online Multimedia |
|
0 to 60: Introduction to distribution / supply chain |
2013 |
|
The TOC pull distribution application dramatically reduces both shortages and surpluses of inventory, the two most significant undesirable effects leading to poor performance. Improving availability (thus sales), while substantially reducing inventory in the supply chain results in significant improvements in the net profit to sales ratio, return on investment (ROI) and cash flow. How are these results achieved? Mainly by switching the supply-chain operation mode from “prepare to forecasted consumption” to “react to actual consumption.” This webinar provides an overview of the key concepts of the pull distribution application and solution for improving the entire supply chain. Achieving a “win” for each and every stakeholder of the supply chain (customers, wholesalers, distributors, and manufacturers) is the only way to ensure that any change is effectively planned and implemented. |
1 hour 36 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1192 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to marketing and sales (M&S) |
2013 |
|
The TOC M&S solution is focused on enabling an organization to capitalize on a decisive competitive edge. The marketing application addresses how to create an “unrefusable offer” for potential clients, one which provides a WIN for all. If this process is followed effectively, the probability of turning a prospect into a customer is high (not 100%). The sales process is geared to selling a solution, rather than a product or service, and is managed as a series of steps that flow well (in terms of lead time) with good conversion rates between each. The TOC M&S solution has resulted in an 80% (or higher) hit rate for some organizations. This session will cover some of the key elements of the TOC M&S solution. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1193 |
Online Multimedia |
|
0 to 60: Introduction to marketing and sales (M&S) |
2013 |
|
The TOC M&S solution is focused on enabling an organization to capitalize on a decisive competitive edge. The marketing application addresses how to create an “unrefusable offer” for potential clients, one which provides a WIN for all. If this process is followed effectively, the probability of turning a prospect into a customer is high (not 100%). The sales process is geared to selling a solution, rather than a product or service, and is managed as a series of steps that flow well (in terms of lead time) with good conversion rates between each. The TOC M&S solution has resulted in an 80% (or higher) hit rate for some organizations. This session will cover some of the key elements of the TOC M&S solution. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1194 |
Online Multimedia |
|
0 to 60: Introduction to marketing and sales (M&S) |
2013 |
|
The TOC M&S solution is focused on enabling an organization to capitalize on a decisive competitive edge. The marketing application addresses how to create an “unrefusable offer” for potential clients, one which provides a WIN for all. If this process is followed effectively, the probability of turning a prospect into a customer is high (not 100%). The sales process is geared to selling a solution, rather than a product or service, and is managed as a series of steps that flow well (in terms of lead time) with good conversion rates between each. The TOC M&S solution has resulted in an 80% (or higher) hit rate for some organizations. This session will cover some of the key elements of the TOC M&S solution. |
1 hour 28 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1195 |
Online Multimedia |
Ferguson, Lisa Anne |
My year with Dr. Eli Goldratt |
2013 |
|
My Year with Dr. Eli Goldratt' is a book describing Dr. Lisa Anne Ferguson's experiences working with Eli as his apprentice (2007-8). Eliyahu M. Goldratt (1947 – 2011) was an educator, guru to industry, best-selling author and founder of TOC. His goal in life was to teach the world to think. This webinar provides attendees with an opportunity to hear part of the book prior to its release. Time will be devoted to sharing the greatest lessons learned from him and humorous and dramatic stories about their time together. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1196 |
Online Multimedia |
|
My year with Dr. Eli Goldratt |
2013 |
|
My Year with Dr. Eli Goldratt' is a book describing Dr. Lisa Anne Ferguson's experiences working with Eli as his apprentice (2007-8). Eliyahu M. Goldratt (1947 – 2011) was an educator, guru to industry, best-selling author and founder of TOC. His goal in life was to teach the world to think. This webinar provides attendees with an opportunity to hear part of the book prior to its release. Time will be devoted to sharing the greatest lessons learned from him and humorous and dramatic stories about their time together. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1197 |
Online Multimedia |
|
My year with Dr. Eli Goldratt |
2013 |
|
My Year with Dr. Eli Goldratt' is a book describing Dr. Lisa Anne Ferguson's experiences working with Eli as his apprentice (2007-8). Eliyahu M. Goldratt (1947 – 2011) was an educator, guru to industry, best-selling author and founder of TOC. His goal in life was to teach the world to think. This webinar provides attendees with an opportunity to hear part of the book prior to its release. Time will be devoted to sharing the greatest lessons learned from him and humorous and dramatic stories about their time together. |
58 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1198 |
Online Multimedia |
Ferguson, Lisa Anne |
0 to 60: Introduction to the thinking processes (TP) |
2013 |
|
The TP are a powerful set of methods for improving your critical thinking skills. The tool set consists of generic processes for addressing what to change, what to change to and how to cause the change. This webinar provides an overview of each of the TP tools: the evaporating cloud, current reality tree, future reality tree, negative branch reservations, prerequisite tree, transition tree, strategy and tactic trees, the plus and minus-minus buy-in processes, and the four viewpoints of change. |
1 hour 30 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1199 |
Online Multimedia |
|
0 to 60: Introduction to the thinking processes (TP) |
2013 |
|
The TP are a powerful set of methods for improving your critical thinking skills. The tool set consists of generic processes for addressing what to change, what to change to and how to cause the change. This webinar provides an overview of each of the TP tools: the evaporating cloud, current reality tree, future reality tree, negative branch reservations, prerequisite tree, transition tree, strategy and tactic trees, the plus and minus-minus buy-in processes, and the four viewpoints of change. |
1 hour 30 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1200 |
Online Multimedia |
|
0 to 60: Introduction to the thinking processes (TP) |
2013 |
|
The TP are a powerful set of methods for improving your critical thinking skills. The tool set consists of generic processes for addressing what to change, what to change to and how to cause the change. This webinar provides an overview of each of the TP tools: the evaporating cloud, current reality tree, future reality tree, negative branch reservations, prerequisite tree, transition tree, strategy and tactic trees, the plus and minus-minus buy-in processes, and the four viewpoints of change. |
1 hour 30 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1201 |
Conference Proceedings |
Lenhartz, Christoph |
Finance and measures basics workshop (German) |
2013 |
Bad Nauheim, Germany |
This workshop provides the fundamentals or basics of TOC finance and measures. The five focusing steps are introduced and applied to a P and Q product mix problem. Each step is illustrated. The measures of throughput, inventory (investment) and operating expense are presented and illustrated in the example. Several decision-making scenarios are described and solved using TOC concepts. |
1 hour 40 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1202 |
Conference Proceedings |
|
Finance and measures basics workshop (German) |
2013 |
Bad Nauheim, Germany |
This workshop provides the fundamentals or basics of TOC finance and measures. The five focusing steps are introduced and applied to a P and Q product mix problem. Each step is illustrated. The measures of throughput, inventory (investment) and operating expense are presented and illustrated in the example. Several decision-making scenarios are described and solved using TOC concepts. |
1 hour 40 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1203 |
Conference Proceedings |
Lenhartz, Christoph |
Strategy and tactics basics workshop (German) |
2013 |
Bad Nauheim, Germany |
The introduction by Dr. Eli Goldratt in 2002 (Goldratt 2002) of a 'new' theory of constraints (TOC) thinking process (TP) called a 'strategic and tactics' tree (S&T) is being viewed by more and more executives and managers, as one of the most important breakthroughs in ensuring that holistic business or organization strategies are defined, properly validated, communicated and implemented to achieve harmony within organizations. The S&T can for the first time provide us with a practical process and logical structure for defining and communicating all the necessary and sufficient changes as well as the sequence of implementation of these changes to achieve more goal units for the organization. It not only answers the question WHAT and HOW, but as importantly the WHY. This basics workshop provides attendees with an introduction to S&T trees, how to create and use these to communicate changes within an organization and also how organizations can use these to address the common engines of disharmony within organizations that waste their scarcest resource – management attention. The workshop includes a real-life example and new developments to significantly simplify the process to create and validate S&Ts. |
1 hour 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1204 |
Conference Proceedings |
|
Strategy and tactics basics workshop (German) |
2013 |
Bad Nauheim, Germany |
The introduction by Dr. Eli Goldratt in 2002 (Goldratt 2002) of a 'new' theory of constraints (TOC) thinking process (TP) called a 'strategic and tactics' tree (S&T) is being viewed by more and more executives and managers, as one of the most important breakthroughs in ensuring that holistic business or organization strategies are defined, properly validated, communicated and implemented to achieve harmony within organizations. The S&T can for the first time provide us with a practical process and logical structure for defining and communicating all the necessary and sufficient changes as well as the sequence of implementation of these changes to achieve more goal units for the organization. It not only answers the question WHAT and HOW, but as importantly the WHY. This basics workshop provides attendees with an introduction to S&T trees, how to create and use these to communicate changes within an organization and also how organizations can use these to address the common engines of disharmony within organizations that waste their scarcest resource – management attention. The workshop includes a real-life example and new developments to significantly simplify the process to create and validate S&Ts. |
1 hour 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1205 |
Conference Proceedings |
Nowak, Franz |
Project and multiproject workshop (German) |
2013 |
Bad Nauheim, Germany |
This workshop is an introduction to project management the TOC way. We discuss the nature of projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical chain project management (CCPM) scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO on-line basics critical chain project management exam, in advance of the TOCICO fundamentals exam. |
1 hour 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1206 |
Conference Proceedings |
|
Project and multiproject workshop (German) |
2013 |
Bad Nauheim, Germany |
This workshop is an introduction to project management the TOC way. We discuss the nature of projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical chain project management (CCPM) scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO on-line basics critical chain project management exam, in advance of the TOCICO fundamentals exam. |
1 hour 36 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1207 |
Conference Proceedings |
Nowak, Hannah |
The TOC thinking processes workshop (German) |
2013 |
Bad Nauheim, Germany |
Despite its well-known origins in production, popularized through The Goal, theory of constraints (TOC) is far more than a production philosophy – it can be applied to many other areas. As each new problem or environment was tackled, Dr Goldratt and his colleagues developed new solutions. But along with these new solutions, they also thought about how they thought about the problems, and how they went about devising solutions. The thinking processes (TP) are a distillation of their approach to problem solving and decision making – a codification of their thinking about their thinking. The result is a set of tools we can use ourselves to solve problems in our own lives, regardless of how complex or everyday they may be. This workshop provides an overview of the thinking processes, its component TP tools and logic rules that are used to create TP logic diagrams to represent situations and their resolution. We describe the original set of tools / diagrams, including the current reality tree and evaporating cloud, as well as more recent additions. We explain how they are created and used, and how they fit together to answer the key questions of change: why change, what to change, to what to change, how to cause and how to sustain the change. We explain the two types of logic used in the diagrams, namely necessity and sufficiency logic. We outline the set of logic rules, referred to as the ‘categories of legitimate reservation', which help us scrutinize the logic statements in order to construct robust trees as well as scrutinize others' diagrams. |
1 hour 10 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1208 |
Conference Proceedings |
|
The TOC thinking processes workshop (German) |
2013 |
Bad Nauheim, Germany |
Despite its well-known origins in production, popularized through The Goal, theory of constraints (TOC) is far more than a production philosophy – it can be applied to many other areas. As each new problem or environment was tackled, Dr Goldratt and his colleagues developed new solutions. But along with these new solutions, they also thought about how they thought about the problems, and how they went about devising solutions. The thinking processes (TP) are a distillation of their approach to problem solving and decision making – a codification of their thinking about their thinking. The result is a set of tools we can use ourselves to solve problems in our own lives, regardless of how complex or everyday they may be. This workshop provides an overview of the thinking processes, its component TP tools and logic rules that are used to create TP logic diagrams to represent situations and their resolution. We describe the original set of tools / diagrams, including the current reality tree and evaporating cloud, as well as more recent additions. We explain how they are created and used, and how they fit together to answer the key questions of change: why change, what to change, to what to change, how to cause and how to sustain the change. We explain the two types of logic used in the diagrams, namely necessity and sufficiency logic. We outline the set of logic rules, referred to as the ‘categories of legitimate reservation', which help us scrutinize the logic statements in order to construct robust trees as well as scrutinize others' diagrams. |
1 hour 10 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1209 |
Online Multimedia |
Roberts, Debi |
Mindsets: How TOC extends Dwek's original work |
2013 |
|
What do we really mean by win-win thinking and what obstacles prevent us as individuals, team members and business communities from truly deploying, engaging and benefiting from win-win thinking? Initially building on Dwek's assertion that individuals can have fixed or growth mindsets, this webinar will explore how TOC exposes two more mindsets; ‘win-win' and ‘scarcity'. Focusing on the ‘scarcity' mindset, delegates will develop a deeper understanding of its negative impact on the working relationships of staff as well as the culture of success and learning. Finally, this webinar will consider how TOC provides a scaffold for developing and supporting the mindsets we want and need to develop, for ourselves and our communities. Whether your greater need is to improve communication and cooperation between staff or enhance employees or students' attitude and aptitude, this thought provoking exploration into mindsets is likely to be of great interest. |
50 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1210 |
Online Multimedia |
|
Mindsets: How TOC extends Dwek's original work |
2013 |
|
What do we really mean by win-win thinking and what obstacles prevent us as individuals, team members and business communities from truly deploying, engaging and benefiting from win-win thinking? Initially building on Dwek's assertion that individuals can have fixed or growth mindsets, this webinar will explore how TOC exposes two more mindsets; ‘win-win' and ‘scarcity'. Focusing on the ‘scarcity' mindset, delegates will develop a deeper understanding of its negative impact on the working relationships of staff as well as the culture of success and learning. Finally, this webinar will consider how TOC provides a scaffold for developing and supporting the mindsets we want and need to develop, for ourselves and our communities. Whether your greater need is to improve communication and cooperation between staff or enhance employees or students' attitude and aptitude, this thought provoking exploration into mindsets is likely to be of great interest. |
50 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1211 |
Online Multimedia |
|
Mindsets: How TOC extends Dwek's original work |
2013 |
|
What do we really mean by win-win thinking and what obstacles prevent us as individuals, team members and business communities from truly deploying, engaging and benefiting from win-win thinking? Initially building on Dwek's assertion that individuals can have fixed or growth mindsets, this webinar will explore how TOC exposes two more mindsets; ‘win-win' and ‘scarcity'. Focusing on the ‘scarcity' mindset, delegates will develop a deeper understanding of its negative impact on the working relationships of staff as well as the culture of success and learning. Finally, this webinar will consider how TOC provides a scaffold for developing and supporting the mindsets we want and need to develop, for ourselves and our communities. Whether your greater need is to improve communication and cooperation between staff or enhance employees or students' attitude and aptitude, this thought provoking exploration into mindsets is likely to be of great interest. |
50 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1212 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 4: Discussing the merits and negatives of using TDD / IDD |
2013 |
Aberdeen, WA |
Webinar series No. 4. The idea of using money and time together have been raised by Eli Goldratt for quite a long time, but eventually did not fully enter the existing TOC applications. On top of using them as performance measurements, value-days were used in the 'flush' concept as a way to assess the desirability of investments. This concept also practically disappeared from the TOC actual practice. Do throughput (TDD) and inventory dollar days (IDD) truly work? Are BOTH equally important? Is the assumption that money and time are different dimensions true? Does 'flush' give better judgment of investment than net-present-value (NPV)? How do we explain that such concepts that look so prominent have few implementations? |
1 hour 31 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1213 |
Online Multimedia |
|
Never say I know series 4: Discussing the merits and negatives of using TDD / IDD |
2013 |
Aberdeen, WA |
Webinar series No. 4. The idea of using money and time together have been raised by Eli Goldratt for quite a long time, but eventually did not fully enter the existing TOC applications. On top of using them as performance measurements, value-days were used in the 'flush' concept as a way to assess the desirability of investments. This concept also practically disappeared from the TOC actual practice. Do throughput (TDD) and inventory dollar days (IDD) truly work? Are BOTH equally important? Is the assumption that money and time are different dimensions true? Does 'flush' give better judgment of investment than net-present-value (NPV)? How do we explain that such concepts that look so prominent have few implementations? |
1 hour 31 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1214 |
Online Multimedia |
|
Never say I know series 4: Discussing the merits and negatives of using TDD / IDD |
2013 |
Aberdeen, WA |
Webinar series No. 4. The idea of using money and time together have been raised by Eli Goldratt for quite a long time, but eventually did not fully enter the existing TOC applications. On top of using them as performance measurements, value-days were used in the 'flush' concept as a way to assess the desirability of investments. This concept also practically disappeared from the TOC actual practice. Do throughput (TDD) and inventory dollar days (IDD) truly work? Are BOTH equally important? Is the assumption that money and time are different dimensions true? Does 'flush' give better judgment of investment than net-present-value (NPV)? How do we explain that such concepts that look so prominent have few implementations? |
1 hour 31 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1215 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 3: Managing stock – not always for availability |
2013 |
Aberdeen, WA |
This presentation describes several related topics: The strategic approach to commitment to availability; replenish-to-availability - the assumptions behind the TOC technique; replenish without commitment to availability; dynamic buffer management (DBM) – advantages and limitations; managing clients that are not the end users; managing suppliers – the role of throughput value days (TVD); and the full picture of managing the supply chains. |
1 hour 22 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1216 |
Online Multimedia |
|
Never say I know series 3: Managing stock – not always for availability |
2013 |
Aberdeen, WA |
This presentation describes several related topics: The strategic approach to commitment to availability; replenish-to-availability - the assumptions behind the TOC technique; replenish without commitment to availability; dynamic buffer management (DBM) – advantages and limitations; managing clients that are not the end users; managing suppliers – the role of throughput value days (TVD); and the full picture of managing the supply chains. |
1 hour 22 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1217 |
Online Multimedia |
|
Never say I know series 3: Managing stock – not always for availability |
2013 |
Aberdeen, WA |
This presentation describes several related topics: The strategic approach to commitment to availability; replenish-to-availability - the assumptions behind the TOC technique; replenish without commitment to availability; dynamic buffer management (DBM) – advantages and limitations; managing clients that are not the end users; managing suppliers – the role of throughput value days (TVD); and the full picture of managing the supply chains. |
1 hour 22 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1218 |
Online Multimedia |
Schragenheim, Eli |
Never say I know series 5: Discussing the boundaries of CCPM |
2013 |
Aberdeen, WA |
The boundaries of critical chain project management include: * The key assumptions behind critical chain project management (CCPM) . * How planning and execution in the TOC Way fits the CCPM methodology? * What type of projects require changes to the CCPM methodology? * The difficult issue of capacity management in multi-projects. * Performance measurements in projects. |
1 hour 10 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1219 |
Online Multimedia |
|
Never say I know series 5: Discussing the boundaries of CCPM |
2013 |
Aberdeen, WA |
The boundaries of critical chain project management include: * The key assumptions behind critical chain project management (CCPM) . * How planning and execution in the TOC Way fits the CCPM methodology? * What type of projects require changes to the CCPM methodology? * The difficult issue of capacity management in multi-projects. * Performance measurements in projects. |
1 hour 10 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1220 |
Online Multimedia |
|
Never say I know series 5: Discussing the boundaries of CCPM |
2013 |
Aberdeen, WA |
The boundaries of critical chain project management include: * The key assumptions behind critical chain project management (CCPM) . * How planning and execution in the TOC Way fits the CCPM methodology? * What type of projects require changes to the CCPM methodology? * The difficult issue of capacity management in multi-projects. * Performance measurements in projects. |
1 hour 10 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1221 |
Online Multimedia |
Schragenheim, Eli |
White webinar: Learning from experience |
2013 |
Aberdeen, WA |
The white webinars are targeted to offer new ideas, techniques and processes for being included in the TOC BOK. Thus, it is critical that you watch the webinar and raise your reservations and suggestions to improve the material. Of course, we'd like to hear your judgment whether the knowledge is a worthy addition to the current TOC BOK. Learning from experience, by Eli Schragenheim, who has developed the process together with Dr. Avner Passal, is a methodology to learn the RIGHT lesson from events that seem to contradict our earlier expectations. Eli Schragenheim has also submitted a white paper describing the proposed methodology and it appears on the TOCICO site for anyone who likes to read and optionally respond to it. The webinar is a summary of the content of the paper. |
1 hour 35 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1222 |
Online Multimedia |
|
White webinar: Learning from experience |
2013 |
Aberdeen, WA |
The white webinars are targeted to offer new ideas, techniques and processes for being included in the TOC BOK. Thus, it is critical that you watch the webinar and raise your reservations and suggestions to improve the material. Of course, we'd like to hear your judgment whether the knowledge is a worthy addition to the current TOC BOK. Learning from experience, by Eli Schragenheim, who has developed the process together with Dr. Avner Passal, is a methodology to learn the RIGHT lesson from events that seem to contradict our earlier expectations. Eli Schragenheim has also submitted a white paper describing the proposed methodology and it appears on the TOCICO site for anyone who likes to read and optionally respond to it. The webinar is a summary of the content of the paper. |
1 hour 35 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1223 |
Online Multimedia |
|
White webinar: Learning from experience |
2013 |
Aberdeen, WA |
The white webinars are targeted to offer new ideas, techniques and processes for being included in the TOC BOK. Thus, it is critical that you watch the webinar and raise your reservations and suggestions to improve the material. Of course, we'd like to hear your judgment whether the knowledge is a worthy addition to the current TOC BOK. Learning from experience, by Eli Schragenheim, who has developed the process together with Dr. Avner Passal, is a methodology to learn the RIGHT lesson from events that seem to contradict our earlier expectations. Eli Schragenheim has also submitted a white paper describing the proposed methodology and it appears on the TOCICO site for anyone who likes to read and optionally respond to it. The webinar is a summary of the content of the paper. |
1 hour 35 minutes |
https://www.tocico.org/page/2013OnlineMultimedia |
| 1224 |
Conference Proceedings |
Pass, Shimeon |
Justice in time: Applying TOC to the law courts system in Israel |
2013 |
Vilnius, Lithuania |
Like most judicial systems worldwide, the Israeli law court system experiences continual increase in demand. This leads to unacceptably long lead times and hence to dissatisfaction of the public. The presentation describes the implementation of concepts and tools which led to over 40% increase of throughput in the judicial system with reduction of cases' lead times by about 50%. Contrary to common perception, the reduction of lead times did not jeopardize the judicial quality; it actually improved quality and enhanced public satisfaction and trust. The judicial system is a unique managerial environment because of its high complexity, the conflicting interests of the players and the full autonomy of judges. Also, some of the managerial concepts and tools that were introduced shattered existing policies and traditions. Hence, a meticulous implementation process was required in order to achieve the cooperation and commitment of judges, administration, lawyers and the law courts authority. These implementation issues are included in the presentation along with methods for assuring the sustainability of the improvement steps. The presentation also includes: eliminating judges' wasted time and the complete kit concept; continuous hearing of evidence sessions; can a case be approached as a project; is 'fair' distribution of dossiers among judges really effective; and written or oral summations. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1225 |
Conference Proceedings |
|
Justice in time: Applying TOC to the law courts system in Israel |
2013 |
Vilnius, Lithuania |
Like most judicial systems worldwide, the Israeli law court system experiences continual increase in demand. This leads to unacceptably long lead times and hence to dissatisfaction of the public. The presentation describes the implementation of concepts and tools which led to over 40% increase of throughput in the judicial system with reduction of cases' lead times by about 50%. Contrary to common perception, the reduction of lead times did not jeopardize the judicial quality; it actually improved quality and enhanced public satisfaction and trust. The judicial system is a unique managerial environment because of its high complexity, the conflicting interests of the players and the full autonomy of judges. Also, some of the managerial concepts and tools that were introduced shattered existing policies and traditions. Hence, a meticulous implementation process was required in order to achieve the cooperation and commitment of judges, administration, lawyers and the law courts authority. These implementation issues are included in the presentation along with methods for assuring the sustainability of the improvement steps. The presentation also includes: eliminating judges' wasted time and the complete kit concept; continuous hearing of evidence sessions; can a case be approached as a project; is 'fair' distribution of dossiers among judges really effective; and written or oral summations. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1226 |
Conference Proceedings |
|
Justice in time: Applying TOC to the law courts system in Israel |
2013 |
Vilnius, Lithuania |
Like most judicial systems worldwide, the Israeli law court system experiences continual increase in demand. This leads to unacceptably long lead times and hence to dissatisfaction of the public. The presentation describes the implementation of concepts and tools which led to over 40% increase of throughput in the judicial system with reduction of cases' lead times by about 50%. Contrary to common perception, the reduction of lead times did not jeopardize the judicial quality; it actually improved quality and enhanced public satisfaction and trust. The judicial system is a unique managerial environment because of its high complexity, the conflicting interests of the players and the full autonomy of judges. Also, some of the managerial concepts and tools that were introduced shattered existing policies and traditions. Hence, a meticulous implementation process was required in order to achieve the cooperation and commitment of judges, administration, lawyers and the law courts authority. These implementation issues are included in the presentation along with methods for assuring the sustainability of the improvement steps. The presentation also includes: eliminating judges' wasted time and the complete kit concept; continuous hearing of evidence sessions; can a case be approached as a project; is 'fair' distribution of dossiers among judges really effective; and written or oral summations. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1227 |
Conference Proceedings |
Inozu, Bahadir |
How to achieve superior performance improvement by integrating constraints management with lean and six sigma: Examples from government, public services and healthcare |
2013 |
Vilnius, Lithuania |
It has been demonstrated that low organizational productivity stems from a variety of root causes such as poor project due date performance, prolonged lead times, de-scoped or cancelled projects, and cost and budget overruns. At the same time there are task overloads, poor coordination, severe and chronic multitasking, unclear and conflicting priorities as well as very complex processes. These problems lead to overloaded resources, burn-out and high turnover levels, causing general dissatisfaction, high stress levels, the general feeling of dissatisfaction and low morale of civil servants. Governments worldwide are beginning to see that leading management methodologies, which helped some innovative organizations develop effective solutions, can now produce the results that taxpayers are demanding. Today's leading performance improvement methodologies are Lean (a systematic approach to eliminate waste), six sigma (a rigorous, data-driven process to eliminate defects), and constraints management (a.k.a. theory of constraints – a breakthrough methodology to identify and manage a system's constraints). Proper integration of these methodologies results in a very structured, focused approach to process and performance improvement with system-level impact. Constraints management provides the missing element of where to focus improvements which is critical to maximizing the return on investment. In fact, the integration of lean and six sigma with constraints management often yields 10 to 20 times greater returns than by implementing lean and six sigma in isolation. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1228 |
Conference Proceedings |
|
How to achieve superior performance improvement by integrating constraints management with lean and six sigma: Examples from government, public services and healthcare |
2013 |
Vilnius, Lithuania |
It has been demonstrated that low organizational productivity stems from a variety of root causes such as poor project due date performance, prolonged lead times, de-scoped or cancelled projects, and cost and budget overruns. At the same time there are task overloads, poor coordination, severe and chronic multitasking, unclear and conflicting priorities as well as very complex processes. These problems lead to overloaded resources, burn-out and high turnover levels, causing general dissatisfaction, high stress levels, the general feeling of dissatisfaction and low morale of civil servants. Governments worldwide are beginning to see that leading management methodologies, which helped some innovative organizations develop effective solutions, can now produce the results that taxpayers are demanding. Today's leading performance improvement methodologies are Lean (a systematic approach to eliminate waste), six sigma (a rigorous, data-driven process to eliminate defects), and constraints management (a.k.a. theory of constraints – a breakthrough methodology to identify and manage a system's constraints). Proper integration of these methodologies results in a very structured, focused approach to process and performance improvement with system-level impact. Constraints management provides the missing element of where to focus improvements which is critical to maximizing the return on investment. In fact, the integration of lean and six sigma with constraints management often yields 10 to 20 times greater returns than by implementing lean and six sigma in isolation. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1229 |
Conference Proceedings |
|
How to achieve superior performance improvement by integrating constraints management with lean and six sigma: Examples from government, public services and healthcare |
2013 |
Vilnius, Lithuania |
It has been demonstrated that low organizational productivity stems from a variety of root causes such as poor project due date performance, prolonged lead times, de-scoped or cancelled projects, and cost and budget overruns. At the same time there are task overloads, poor coordination, severe and chronic multitasking, unclear and conflicting priorities as well as very complex processes. These problems lead to overloaded resources, burn-out and high turnover levels, causing general dissatisfaction, high stress levels, the general feeling of dissatisfaction and low morale of civil servants. Governments worldwide are beginning to see that leading management methodologies, which helped some innovative organizations develop effective solutions, can now produce the results that taxpayers are demanding. Today's leading performance improvement methodologies are Lean (a systematic approach to eliminate waste), six sigma (a rigorous, data-driven process to eliminate defects), and constraints management (a.k.a. theory of constraints – a breakthrough methodology to identify and manage a system's constraints). Proper integration of these methodologies results in a very structured, focused approach to process and performance improvement with system-level impact. Constraints management provides the missing element of where to focus improvements which is critical to maximizing the return on investment. In fact, the integration of lean and six sigma with constraints management often yields 10 to 20 times greater returns than by implementing lean and six sigma in isolation. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1230 |
Conference Proceedings |
Dargužaite, Milda |
Maximizing “Profit” in a non-profit organization |
2013 |
Vilnius, Lithuania |
Invest Lithuania is a Lithuanian government agency that provides free advice and introductions to on-the-ground experts to global companies interested in doing business in Lithuania. The agency serves as a point of contact for foreign companies and guides international businesses through every step of the process of setting up operations in Lithuania. Invest Lithuania also provides information on Lithuania's highly-skilled yet cost-competitive labor force, tax incentives, and financing options. The agency has worked with numerous well-known global companies that have taken advantage of Lithuania's many incentives to expand their businesses by placing some aspects of their operations in Lithuania. The presentation includes: the identification of main problems and bottlenecks; strategy development; strategy implementation (setting up goals, process optimization and competencies allocation and results achieved after one year. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1231 |
Conference Proceedings |
|
Maximizing “Profit” in a non-profit organization |
2013 |
Vilnius, Lithuania |
Invest Lithuania is a Lithuanian government agency that provides free advice and introductions to on-the-ground experts to global companies interested in doing business in Lithuania. The agency serves as a point of contact for foreign companies and guides international businesses through every step of the process of setting up operations in Lithuania. Invest Lithuania also provides information on Lithuania's highly-skilled yet cost-competitive labor force, tax incentives, and financing options. The agency has worked with numerous well-known global companies that have taken advantage of Lithuania's many incentives to expand their businesses by placing some aspects of their operations in Lithuania. The presentation includes: the identification of main problems and bottlenecks; strategy development; strategy implementation (setting up goals, process optimization and competencies allocation and results achieved after one year. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1232 |
Conference Proceedings |
|
Maximizing “Profit” in a non-profit organization |
2013 |
Vilnius, Lithuania |
Invest Lithuania is a Lithuanian government agency that provides free advice and introductions to on-the-ground experts to global companies interested in doing business in Lithuania. The agency serves as a point of contact for foreign companies and guides international businesses through every step of the process of setting up operations in Lithuania. Invest Lithuania also provides information on Lithuania's highly-skilled yet cost-competitive labor force, tax incentives, and financing options. The agency has worked with numerous well-known global companies that have taken advantage of Lithuania's many incentives to expand their businesses by placing some aspects of their operations in Lithuania. The presentation includes: the identification of main problems and bottlenecks; strategy development; strategy implementation (setting up goals, process optimization and competencies allocation and results achieved after one year. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1233 |
Conference Proceedings |
Cininas, Audrius |
Uncertainty in the judicial process: Overcoming superstitions |
2013 |
Vilnius, Lithuania |
Vilnius district court is the biggest court in Lithuania. There're more than 100 judges, the same amount of judge assistants and secretaries of the hearing, working in 50 court halls. The court processes +100K civil and criminal cases a year, hundreds of hearings are held every day. Judges struggle with the lack of halls and human resources, complain about growing back-log of cases, face dissatisfaction of people because of relatively long processes and their breaks. District courts, regional courts, the Court of Appeals of Lithuania and the Supreme Court of Lithuania are courts of general jurisdiction, hearing civil and criminal cases. District courts function as 1st instance courts. 5 regional courts function as 1st instance courts for some civil and criminal cases attributed to their jurisdiction by law, as well as courts of appellate instance for the judgments of district courts. The Court of Appeals of Lithuania is the court of appellate instance for the judgments of regional courts as 1st instance courts. The Supreme Court is the court of cassation instance, hearing cassation appeals against the appellate judgments of regional courts and the Court of Appeals of Lithuania. It is also responsible for developing of uniform practice of courts of general jurisdiction in interpretation and application of laws. Audrius Cininas' presentation addresses processing of cases in the 1st instance courts. They are most overloaded as only 4-5% of rulings are appealed what means major cases start and finish exactly here. Lithuanian laws quite strictly regulate deadlines of intermediate stages of judicial process. Orthodoxical point of view of legislators determine courts are forced to focus on meeting the formal intermediate deadlines rather than on the main goal – produce as many as possible quality rulings. This is the main reason why there's so little space to implement effective theory of constraints or LEAN methodology tools like buffering and focusing on flow to significantly increase the throughput of cases without compromising the quality. But this is not about excuses. Meanwhile there are a few things left even in the lowest unit (judge, assistant, secretary) level that can be changed by any judge in any country to significantly improve the performance of a judge. Audrius Cininas shares his own experience on how to better exploit judges, a judicial system's bottleneck time on hearing for hearing and paperwork for paperwork basis dealing with bad multitasking. He also shows what a significant improvements in personal performance can be achieved by effectively controlling a number of work in progress cases by means of drum-buffer-rope, a method you should find in every successful production line. Well, if a judge feels kind of a constrained-machine in a court factory, shouldn't we check how real plants deal with constrained resources? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1234 |
Conference Proceedings |
|
Uncertainty in the judicial process: Overcoming superstitions |
2013 |
Vilnius, Lithuania |
Vilnius district court is the biggest court in Lithuania. There're more than 100 judges, the same amount of judge assistants and secretaries of the hearing, working in 50 court halls. The court processes +100K civil and criminal cases a year, hundreds of hearings are held every day. Judges struggle with the lack of halls and human resources, complain about growing back-log of cases, face dissatisfaction of people because of relatively long processes and their breaks. District courts, regional courts, the Court of Appeals of Lithuania and the Supreme Court of Lithuania are courts of general jurisdiction, hearing civil and criminal cases. District courts function as 1st instance courts. 5 regional courts function as 1st instance courts for some civil and criminal cases attributed to their jurisdiction by law, as well as courts of appellate instance for the judgments of district courts. The Court of Appeals of Lithuania is the court of appellate instance for the judgments of regional courts as 1st instance courts. The Supreme Court is the court of cassation instance, hearing cassation appeals against the appellate judgments of regional courts and the Court of Appeals of Lithuania. It is also responsible for developing of uniform practice of courts of general jurisdiction in interpretation and application of laws. Audrius Cininas' presentation addresses processing of cases in the 1st instance courts. They are most overloaded as only 4-5% of rulings are appealed what means major cases start and finish exactly here. Lithuanian laws quite strictly regulate deadlines of intermediate stages of judicial process. Orthodoxical point of view of legislators determine courts are forced to focus on meeting the formal intermediate deadlines rather than on the main goal – produce as many as possible quality rulings. This is the main reason why there's so little space to implement effective theory of constraints or LEAN methodology tools like buffering and focusing on flow to significantly increase the throughput of cases without compromising the quality. But this is not about excuses. Meanwhile there are a few things left even in the lowest unit (judge, assistant, secretary) level that can be changed by any judge in any country to significantly improve the performance of a judge. Audrius Cininas shares his own experience on how to better exploit judges, a judicial system's bottleneck time on hearing for hearing and paperwork for paperwork basis dealing with bad multitasking. He also shows what a significant improvements in personal performance can be achieved by effectively controlling a number of work in progress cases by means of drum-buffer-rope, a method you should find in every successful production line. Well, if a judge feels kind of a constrained-machine in a court factory, shouldn't we check how real plants deal with constrained resources? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1235 |
Conference Proceedings |
|
Uncertainty in the judicial process: Overcoming superstitions |
2013 |
Vilnius, Lithuania |
Vilnius district court is the biggest court in Lithuania. There're more than 100 judges, the same amount of judge assistants and secretaries of the hearing, working in 50 court halls. The court processes +100K civil and criminal cases a year, hundreds of hearings are held every day. Judges struggle with the lack of halls and human resources, complain about growing back-log of cases, face dissatisfaction of people because of relatively long processes and their breaks. District courts, regional courts, the Court of Appeals of Lithuania and the Supreme Court of Lithuania are courts of general jurisdiction, hearing civil and criminal cases. District courts function as 1st instance courts. 5 regional courts function as 1st instance courts for some civil and criminal cases attributed to their jurisdiction by law, as well as courts of appellate instance for the judgments of district courts. The Court of Appeals of Lithuania is the court of appellate instance for the judgments of regional courts as 1st instance courts. The Supreme Court is the court of cassation instance, hearing cassation appeals against the appellate judgments of regional courts and the Court of Appeals of Lithuania. It is also responsible for developing of uniform practice of courts of general jurisdiction in interpretation and application of laws. Audrius Cininas' presentation addresses processing of cases in the 1st instance courts. They are most overloaded as only 4-5% of rulings are appealed what means major cases start and finish exactly here. Lithuanian laws quite strictly regulate deadlines of intermediate stages of judicial process. Orthodoxical point of view of legislators determine courts are forced to focus on meeting the formal intermediate deadlines rather than on the main goal – produce as many as possible quality rulings. This is the main reason why there's so little space to implement effective theory of constraints or LEAN methodology tools like buffering and focusing on flow to significantly increase the throughput of cases without compromising the quality. But this is not about excuses. Meanwhile there are a few things left even in the lowest unit (judge, assistant, secretary) level that can be changed by any judge in any country to significantly improve the performance of a judge. Audrius Cininas shares his own experience on how to better exploit judges, a judicial system's bottleneck time on hearing for hearing and paperwork for paperwork basis dealing with bad multitasking. He also shows what a significant improvements in personal performance can be achieved by effectively controlling a number of work in progress cases by means of drum-buffer-rope, a method you should find in every successful production line. Well, if a judge feels kind of a constrained-machine in a court factory, shouldn't we check how real plants deal with constrained resources? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1236 |
Conference Proceedings |
Barnard, Alan |
How to identify and unlock inherent potential within government to achieve more with less in less time |
2013 |
Vilnius, Lithuania |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, theory of constraints (TOC) has helped thousands of ‘for-profit organizations' to achieve profitable growth quickly, sustainability and typically without any increase in costs or investment by focusing on their weakest link. Considering the increased pressures and frequent distrust between stakeholders, could TOC bring similar results to the public sector by helping stakeholders focus on how they can help to strengthen the weakest link? In this presentation, Dr. Alan Barnard, shows that a new simplified TOC analysis, consensus building and focused implementation approach can help achieve the very ambitious target of ‘Doing MORE with LESS in LESS TIME' for local governments that face major capacity and budget constraints. The approach was first tested within city councils in Africa, in collaboration with the UN Development Program and InWent and later within government agencies within developed economies such as the USA. In most government agencies, there is a large and growing gap between the growth in demand for basic services and limited supply capacity. The solution is not to add capacity, but to provide stakeholders with simple tools to help them identify how capacity and time is lost and resolve conflicts to capitalize on these opportunities. The presentation shares case studies and results from applying this theory of constraints approach in both City Councils in Africa as well as from local government agencies in the USA. Attendees learn practical tools that they can apply immediately to identify the magnitude of improvement possible within their environments and how to reduce backlogs and address supply bottlenecks. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1237 |
Conference Proceedings |
|
How to identify and unlock inherent potential within government to achieve more with less in less time |
2013 |
Vilnius, Lithuania |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, theory of constraints (TOC) has helped thousands of ‘for-profit organizations' to achieve profitable growth quickly, sustainability and typically without any increase in costs or investment by focusing on their weakest link. Considering the increased pressures and frequent distrust between stakeholders, could TOC bring similar results to the public sector by helping stakeholders focus on how they can help to strengthen the weakest link? In this presentation, Dr. Alan Barnard, shows that a new simplified TOC analysis, consensus building and focused implementation approach can help achieve the very ambitious target of ‘Doing MORE with LESS in LESS TIME' for local governments that face major capacity and budget constraints. The approach was first tested within city councils in Africa, in collaboration with the UN Development Program and InWent and later within government agencies within developed economies such as the USA. In most government agencies, there is a large and growing gap between the growth in demand for basic services and limited supply capacity. The solution is not to add capacity, but to provide stakeholders with simple tools to help them identify how capacity and time is lost and resolve conflicts to capitalize on these opportunities. The presentation shares case studies and results from applying this theory of constraints approach in both City Councils in Africa as well as from local government agencies in the USA. Attendees learn practical tools that they can apply immediately to identify the magnitude of improvement possible within their environments and how to reduce backlogs and address supply bottlenecks. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1238 |
Conference Proceedings |
|
How to identify and unlock inherent potential within government to achieve more with less in less time |
2013 |
Vilnius, Lithuania |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, theory of constraints (TOC) has helped thousands of ‘for-profit organizations' to achieve profitable growth quickly, sustainability and typically without any increase in costs or investment by focusing on their weakest link. Considering the increased pressures and frequent distrust between stakeholders, could TOC bring similar results to the public sector by helping stakeholders focus on how they can help to strengthen the weakest link? In this presentation, Dr. Alan Barnard, shows that a new simplified TOC analysis, consensus building and focused implementation approach can help achieve the very ambitious target of ‘Doing MORE with LESS in LESS TIME' for local governments that face major capacity and budget constraints. The approach was first tested within city councils in Africa, in collaboration with the UN Development Program and InWent and later within government agencies within developed economies such as the USA. In most government agencies, there is a large and growing gap between the growth in demand for basic services and limited supply capacity. The solution is not to add capacity, but to provide stakeholders with simple tools to help them identify how capacity and time is lost and resolve conflicts to capitalize on these opportunities. The presentation shares case studies and results from applying this theory of constraints approach in both City Councils in Africa as well as from local government agencies in the USA. Attendees learn practical tools that they can apply immediately to identify the magnitude of improvement possible within their environments and how to reduce backlogs and address supply bottlenecks. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1239 |
Conference Proceedings |
Pass, Shimeon |
Enhancing the performance of public healthcare systems: Achieving more with existing resources |
2013 |
Vilnius, Lithuania |
Public healthcare systems experience difficulties in dealing with ever increasing demand, higher life expectancy and the shrinking budgets. Increased the throughput (20-40%) with concurrent reduction in lead times (30-50%) were achieved in Israeli hospitals and clinics by focused implementation of effective managerial concepts and tools. Our experience shows that the performance of Emergency Rooms (ERs), Operating Rooms (ORs), laboratories and imaging clinics as well as the synchronization of ERs and Internal Medicine wards can be significantly enhanced, using the existing resources. It became evident that reduction of lead times (e.g. the length of stay in the internal medicine wards) and the reduction of direct expenses does not endanger the quality of medical care – it is actually improved. This is especially true since the reduction in lead times and expenses is achieved by cutting wasted times as well as unnecessary hospitalizations, consultations and tests. The implementation aspect is obvious very important and it will be deliberated along with means for assuring the long-range sustainability of the improvement steps. Dealing with the complexity of the full-scale hospital is discussed. How can we better synchronize the in-coming stream of patients (from the ER to the internal medicine wards) with the release of patients from wards? How do we eliminate the wasted time of physicians and nurses? The complete kit concept in ORs, imaging clinics, admission processes and requests for expert opinion is described. Time-based control over the progress of the treatment plan is described. How do we eliminate unnecessary (and risky) waiting times of patients? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1240 |
Conference Proceedings |
|
Enhancing the performance of public healthcare systems: Achieving more with existing resources |
2013 |
Vilnius, Lithuania |
Public healthcare systems experience difficulties in dealing with ever increasing demand, higher life expectancy and the shrinking budgets. Increased the throughput (20-40%) with concurrent reduction in lead times (30-50%) were achieved in Israeli hospitals and clinics by focused implementation of effective managerial concepts and tools. Our experience shows that the performance of Emergency Rooms (ERs), Operating Rooms (ORs), laboratories and imaging clinics as well as the synchronization of ERs and Internal Medicine wards can be significantly enhanced, using the existing resources. It became evident that reduction of lead times (e.g. the length of stay in the internal medicine wards) and the reduction of direct expenses does not endanger the quality of medical care – it is actually improved. This is especially true since the reduction in lead times and expenses is achieved by cutting wasted times as well as unnecessary hospitalizations, consultations and tests. The implementation aspect is obvious very important and it will be deliberated along with means for assuring the long-range sustainability of the improvement steps. Dealing with the complexity of the full-scale hospital is discussed. How can we better synchronize the in-coming stream of patients (from the ER to the internal medicine wards) with the release of patients from wards? How do we eliminate the wasted time of physicians and nurses? The complete kit concept in ORs, imaging clinics, admission processes and requests for expert opinion is described. Time-based control over the progress of the treatment plan is described. How do we eliminate unnecessary (and risky) waiting times of patients? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1241 |
Conference Proceedings |
|
Enhancing the performance of public healthcare systems: Achieving more with existing resources |
2013 |
Vilnius, Lithuania |
Public healthcare systems experience difficulties in dealing with ever increasing demand, higher life expectancy and the shrinking budgets. Increased the throughput (20-40%) with concurrent reduction in lead times (30-50%) were achieved in Israeli hospitals and clinics by focused implementation of effective managerial concepts and tools. Our experience shows that the performance of Emergency Rooms (ERs), Operating Rooms (ORs), laboratories and imaging clinics as well as the synchronization of ERs and Internal Medicine wards can be significantly enhanced, using the existing resources. It became evident that reduction of lead times (e.g. the length of stay in the internal medicine wards) and the reduction of direct expenses does not endanger the quality of medical care – it is actually improved. This is especially true since the reduction in lead times and expenses is achieved by cutting wasted times as well as unnecessary hospitalizations, consultations and tests. The implementation aspect is obvious very important and it will be deliberated along with means for assuring the long-range sustainability of the improvement steps. Dealing with the complexity of the full-scale hospital is discussed. How can we better synchronize the in-coming stream of patients (from the ER to the internal medicine wards) with the release of patients from wards? How do we eliminate the wasted time of physicians and nurses? The complete kit concept in ORs, imaging clinics, admission processes and requests for expert opinion is described. Time-based control over the progress of the treatment plan is described. How do we eliminate unnecessary (and risky) waiting times of patients? |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1242 |
Conference Proceedings |
Heptinstall, Ian |
Effective procurement of construction and major investment projects: Give your citizens 25% more while spending the same. |
2013 |
Vilnius, Lithuania |
Major projects are critical for governments – they are a key economic tool for stimulating the economy, the results of the investment have a significant contribution to the lives of the citizens, and they represent a significant proportion of the government budget. In the UK, construction, IT and defense projects represent roughly 20% of all government spend. Major projects are also notoriously difficult to manage – late, over-budget and cancelled projects are common place. Although projects can be controlled and their performance improved, this often involves the use of a highly-experienced resource that is both rare and costly. Our research suggests there is an alternative, and this presentation outlines the case for change in the way most public sector projects are procured and managed. Using powerful but simple ideas that have been proven in a range of organizations can lead to dramatic improvement in project outcomes, and we present our framework for implementing these ideas. The first element of our framework involves changes in the way projects are planned and controlled. Over the past 20 years organizations such as Boeing, Tata and the Japanese Government have made step-changes in their project performance using critical chain project management. We show how they have achieved this. However this by itself is not sufficient. The method organizations such as these have used to reduce durations by 25-50% and costs by 10-30% cannot be implemented on projects which procure and contract in the way government usually does. In order to reduce project duration and cost the procurement approach will also need changing. The second element of our framework covers the proven approaches to selection and procurement that is needed. This framework delivers projects on-time in less time, to budget for lower cost, and without compromising on scope and quality. There is just one catch – implementation is not easy. Habits need to be changed, and suppliers need to be coached and developed in the approach. Not easy, but worth it. Imagine spending the same as you do today, but giving your citizens 25% more improved roads, parks and systems that enhance their daily lives. In order to significantly reduce project duration and cost the procurement approach also needs changing. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1243 |
Conference Proceedings |
|
Effective procurement of construction and major investment projects: Give your citizens 25% more while spending the same. |
2013 |
Vilnius, Lithuania |
Major projects are critical for governments – they are a key economic tool for stimulating the economy, the results of the investment have a significant contribution to the lives of the citizens, and they represent a significant proportion of the government budget. In the UK, construction, IT and defense projects represent roughly 20% of all government spend. Major projects are also notoriously difficult to manage – late, over-budget and cancelled projects are common place. Although projects can be controlled and their performance improved, this often involves the use of a highly-experienced resource that is both rare and costly. Our research suggests there is an alternative, and this presentation outlines the case for change in the way most public sector projects are procured and managed. Using powerful but simple ideas that have been proven in a range of organizations can lead to dramatic improvement in project outcomes, and we present our framework for implementing these ideas. The first element of our framework involves changes in the way projects are planned and controlled. Over the past 20 years organizations such as Boeing, Tata and the Japanese Government have made step-changes in their project performance using critical chain project management. We show how they have achieved this. However this by itself is not sufficient. The method organizations such as these have used to reduce durations by 25-50% and costs by 10-30% cannot be implemented on projects which procure and contract in the way government usually does. In order to reduce project duration and cost the procurement approach will also need changing. The second element of our framework covers the proven approaches to selection and procurement that is needed. This framework delivers projects on-time in less time, to budget for lower cost, and without compromising on scope and quality. There is just one catch – implementation is not easy. Habits need to be changed, and suppliers need to be coached and developed in the approach. Not easy, but worth it. Imagine spending the same as you do today, but giving your citizens 25% more improved roads, parks and systems that enhance their daily lives. In order to significantly reduce project duration and cost the procurement approach also needs changing. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1244 |
Conference Proceedings |
|
Effective procurement of construction and major investment projects: Give your citizens 25% more while spending the same. |
2013 |
Vilnius, Lithuania |
Major projects are critical for governments – they are a key economic tool for stimulating the economy, the results of the investment have a significant contribution to the lives of the citizens, and they represent a significant proportion of the government budget. In the UK, construction, IT and defense projects represent roughly 20% of all government spend. Major projects are also notoriously difficult to manage – late, over-budget and cancelled projects are common place. Although projects can be controlled and their performance improved, this often involves the use of a highly-experienced resource that is both rare and costly. Our research suggests there is an alternative, and this presentation outlines the case for change in the way most public sector projects are procured and managed. Using powerful but simple ideas that have been proven in a range of organizations can lead to dramatic improvement in project outcomes, and we present our framework for implementing these ideas. The first element of our framework involves changes in the way projects are planned and controlled. Over the past 20 years organizations such as Boeing, Tata and the Japanese Government have made step-changes in their project performance using critical chain project management. We show how they have achieved this. However this by itself is not sufficient. The method organizations such as these have used to reduce durations by 25-50% and costs by 10-30% cannot be implemented on projects which procure and contract in the way government usually does. In order to reduce project duration and cost the procurement approach will also need changing. The second element of our framework covers the proven approaches to selection and procurement that is needed. This framework delivers projects on-time in less time, to budget for lower cost, and without compromising on scope and quality. There is just one catch – implementation is not easy. Habits need to be changed, and suppliers need to be coached and developed in the approach. Not easy, but worth it. Imagine spending the same as you do today, but giving your citizens 25% more improved roads, parks and systems that enhance their daily lives. In order to significantly reduce project duration and cost the procurement approach also needs changing. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1245 |
Conference Proceedings |
Buwalda, Pieter E. |
Increase quality, decrease stress in a hospital |
2013 |
Vilnius, Lithuania |
This presentation demonstrates what management principles were applied in a general hospital that improved the quality of care and decreased the workload on nurses and doctors, while the same amount of patients was treated. This implementation took place in a Dutch hospital and is still in the process of completion. The implementation strategy is used in several hospitals in The Netherlands and abroad and delivers similar results over and over again. The problem is: Clinical wards in most hospitals, at least in The Netherlands, are usually occupied for more than 90% on average on a yearly basis. This average occupation means that from time to time wards are fully occupied, resulting in some major negative effects: patients cannot be admitted, operations are cancelled, patients are admitted on the wrong ward, nurses and doctors experience a lot of stress. Before our implementation started, the average occupation in this particular hospital was well over 90% and the amount of patients admitted on wrong wards was almost 1000 per year on a total of 8000 admissions for the concerning wards (5 in total in this case). On top of that, 10 to 15 times a year the hospital was completely full, resulting in patients being sent through to other hospitals in the region. The average length of stay was at the time of the beginning of the project (2010) 7.3 days per patient. What had to be changed? The goal of the implementation was to eliminate guest-admissions and to prevent a full-house situation during normal market demand (i.e. not taking into account winter crises or disasters). The way to achieve this was to reduce the length of stay for each patient by eliminating non-medical waiting times. These non-medical waiting times are often caused by mis-synchronization of resources inside and outside the hospital: diagnostic departments, such as Radiology, Physiotherapy and the like, also suffer from fully planned schedules, resulting in not being available at the right time for clinically admitted patients. But also nursing homes and rehab clinics tend to be occupied for almost 100%, also resulting in blocking patients to be discharged from the hospital. Implementation results include: Occupation of beds decreased by 20%. The occupation of beds throughout the 5 wards has decreased below 80%; the length of stay decreased by 15%; no more full-houses occur, almost no wrong admissions anymore and the overall average length of stay has decreased by almost 15% and is still going down. Ongoing improvement is on daily basis. The hospital has a process of continuous improvement installed, by using buffer management system during a daily stand-up meeting in which delayed patients will get the appropriate management attention in order to move forward again. Decisions are based on performance. On a monthly basis every ward measures the performance and decides where to improve even more, based on the delay-data derived from the buffer management system. Management focuses on improvement. On a board level the management observes hospital wide obstacles and decides where to improve on a hospital level. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1246 |
Conference Proceedings |
Gijs, Andrea |
Increase quality, decrease stress in a hospital |
2013 |
Vilnius, Lithuania |
This presentation demonstrates what management principles were applied in a general hospital that improved the quality of care and decreased the workload on nurses and doctors, while the same amount of patients was treated. This implementation took place in a Dutch hospital and is still in the process of completion. The implementation strategy is used in several hospitals in The Netherlands and abroad and delivers similar results over and over again. The problem is: Clinical wards in most hospitals, at least in The Netherlands, are usually occupied for more than 90% on average on a yearly basis. This average occupation means that from time to time wards are fully occupied, resulting in some major negative effects: patients cannot be admitted, operations are cancelled, patients are admitted on the wrong ward, nurses and doctors experience a lot of stress. Before our implementation started, the average occupation in this particular hospital was well over 90% and the amount of patients admitted on wrong wards was almost 1000 per year on a total of 8000 admissions for the concerning wards (5 in total in this case). On top of that, 10 to 15 times a year the hospital was completely full, resulting in patients being sent through to other hospitals in the region. The average length of stay was at the time of the beginning of the project (2010) 7.3 days per patient. What had to be changed? The goal of the implementation was to eliminate guest-admissions and to prevent a full-house situation during normal market demand (i.e. not taking into account winter crises or disasters). The way to achieve this was to reduce the length of stay for each patient by eliminating non-medical waiting times. These non-medical waiting times are often caused by mis-synchronization of resources inside and outside the hospital: diagnostic departments, such as Radiology, Physiotherapy and the like, also suffer from fully planned schedules, resulting in not being available at the right time for clinically admitted patients. But also nursing homes and rehab clinics tend to be occupied for almost 100%, also resulting in blocking patients to be discharged from the hospital. Implementation results include: Occupation of beds decreased by 20%. The occupation of beds throughout the 5 wards has decreased below 80%; the length of stay decreased by 15%; no more full-houses occur, almost no wrong admissions anymore and the overall average length of stay has decreased by almost 15% and is still going down. Ongoing improvement is on daily basis. The hospital has a process of continuous improvement installed, by using buffer management system during a daily stand-up meeting in which delayed patients will get the appropriate management attention in order to move forward again. Decisions are based on performance. On a monthly basis every ward measures the performance and decides where to improve even more, based on the delay-data derived from the buffer management system. Management focuses on improvement. On a board level the management observes hospital wide obstacles and decides where to improve on a hospital level. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1247 |
Conference Proceedings |
|
Increase quality, decrease stress in a hospital |
2013 |
Vilnius, Lithuania |
This presentation demonstrates what management principles were applied in a general hospital that improved the quality of care and decreased the workload on nurses and doctors, while the same amount of patients was treated. This implementation took place in a Dutch hospital and is still in the process of completion. The implementation strategy is used in several hospitals in The Netherlands and abroad and delivers similar results over and over again. The problem is: Clinical wards in most hospitals, at least in The Netherlands, are usually occupied for more than 90% on average on a yearly basis. This average occupation means that from time to time wards are fully occupied, resulting in some major negative effects: patients cannot be admitted, operations are cancelled, patients are admitted on the wrong ward, nurses and doctors experience a lot of stress. Before our implementation started, the average occupation in this particular hospital was well over 90% and the amount of patients admitted on wrong wards was almost 1000 per year on a total of 8000 admissions for the concerning wards (5 in total in this case). On top of that, 10 to 15 times a year the hospital was completely full, resulting in patients being sent through to other hospitals in the region. The average length of stay was at the time of the beginning of the project (2010) 7.3 days per patient. What had to be changed? The goal of the implementation was to eliminate guest-admissions and to prevent a full-house situation during normal market demand (i.e. not taking into account winter crises or disasters). The way to achieve this was to reduce the length of stay for each patient by eliminating non-medical waiting times. These non-medical waiting times are often caused by mis-synchronization of resources inside and outside the hospital: diagnostic departments, such as Radiology, Physiotherapy and the like, also suffer from fully planned schedules, resulting in not being available at the right time for clinically admitted patients. But also nursing homes and rehab clinics tend to be occupied for almost 100%, also resulting in blocking patients to be discharged from the hospital. Implementation results include: Occupation of beds decreased by 20%. The occupation of beds throughout the 5 wards has decreased below 80%; the length of stay decreased by 15%; no more full-houses occur, almost no wrong admissions anymore and the overall average length of stay has decreased by almost 15% and is still going down. Ongoing improvement is on daily basis. The hospital has a process of continuous improvement installed, by using buffer management system during a daily stand-up meeting in which delayed patients will get the appropriate management attention in order to move forward again. Decisions are based on performance. On a monthly basis every ward measures the performance and decides where to improve even more, based on the delay-data derived from the buffer management system. Management focuses on improvement. On a board level the management observes hospital wide obstacles and decides where to improve on a hospital level. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1248 |
Conference Proceedings |
|
Increase quality, decrease stress in a hospital |
2013 |
Vilnius, Lithuania |
This presentation demonstrates what management principles were applied in a general hospital that improved the quality of care and decreased the workload on nurses and doctors, while the same amount of patients was treated. This implementation took place in a Dutch hospital and is still in the process of completion. The implementation strategy is used in several hospitals in The Netherlands and abroad and delivers similar results over and over again. The problem is: Clinical wards in most hospitals, at least in The Netherlands, are usually occupied for more than 90% on average on a yearly basis. This average occupation means that from time to time wards are fully occupied, resulting in some major negative effects: patients cannot be admitted, operations are cancelled, patients are admitted on the wrong ward, nurses and doctors experience a lot of stress. Before our implementation started, the average occupation in this particular hospital was well over 90% and the amount of patients admitted on wrong wards was almost 1000 per year on a total of 8000 admissions for the concerning wards (5 in total in this case). On top of that, 10 to 15 times a year the hospital was completely full, resulting in patients being sent through to other hospitals in the region. The average length of stay was at the time of the beginning of the project (2010) 7.3 days per patient. What had to be changed? The goal of the implementation was to eliminate guest-admissions and to prevent a full-house situation during normal market demand (i.e. not taking into account winter crises or disasters). The way to achieve this was to reduce the length of stay for each patient by eliminating non-medical waiting times. These non-medical waiting times are often caused by mis-synchronization of resources inside and outside the hospital: diagnostic departments, such as Radiology, Physiotherapy and the like, also suffer from fully planned schedules, resulting in not being available at the right time for clinically admitted patients. But also nursing homes and rehab clinics tend to be occupied for almost 100%, also resulting in blocking patients to be discharged from the hospital. Implementation results include: Occupation of beds decreased by 20%. The occupation of beds throughout the 5 wards has decreased below 80%; the length of stay decreased by 15%; no more full-houses occur, almost no wrong admissions anymore and the overall average length of stay has decreased by almost 15% and is still going down. Ongoing improvement is on daily basis. The hospital has a process of continuous improvement installed, by using buffer management system during a daily stand-up meeting in which delayed patients will get the appropriate management attention in order to move forward again. Decisions are based on performance. On a monthly basis every ward measures the performance and decides where to improve even more, based on the delay-data derived from the buffer management system. Management focuses on improvement. On a board level the management observes hospital wide obstacles and decides where to improve on a hospital level. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1249 |
Conference Proceedings |
Klarman, Alex |
Can you have it, without having it? |
2013 |
Vilnius, Lithuania |
The case of city-wide infrastructure construction and renovation for the UEFA Euro 2012 in Wroclaw, a large European city is presented. Applying TOC and critical chain project management (CCPM) within a set of huge, separate but interdependent, conventionally-managed yet time-critical projects was certainly a major challenge. Conveying the knowledge to people, who sometimes lacked basic project management skills wasn't easy too. But, as it turned out… it's not the technology, stupid! It's the trust! The main challenge was, as it often happens, that the various projects (all 13 of them) had to be ready within most challenging time-table, with no flexibility whatsoever regarding their finish. What has constantly added to the many technological and logistic problems the problems were constantly barraged by, was the basic lack of trust between the investor and project contractor, between the various contractors, most of them neighboring each other, within the narrow confines of space. Creating the trust between the investor and the contractors, the trust in project managers' ability to find solutions to even the most complex problems as well as the ability of the coordinating team to assist them in resolving the emerging inter-project conflicts in a truly win-win manner was the main challenge. Once met, we have seen them gradually gaining the trust in the beneficial impact of CCPM. That, coupled with the trust in the good will of the investor turned out to be the issue, which most contributed to their ability to finish all project on, or before time. Topics include: Mega-projects versus large projects, tools for uncertainty-management in mega-projects, and cooperating with the investor, contractors and subcontractors, vendors and internal and external control bodies. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1250 |
Conference Proceedings |
|
Can you have it, without having it? |
2013 |
Vilnius, Lithuania |
The case of city-wide infrastructure construction and renovation for the UEFA Euro 2012 in Wroclaw, a large European city is presented. Applying TOC and critical chain project management (CCPM) within a set of huge, separate but interdependent, conventionally-managed yet time-critical projects was certainly a major challenge. Conveying the knowledge to people, who sometimes lacked basic project management skills wasn't easy too. But, as it turned out… it's not the technology, stupid! It's the trust! The main challenge was, as it often happens, that the various projects (all 13 of them) had to be ready within most challenging time-table, with no flexibility whatsoever regarding their finish. What has constantly added to the many technological and logistic problems the problems were constantly barraged by, was the basic lack of trust between the investor and project contractor, between the various contractors, most of them neighboring each other, within the narrow confines of space. Creating the trust between the investor and the contractors, the trust in project managers' ability to find solutions to even the most complex problems as well as the ability of the coordinating team to assist them in resolving the emerging inter-project conflicts in a truly win-win manner was the main challenge. Once met, we have seen them gradually gaining the trust in the beneficial impact of CCPM. That, coupled with the trust in the good will of the investor turned out to be the issue, which most contributed to their ability to finish all project on, or before time. Topics include: Mega-projects versus large projects, tools for uncertainty-management in mega-projects, and cooperating with the investor, contractors and subcontractors, vendors and internal and external control bodies. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1251 |
Conference Proceedings |
|
Can you have it, without having it? |
2013 |
Vilnius, Lithuania |
The case of city-wide infrastructure construction and renovation for the UEFA Euro 2012 in Wroclaw, a large European city is presented. Applying TOC and critical chain project management (CCPM) within a set of huge, separate but interdependent, conventionally-managed yet time-critical projects was certainly a major challenge. Conveying the knowledge to people, who sometimes lacked basic project management skills wasn't easy too. But, as it turned out… it's not the technology, stupid! It's the trust! The main challenge was, as it often happens, that the various projects (all 13 of them) had to be ready within most challenging time-table, with no flexibility whatsoever regarding their finish. What has constantly added to the many technological and logistic problems the problems were constantly barraged by, was the basic lack of trust between the investor and project contractor, between the various contractors, most of them neighboring each other, within the narrow confines of space. Creating the trust between the investor and the contractors, the trust in project managers' ability to find solutions to even the most complex problems as well as the ability of the coordinating team to assist them in resolving the emerging inter-project conflicts in a truly win-win manner was the main challenge. Once met, we have seen them gradually gaining the trust in the beneficial impact of CCPM. That, coupled with the trust in the good will of the investor turned out to be the issue, which most contributed to their ability to finish all project on, or before time. Topics include: Mega-projects versus large projects, tools for uncertainty-management in mega-projects, and cooperating with the investor, contractors and subcontractors, vendors and internal and external control bodies. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1252 |
Conference Proceedings |
Cox, Kristen |
How to implement TOC principles and tools in state government and achieve great results: Utah's story |
2013 |
Vilnius, Lithuania |
The problem or challenge in state government is that federal and state funding resources are diminishing while customer demand for services is increasing. The State of Utah plans to continue its tradition of excellence by setting the gold standard of government practices. We must ensure that scarce resources are allocated and managed in a way that will continuously bring more and more value to our stakeholders. Governor Gary R. Herbert has set the target and charged his 24 Cabinet officials to improve government operations and services by 25% (a combination of quality, cost and throughput) over the next four years. In her role as the Executive Director of the Governor's Office of Management and Budget, Kris Cox is leading the charge and is working with every Cabinet member to ensure success in meeting the target. Kris Cox and Greg Gardner pioneered the implementation of TOC principles and tools three years ago at the Utah Department of Workforce Services (DWS). Based on that experience, they created the SUCCESS Framework—a tool to assist agencies in applying TOC and other operational excellence tools to state government. The process produced great results at DWS. Based on that success, Governor Herbert appointed Kris to head his Office of Management and Budget and to lead the charge for the 24 Cabinet agencies to achieve a 25% improvement in services and operations over the next four years. Kris recruited Greg to join her as a member of the team working to implement the SUCCESS Framework strategy across Utah state government. Overview of the SUCCESS Framework includes: The framework was developed in Utah to assist government agencies with the implementation of TOC and other operational excellence principles and tools. An introduction is provided to Utah's measurement criteria: “Quality Throughput divided by Operating Expense” to measure progress in meeting the 25% improvement target. Introduction to the SUCCESS Management Information System (SMIS): It was developed to simplify reporting and measure progress and performance. Utah's use of additional tools to assist agencies achieve great results includes: Throughput operating strategy; strategic and operational measurements; and maximize control point capacity (strategy and tactics, acceleration, mistake proofing, policy synchronization). Utah's progress to anchor the budgeting process to performance is described. Agency funding requests will be evaluated in the context of the impact on quality and throughput. Status of implementing the SUCCESS Framework across Utah's 24 Cabinet agencies is monitored and the great results being achieved so far. This real world application of TOC principles and tools in state government includes agencies as diverse as public safety, corrections, health, workforce development, agriculture, economic development, human services, tax, commerce, National Guard, transportation, technology services, natural resources and environmental quality. Tools and systems can be adapted for use in international government agencies. We show exposure to the bottom-line results that are occurring by using these tools and proof that the SUCCESS Framework and tools are producing great results. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1253 |
Conference Proceedings |
Gardner, Greg |
How to implement TOC principles and tools in state government and achieve great results: Utah's story |
2013 |
Vilnius, Lithuania |
The problem or challenge in state government is that federal and state funding resources are diminishing while customer demand for services is increasing. The State of Utah plans to continue its tradition of excellence by setting the gold standard of government practices. We must ensure that scarce resources are allocated and managed in a way that will continuously bring more and more value to our stakeholders. Governor Gary R. Herbert has set the target and charged his 24 Cabinet officials to improve government operations and services by 25% (a combination of quality, cost and throughput) over the next four years. In her role as the Executive Director of the Governor's Office of Management and Budget, Kris Cox is leading the charge and is working with every Cabinet member to ensure success in meeting the target. Kris Cox and Greg Gardner pioneered the implementation of TOC principles and tools three years ago at the Utah Department of Workforce Services (DWS). Based on that experience, they created the SUCCESS Framework—a tool to assist agencies in applying TOC and other operational excellence tools to state government. The process produced great results at DWS. Based on that success, Governor Herbert appointed Kris to head his Office of Management and Budget and to lead the charge for the 24 Cabinet agencies to achieve a 25% improvement in services and operations over the next four years. Kris recruited Greg to join her as a member of the team working to implement the SUCCESS Framework strategy across Utah state government. Overview of the SUCCESS Framework includes: The framework was developed in Utah to assist government agencies with the implementation of TOC and other operational excellence principles and tools. An introduction is provided to Utah's measurement criteria: “Quality Throughput divided by Operating Expense” to measure progress in meeting the 25% improvement target. Introduction to the SUCCESS Management Information System (SMIS): It was developed to simplify reporting and measure progress and performance. Utah's use of additional tools to assist agencies achieve great results includes: Throughput operating strategy; strategic and operational measurements; and maximize control point capacity (strategy and tactics, acceleration, mistake proofing, policy synchronization). Utah's progress to anchor the budgeting process to performance is described. Agency funding requests will be evaluated in the context of the impact on quality and throughput. Status of implementing the SUCCESS Framework across Utah's 24 Cabinet agencies is monitored and the great results being achieved so far. This real world application of TOC principles and tools in state government includes agencies as diverse as public safety, corrections, health, workforce development, agriculture, economic development, human services, tax, commerce, National Guard, transportation, technology services, natural resources and environmental quality. Tools and systems can be adapted for use in international government agencies. We show exposure to the bottom-line results that are occurring by using these tools and proof that the SUCCESS Framework and tools are producing great results. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1254 |
Conference Proceedings |
|
How to implement TOC principles and tools in state government and achieve great results: Utah's story |
2013 |
Vilnius, Lithuania |
The problem or challenge in state government is that federal and state funding resources are diminishing while customer demand for services is increasing. The State of Utah plans to continue its tradition of excellence by setting the gold standard of government practices. We must ensure that scarce resources are allocated and managed in a way that will continuously bring more and more value to our stakeholders. Governor Gary R. Herbert has set the target and charged his 24 Cabinet officials to improve government operations and services by 25% (a combination of quality, cost and throughput) over the next four years. In her role as the Executive Director of the Governor's Office of Management and Budget, Kris Cox is leading the charge and is working with every Cabinet member to ensure success in meeting the target. Kris Cox and Greg Gardner pioneered the implementation of TOC principles and tools three years ago at the Utah Department of Workforce Services (DWS). Based on that experience, they created the SUCCESS Framework—a tool to assist agencies in applying TOC and other operational excellence tools to state government. The process produced great results at DWS. Based on that success, Governor Herbert appointed Kris to head his Office of Management and Budget and to lead the charge for the 24 Cabinet agencies to achieve a 25% improvement in services and operations over the next four years. Kris recruited Greg to join her as a member of the team working to implement the SUCCESS Framework strategy across Utah state government. Overview of the SUCCESS Framework includes: The framework was developed in Utah to assist government agencies with the implementation of TOC and other operational excellence principles and tools. An introduction is provided to Utah's measurement criteria: “Quality Throughput divided by Operating Expense” to measure progress in meeting the 25% improvement target. Introduction to the SUCCESS Management Information System (SMIS): It was developed to simplify reporting and measure progress and performance. Utah's use of additional tools to assist agencies achieve great results includes: Throughput operating strategy; strategic and operational measurements; and maximize control point capacity (strategy and tactics, acceleration, mistake proofing, policy synchronization). Utah's progress to anchor the budgeting process to performance is described. Agency funding requests will be evaluated in the context of the impact on quality and throughput. Status of implementing the SUCCESS Framework across Utah's 24 Cabinet agencies is monitored and the great results being achieved so far. This real world application of TOC principles and tools in state government includes agencies as diverse as public safety, corrections, health, workforce development, agriculture, economic development, human services, tax, commerce, National Guard, transportation, technology services, natural resources and environmental quality. Tools and systems can be adapted for use in international government agencies. We show exposure to the bottom-line results that are occurring by using these tools and proof that the SUCCESS Framework and tools are producing great results. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1255 |
Conference Proceedings |
|
How to implement TOC principles and tools in state government and achieve great results: Utah's story |
2013 |
Vilnius, Lithuania |
The problem or challenge in state government is that federal and state funding resources are diminishing while customer demand for services is increasing. The State of Utah plans to continue its tradition of excellence by setting the gold standard of government practices. We must ensure that scarce resources are allocated and managed in a way that will continuously bring more and more value to our stakeholders. Governor Gary R. Herbert has set the target and charged his 24 Cabinet officials to improve government operations and services by 25% (a combination of quality, cost and throughput) over the next four years. In her role as the Executive Director of the Governor's Office of Management and Budget, Kris Cox is leading the charge and is working with every Cabinet member to ensure success in meeting the target. Kris Cox and Greg Gardner pioneered the implementation of TOC principles and tools three years ago at the Utah Department of Workforce Services (DWS). Based on that experience, they created the SUCCESS Framework—a tool to assist agencies in applying TOC and other operational excellence tools to state government. The process produced great results at DWS. Based on that success, Governor Herbert appointed Kris to head his Office of Management and Budget and to lead the charge for the 24 Cabinet agencies to achieve a 25% improvement in services and operations over the next four years. Kris recruited Greg to join her as a member of the team working to implement the SUCCESS Framework strategy across Utah state government. Overview of the SUCCESS Framework includes: The framework was developed in Utah to assist government agencies with the implementation of TOC and other operational excellence principles and tools. An introduction is provided to Utah's measurement criteria: “Quality Throughput divided by Operating Expense” to measure progress in meeting the 25% improvement target. Introduction to the SUCCESS Management Information System (SMIS): It was developed to simplify reporting and measure progress and performance. Utah's use of additional tools to assist agencies achieve great results includes: Throughput operating strategy; strategic and operational measurements; and maximize control point capacity (strategy and tactics, acceleration, mistake proofing, policy synchronization). Utah's progress to anchor the budgeting process to performance is described. Agency funding requests will be evaluated in the context of the impact on quality and throughput. Status of implementing the SUCCESS Framework across Utah's 24 Cabinet agencies is monitored and the great results being achieved so far. This real world application of TOC principles and tools in state government includes agencies as diverse as public safety, corrections, health, workforce development, agriculture, economic development, human services, tax, commerce, National Guard, transportation, technology services, natural resources and environmental quality. Tools and systems can be adapted for use in international government agencies. We show exposure to the bottom-line results that are occurring by using these tools and proof that the SUCCESS Framework and tools are producing great results. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1256 |
Conference Proceedings |
Miller, Ken |
Extreme makeover government: Increasing government's capacity to do more |
2013 |
Vilnius, Lithuania |
Government is under incredible pressure right now. The economic crisis has hit us with a double whammy: exponential increases in demand and dramatically reduced resources. Government simply doesn't have the capacity to do all the good we want to do in this world. How have we responded to these new pressures? By trotting out the old ideas. More blue ribbon panels, travel moratoriums and calls for accountability. We cut back on paper clips and cut out the training. We outsource, upgrade and right size. Meanwhile droves of new customers are stuck on our porch waiting to knock on our door and ask for help. The house of government doesn't need another layer of paint or some new carpet it needs an extreme makeover. And just like on the show it needs it done fast! Our house is full of “moldy ideas” that are making everyone sick and our pipes are bursting from the ever increasing demands. We can stand around arguing whether the house is too big or costs too much or we can grab some tools and fix it up. This presentation makes obvious the real problems plaguing government, how you can join the crew and gives you the tools to complete the makeover. An overview is given of the one and only thing government needs to focus on to get out of this crisis. You learn a new way of seeing the work of government and better way to make that work great. Government can perform its vital functions 80% faster at less cost with better quality. The DNA of government complexity and how we can genetically modify it is discussed. Spot the “moldy” thinking that is making us all sick. Get rid of 40% of your agency's workload. The hidden costs of government are discussed. What is the next generation of customers and employees going to do to your operations. Technology isn't the answer. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1257 |
Conference Proceedings |
|
Extreme makeover government: Increasing government's capacity to do more |
2013 |
Vilnius, Lithuania |
Government is under incredible pressure right now. The economic crisis has hit us with a double whammy: exponential increases in demand and dramatically reduced resources. Government simply doesn't have the capacity to do all the good we want to do in this world. How have we responded to these new pressures? By trotting out the old ideas. More blue ribbon panels, travel moratoriums and calls for accountability. We cut back on paper clips and cut out the training. We outsource, upgrade and right size. Meanwhile droves of new customers are stuck on our porch waiting to knock on our door and ask for help. The house of government doesn't need another layer of paint or some new carpet it needs an extreme makeover. And just like on the show it needs it done fast! Our house is full of “moldy ideas” that are making everyone sick and our pipes are bursting from the ever increasing demands. We can stand around arguing whether the house is too big or costs too much or we can grab some tools and fix it up. This presentation makes obvious the real problems plaguing government, how you can join the crew and gives you the tools to complete the makeover. An overview is given of the one and only thing government needs to focus on to get out of this crisis. You learn a new way of seeing the work of government and better way to make that work great. Government can perform its vital functions 80% faster at less cost with better quality. The DNA of government complexity and how we can genetically modify it is discussed. Spot the “moldy” thinking that is making us all sick. Get rid of 40% of your agency's workload. The hidden costs of government are discussed. What is the next generation of customers and employees going to do to your operations. Technology isn't the answer. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1258 |
Conference Proceedings |
|
Extreme makeover government: Increasing government's capacity to do more |
2013 |
Vilnius, Lithuania |
Government is under incredible pressure right now. The economic crisis has hit us with a double whammy: exponential increases in demand and dramatically reduced resources. Government simply doesn't have the capacity to do all the good we want to do in this world. How have we responded to these new pressures? By trotting out the old ideas. More blue ribbon panels, travel moratoriums and calls for accountability. We cut back on paper clips and cut out the training. We outsource, upgrade and right size. Meanwhile droves of new customers are stuck on our porch waiting to knock on our door and ask for help. The house of government doesn't need another layer of paint or some new carpet it needs an extreme makeover. And just like on the show it needs it done fast! Our house is full of “moldy ideas” that are making everyone sick and our pipes are bursting from the ever increasing demands. We can stand around arguing whether the house is too big or costs too much or we can grab some tools and fix it up. This presentation makes obvious the real problems plaguing government, how you can join the crew and gives you the tools to complete the makeover. An overview is given of the one and only thing government needs to focus on to get out of this crisis. You learn a new way of seeing the work of government and better way to make that work great. Government can perform its vital functions 80% faster at less cost with better quality. The DNA of government complexity and how we can genetically modify it is discussed. Spot the “moldy” thinking that is making us all sick. Get rid of 40% of your agency's workload. The hidden costs of government are discussed. What is the next generation of customers and employees going to do to your operations. Technology isn't the answer. |
|
https://www.tocico.org/page/2013ConferenceProceedings |
| 1259 |
Conference Proceedings |
Lenhartz, Christoph |
What is the theory of constraints basics workshop (German) |
2013 |
Bad Nauheim, Germany |
The TOCICO Dictionary (2012, 2nd Ed. Cox, Boyd, et al., 45) defines the theory of constraints (TOC) as “A holistic management philosophy developed by Dr. Eliyahu M. Goldratt that is based on the principle that complex systems exhibit inherent simplicity, i.e., even a very complex system made up of thousands of people and pieces of equipment can have in any given time only a very, very small number of variables – perhaps only one (known as a constraint) – that actually limits the ability to generate more of the system's goal.” The term, theory of constraints, was coined by Dr. Goldratt in 1986 with his realization that his OPT philosophy applied to more than the management of bottlenecks in production. He realized that his concepts also applied to projects with the ‘bottleneck' being the critical path (better described as a critical chain); hence the new name ‘theory of constraints'. The evolution of TOC started much earlier in the late 1970's with the development of Goldratt's OPT software and later the OPT principles. In 2010, Dr. Goldratt in ‘Chapter 1 What is TOC? My perspective' (of the Theory of Constraints Handbook) wrote that TOC could be described by one word: ‘focus'. In the chapter Goldratt describes redefining the term ‘focus' to solve each new problem blocking achieving the system goal and in each instance of solving the new problem he expands the scope to several organization functions (production, accounting, marketing, sales, distribution, retail, human relations, engineering and projects, business strategy, etc.) and increases the performance of the system significantly. This workshop answers the first two change questions of ‘what to change?' and ‘to what to change to' for organizations and for various organization functions. (1 hour, 43 minutes). |
What is TOC? A basics workshop. Presentation organization: The change question sequence. BROAD OVERVIEW OF TOC BASED ON THE 3 CHANGE QUESTION SEQUENCE1: What to change? Core problem identification. To what to change? The win-win solution. How to cause the change? The implementation plan. Workshop topics: • TOC origins1 and evolution • 1978 TOC origin1: The chicken house problem • 2010 What is TOC? FOCUS Goldratt goes on to define 'Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything. We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.' Organizations / systems 1. Traditional organization focus versus TOC organization focus 2. Organizations 3. Traditional organization focus / rules 4. Organizations 5. TOC organization focus / rules 6. Fundamental assumptions of TOC 1) People are good ... but we all have 'bad' assumptions that block us from seeing and unlocking inherent potential within ourselves, others and the organizations we work in. Goldratt 2) Every conflict can be removed ... if we can find and challenge the erroneous assumption(s) causing the conflict. Newton 3) Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... if we can find the one or few high leverage points, the inherent simplicity in any situation or system. Newton 4) Every situation can be substantially improved ... if we can just think clearly in all situations we encounter using these assumptions. Goldratt • Operations • Finance / measures • Projects • Distribution / supply chain • Marketing • Sales • Managing people — Respect • Strategy Summary • Workshop topics • How to cause the change? • Fundamental assumptions of TOC • FOCUS + assumptions = TOC derivatives. 1 hour 44 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1260 |
Conference Proceedings |
|
What is the theory of constraints basics workshop (German) |
2013 |
Bad Nauheim, Germany |
The TOCICO Dictionary (2012, 2nd Ed. Cox, Boyd, et al., 45) defines the theory of constraints (TOC) as “A holistic management philosophy developed by Dr. Eliyahu M. Goldratt that is based on the principle that complex systems exhibit inherent simplicity, i.e., even a very complex system made up of thousands of people and pieces of equipment can have in any given time only a very, very small number of variables – perhaps only one (known as a constraint) – that actually limits the ability to generate more of the system's goal.” The term, theory of constraints, was coined by Dr. Goldratt in 1986 with his realization that his OPT philosophy applied to more than the management of bottlenecks in production. He realized that his concepts also applied to projects with the ‘bottleneck' being the critical path (better described as a critical chain); hence the new name ‘theory of constraints'. The evolution of TOC started much earlier in the late 1970's with the development of Goldratt's OPT software and later the OPT principles. In 2010, Dr. Goldratt in ‘Chapter 1 What is TOC? My perspective' (of the Theory of Constraints Handbook) wrote that TOC could be described by one word: ‘focus'. In the chapter Goldratt describes redefining the term ‘focus' to solve each new problem blocking achieving the system goal and in each instance of solving the new problem he expands the scope to several organization functions (production, accounting, marketing, sales, distribution, retail, human relations, engineering and projects, business strategy, etc.) and increases the performance of the system significantly. This workshop answers the first two change questions of ‘what to change?' and ‘to what to change to' for organizations and for various organization functions. (1 hour, 43 minutes). |
What is TOC? A basics workshop. Presentation organization: The change question sequence. BROAD OVERVIEW OF TOC BASED ON THE 3 CHANGE QUESTION SEQUENCE1: What to change? Core problem identification. To what to change? The win-win solution. How to cause the change? The implementation plan. Workshop topics: • TOC origins1 and evolution • 1978 TOC origin1: The chicken house problem • 2010 What is TOC? FOCUS Goldratt goes on to define 'Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything. We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.' Organizations / systems 1. Traditional organization focus versus TOC organization focus 2. Organizations 3. Traditional organization focus / rules 4. Organizations 5. TOC organization focus / rules 6. Fundamental assumptions of TOC 1) People are good ... but we all have 'bad' assumptions that block us from seeing and unlocking inherent potential within ourselves, others and the organizations we work in. Goldratt 2) Every conflict can be removed ... if we can find and challenge the erroneous assumption(s) causing the conflict. Newton 3) Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... if we can find the one or few high leverage points, the inherent simplicity in any situation or system. Newton 4) Every situation can be substantially improved ... if we can just think clearly in all situations we encounter using these assumptions. Goldratt • Operations • Finance / measures • Projects • Distribution / supply chain • Marketing • Sales • Managing people — Respect • Strategy Summary • Workshop topics • How to cause the change? • Fundamental assumptions of TOC • FOCUS + assumptions = TOC derivatives. 1 hour 44 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1261 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Standing on the shoulders of giants |
2009 |
Tacoma, WA |
This presentation describes industry using the standing on the shoulders approach. Eli Whitney's standardization of parts, Henry Ford's flow line, Tiachi Ohno's Toyota Production System. Ford's true contribution was to limit the space for inventory to accumulate thus accommodating flow of production (he was limiting overproduction). The concepts of flow are developed based on its historical events. The four concepts of flow are production concepts underlying Ford‘s assembly line and Ohno‘s Toyota Production System. These four concepts are: 1. Improving flow (or equivalently lead time) is a primary objective of operations. 2. This primary objective should be translated into a practical mechanism that guides the operation when not to produce (prevents overproduction). 3. Local efficiencies must be abolished. 4. A focusing process to balance flow must be in place. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 1262 |
Conference Proceedings |
|
Standing on the shoulders of giants |
2009 |
Tacoma, WA |
This presentation describes industry using the standing on the shoulders approach. Eli Whitney's standardization of parts, Henry Ford's flow line, Tiachi Ohno's Toyota Production System. Ford's true contribution was to limit the space for inventory to accumulate thus accommodating flow of production (he was limiting overproduction). The concepts of flow are developed based on its historical events. The four concepts of flow are production concepts underlying Ford‘s assembly line and Ohno‘s Toyota Production System. These four concepts are: 1. Improving flow (or equivalently lead time) is a primary objective of operations. 2. This primary objective should be translated into a practical mechanism that guides the operation when not to produce (prevents overproduction). 3. Local efficiencies must be abolished. 4. A focusing process to balance flow must be in place. |
DVD 7, 1 hour 12 minutes |
https://www.tocico.org/page/2009ConferenceProceedings |
| 1263 |
Conference Proceedings |
Muraro, Marco Luiz Clausen |
Riachuelo's fast fashion journey: Challenging the fashion retail paradigms with TOC retail thinking |
2014 |
Washington, DC |
“Guararapes” is the largest fashion group in Brazil and the parent company of the “Lojas Riachuelo” retail chain, with 222 stores nationwide and turnover of more than $2 Billion. About 3 year ago, Riachuelo started a new initiative called “Fast Fashion”. The objective of this major strategic initiative was to develop a mode of operation that will serve them as a firm competitive advantage in the fast growing Brazilian fashion market. One of the fundamental conditions of the mode of operation to be developed is high scalability in order to support the aggressive growth strategy of the company. Using the TOC application for Manufacturing, Supply Chain and Retail in a very creative way, Riachuelo has been successful to gain a unique mode of operation. This mode of operation enables the company to present breakthrough results, together with advanced and powerful position in the traditional fashion industry. For the TOC community, this implementation opens a few new dimensions of the TOC application for Retail. The presentation will share the Fast Fashion initiative, together with the challenges the company needed to overcome along this journey. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1264 |
Conference Proceedings |
|
Riachuelo's fast fashion journey: Challenging the fashion retail paradigms with TOC retail thinking |
2014 |
Washington, DC |
“Guararapes” is the largest fashion group in Brazil and the parent company of the “Lojas Riachuelo” retail chain, with 222 stores nationwide and turnover of more than $2 Billion. About 3 year ago, Riachuelo started a new initiative called “Fast Fashion”. The objective of this major strategic initiative was to develop a mode of operation that will serve them as a firm competitive advantage in the fast growing Brazilian fashion market. One of the fundamental conditions of the mode of operation to be developed is high scalability in order to support the aggressive growth strategy of the company. Using the TOC application for Manufacturing, Supply Chain and Retail in a very creative way, Riachuelo has been successful to gain a unique mode of operation. This mode of operation enables the company to present breakthrough results, together with advanced and powerful position in the traditional fashion industry. For the TOC community, this implementation opens a few new dimensions of the TOC application for Retail. The presentation will share the Fast Fashion initiative, together with the challenges the company needed to overcome along this journey. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1265 |
Conference Proceedings |
Warchalowski, Jack |
Too big to change! The cost side of CCPM |
2014 |
Washington, DC |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase. While all project-based businesses are able to achieve the above benefits, those that derive all or most of their revenue from delivering projects (e.g. automation, aerospace, construction, etc.) can see dramatic bottom-line results. All of these organizations have the need to better manage projects and to provide accurate financial reporting & forecasting. CCPM provides a much better way to manage projects on time and in shorter lead-time, however, it often greatly complicates the financial processes. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1266 |
Conference Proceedings |
Duncan, Patrick |
Too big to change! The cost side of CCPM |
2014 |
Washington, DC |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase. While all project-based businesses are able to achieve the above benefits, those that derive all or most of their revenue from delivering projects (e.g. automation, aerospace, construction, etc.) can see dramatic bottom-line results. All of these organizations have the need to better manage projects and to provide accurate financial reporting & forecasting. CCPM provides a much better way to manage projects on time and in shorter lead-time, however, it often greatly complicates the financial processes. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1267 |
Conference Proceedings |
|
Too big to change! The cost side of CCPM |
2014 |
Washington, DC |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase. While all project-based businesses are able to achieve the above benefits, those that derive all or most of their revenue from delivering projects (e.g. automation, aerospace, construction, etc.) can see dramatic bottom-line results. All of these organizations have the need to better manage projects and to provide accurate financial reporting & forecasting. CCPM provides a much better way to manage projects on time and in shorter lead-time, however, it often greatly complicates the financial processes. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1268 |
Conference Proceedings |
Ronen, Boaz |
The three-one-one focused value creation model for public and private hospitals |
2014 |
Washington, DC |
The presentation describes a focused model that aims at significantly enhancing the value of hospitals, i.e. improving their performance. The managerial environment of hospitals is very complex mainly because there are couplings and dependencies among many different departments and units within it. One approach to hospital management harnesses CCPM for managing the fluctuations. Other managerial models propose treating every unit independently. In the first approach we may end up with a complex model, and the other models may result in local optimizations. Based on our experience and analysis we suggest that during every performance improvement project in a hospital, complex as it is, one should focus on improving mainly three+one+one units of the hospital. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1269 |
Conference Proceedings |
Pass, Shimeon |
The three-one-one focused value creation model for public and private hospitals |
2014 |
Washington, DC |
The presentation describes a focused model that aims at significantly enhancing the value of hospitals, i.e. improving their performance. The managerial environment of hospitals is very complex mainly because there are couplings and dependencies among many different departments and units within it. One approach to hospital management harnesses CCPM for managing the fluctuations. Other managerial models propose treating every unit independently. In the first approach we may end up with a complex model, and the other models may result in local optimizations. Based on our experience and analysis we suggest that during every performance improvement project in a hospital, complex as it is, one should focus on improving mainly three+one+one units of the hospital. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1270 |
Conference Proceedings |
Azaria, Shany |
The three-one-one focused value creation model for public and private hospitals |
2014 |
Washington, DC |
The presentation describes a focused model that aims at significantly enhancing the value of hospitals, i.e. improving their performance. The managerial environment of hospitals is very complex mainly because there are couplings and dependencies among many different departments and units within it. One approach to hospital management harnesses CCPM for managing the fluctuations. Other managerial models propose treating every unit independently. In the first approach we may end up with a complex model, and the other models may result in local optimizations. Based on our experience and analysis we suggest that during every performance improvement project in a hospital, complex as it is, one should focus on improving mainly three+one+one units of the hospital. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1271 |
Conference Proceedings |
|
The three-one-one focused value creation model for public and private hospitals |
2014 |
Washington, DC |
The presentation describes a focused model that aims at significantly enhancing the value of hospitals, i.e. improving their performance. The managerial environment of hospitals is very complex mainly because there are couplings and dependencies among many different departments and units within it. One approach to hospital management harnesses CCPM for managing the fluctuations. Other managerial models propose treating every unit independently. In the first approach we may end up with a complex model, and the other models may result in local optimizations. Based on our experience and analysis we suggest that during every performance improvement project in a hospital, complex as it is, one should focus on improving mainly three+one+one units of the hospital. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1272 |
Conference Proceedings |
Stratton, Roy |
TOC - A unifying theory? |
2014 |
Washington, DC |
This presentation aims to clarify the position of TOC as a theory and promote discussion over its boundaries of application in the context of other related laws and theories. The presentation is structured around the learning outcomes and starts by discussing the criteria for a good theory and how TOC measures up. The laws (principles) of operations management (Hopp and Spearman, 2000; Schmenner and Swink, 1998) are used as a basis for comparing and contrasting the contribution of established theory and practice, drawing on the wider cross functional perspective offered by TOC. This includes the shift in thinking from cost optimization to a systems perspective through strategic trade-offs, variability reduction and variability management. The presentation concludes by exploring the theoretical boundaries with specific reference to the generic applications and the underlying conflict these systems approaches address. The central importance of complexity, flow, aggregated variability and buffer management are used as a basis for discussing the most fruitful application boundaries. Following this presentation the participant will be able to: Discuss how TOC fits the classification of a good theory; Conceptually position TOC in the context of other business theories and laws; and Discuss the boundaries of TOC as a theory. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1273 |
Conference Proceedings |
|
TOC - A unifying theory? |
2014 |
Washington, DC |
This presentation aims to clarify the position of TOC as a theory and promote discussion over its boundaries of application in the context of other related laws and theories. The presentation is structured around the learning outcomes and starts by discussing the criteria for a good theory and how TOC measures up. The laws (principles) of operations management (Hopp and Spearman, 2000; Schmenner and Swink, 1998) are used as a basis for comparing and contrasting the contribution of established theory and practice, drawing on the wider cross functional perspective offered by TOC. This includes the shift in thinking from cost optimization to a systems perspective through strategic trade-offs, variability reduction and variability management. The presentation concludes by exploring the theoretical boundaries with specific reference to the generic applications and the underlying conflict these systems approaches address. The central importance of complexity, flow, aggregated variability and buffer management are used as a basis for discussing the most fruitful application boundaries. Following this presentation the participant will be able to: Discuss how TOC fits the classification of a good theory; Conceptually position TOC in the context of other business theories and laws; and Discuss the boundaries of TOC as a theory. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1274 |
Conference Proceedings |
Stemberger,Mark |
Sales restructuring delivered |
2014 |
Washington, DC |
Tomplast group was pushed to deliver results. Fast and efficient! The investor structure within the Tomplast group (a PE group with key investors from international banks) had no empathy nor time nor understanding for the challenges on the market. The company had to deliver results, or else the operational achievements of the past would be put in jeopardy as the “knee-jerk” reaction from institutional investors focusing on cutting costs and cost-accounting would prevail… Tomplast faces several challenges, amongst them: fast rate of dying projects, projects took longer to acquire than planned, the sales team had poor and wandering focus, with criteria loosely defined, allowing less than optimal projects to enter the development pipeline. The sales pipeline built since 2011 to the end of 2013 changed the company in more ways than a superficial glance would suggest: the company has been repositioned from an excellent manufacturer to a system and development supplier. A sales and customer culture permeated the fabric of the company. The company entered new sales regions, conquered new industries, developed new clients within existing and new industries and won a torrent of new projects that nearly choked the entire engineering team. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1275 |
Conference Proceedings |
|
Sales restructuring delivered |
2014 |
Washington, DC |
Tomplast group was pushed to deliver results. Fast and efficient! The investor structure within the Tomplast group (a PE group with key investors from international banks) had no empathy nor time nor understanding for the challenges on the market. The company had to deliver results, or else the operational achievements of the past would be put in jeopardy as the “knee-jerk” reaction from institutional investors focusing on cutting costs and cost-accounting would prevail… Tomplast faces several challenges, amongst them: fast rate of dying projects, projects took longer to acquire than planned, the sales team had poor and wandering focus, with criteria loosely defined, allowing less than optimal projects to enter the development pipeline. The sales pipeline built since 2011 to the end of 2013 changed the company in more ways than a superficial glance would suggest: the company has been repositioned from an excellent manufacturer to a system and development supplier. A sales and customer culture permeated the fabric of the company. The company entered new sales regions, conquered new industries, developed new clients within existing and new industries and won a torrent of new projects that nearly choked the entire engineering team. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1276 |
Conference Proceedings |
Stratton, Roy |
A holistic solution for community health and social care |
2014 |
Washington, DC |
Following this presentation the participant will be able to- Identify the main injections and benefits; Explain how the 5 steps apply to this environment; and Discuss how buffer management supports integration in this environment. This presentation focuses on community health and social care in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of more than 5 years. The research involves a combination of case and action research over three distinct cycles. The first cycle concerns the use of TOC based discharge management across the 12 community hospitals in the region. This is followed by 2 cycles extending the TOC application into community outpatient care over the last 18 months. The presentation is structured around these three cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalising and sustaining it. These cycles are then discussed in relation to the 5 focusing steps with particular reference to the use of buffer management. The presentation concludes with a reflection on how the inherent simplicity of this complex environment relates to the other TOC applications. |
This presentation focuses on community healthcare in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of 5 years. The research involves a combination of case and action research over two distinct cycles. The first cycle focused on discharge management across the community hospitals in the region that was more recently followed by extending the TOC application into community outpatient care over the past year. The presentation is structured around these two cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalizing and sustaining it. These two cycles are then used to discuss how the 5 focusing steps have been distinctly applied with particular reference to the use of time buffer management. The paper concludes with a reflection on how the TOC application enabled the inherent simplicity of this complex environment to be identified and designed into a sustainable solution. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1277 |
Conference Proceedings |
West, Bill |
A holistic solution for community health and social care |
2014 |
Washington, DC |
Following this presentation the participant will be able to- Identify the main injections and benefits; Explain how the 5 steps apply to this environment; and Discuss how buffer management supports integration in this environment. This presentation focuses on community health and social care in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of more than 5 years. The research involves a combination of case and action research over three distinct cycles. The first cycle concerns the use of TOC based discharge management across the 12 community hospitals in the region. This is followed by 2 cycles extending the TOC application into community outpatient care over the last 18 months. The presentation is structured around these three cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalising and sustaining it. These cycles are then discussed in relation to the 5 focusing steps with particular reference to the use of buffer management. The presentation concludes with a reflection on how the inherent simplicity of this complex environment relates to the other TOC applications. |
This presentation focuses on community healthcare in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of 5 years. The research involves a combination of case and action research over two distinct cycles. The first cycle focused on discharge management across the community hospitals in the region that was more recently followed by extending the TOC application into community outpatient care over the past year. The presentation is structured around these two cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalizing and sustaining it. These two cycles are then used to discuss how the 5 focusing steps have been distinctly applied with particular reference to the use of time buffer management. The paper concludes with a reflection on how the TOC application enabled the inherent simplicity of this complex environment to be identified and designed into a sustainable solution. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1278 |
Conference Proceedings |
|
A holistic solution for community health and social care |
2014 |
Washington, DC |
Following this presentation the participant will be able to- Identify the main injections and benefits; Explain how the 5 steps apply to this environment; and Discuss how buffer management supports integration in this environment. This presentation focuses on community health and social care in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of more than 5 years. The research involves a combination of case and action research over three distinct cycles. The first cycle concerns the use of TOC based discharge management across the 12 community hospitals in the region. This is followed by 2 cycles extending the TOC application into community outpatient care over the last 18 months. The presentation is structured around these three cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalising and sustaining it. These cycles are then discussed in relation to the 5 focusing steps with particular reference to the use of buffer management. The presentation concludes with a reflection on how the inherent simplicity of this complex environment relates to the other TOC applications. |
This presentation focuses on community healthcare in a region of the UK where the TOC approach has been applied through QFI Consulting over a period of 5 years. The research involves a combination of case and action research over two distinct cycles. The first cycle focused on discharge management across the community hospitals in the region that was more recently followed by extending the TOC application into community outpatient care over the past year. The presentation is structured around these two cycles and in each case the process of analysis, design and implementation is presented together with the results and issues associated with building the capability then capitalizing and sustaining it. These two cycles are then used to discuss how the 5 focusing steps have been distinctly applied with particular reference to the use of time buffer management. The paper concludes with a reflection on how the TOC application enabled the inherent simplicity of this complex environment to be identified and designed into a sustainable solution. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1279 |
Conference Proceedings |
Soejima, Chizuru |
Enterprise-wide promotion framework for CCPM implementation in NTT Data |
2014 |
Washington, DC |
NTT Data Corporation is the 6th largest global IT services company based in Japan. Industries of our customers cover a wide range, for example government, healthcare, finance, insurance, manufacturing, retail, and so on. In the IT service market in Japan, due to the diversification and sophistication of the needs of society and our customers, there is an increasing demand for services that match the expectations for shorter delivery periods. To meet this demand, we started implementing CCPM enterprise-wide in 2009. As you know, it is not easy to implement and operate using CCPM, so that we built a framework called “Enterprise-Wide Promotion Framework for CCPM Implementation” for IT system integration projects. This framework consists of three parts of support system, know-how and education. Using this framework, we have already implemented CCPM in over 50 sections and achieved reducing the work period by over 30% in the maximum case. This presentation shows the concept and some details about “Enterprise-wide Promotion Framework for CCPM Implementation”. |
Background
About NTT DATA Corporation
Ø The 6th largest global IT services company (No1 IT System Integrator in Japan).
Ø Headquarter in Tokyo, with business operations in more than 36 countries.
Ø 1,301,941 million yen in Net Sales (April 1, 2012 to March 31, 2013)
Ø Providing IT System Integration Services for various types of industries, e.g. Government, Healthcare, Finance, Manufacturing, Retail, and so on.
NTT DATA Business Characteristics
Ø Integrating system of each industry or customer, we need its own business expertise, so that we establish a section per industry or customer.
Ø There are more than 150 customers in Japan.
Ø Each section has more than one customer, and run multiple SI projects.
Why change?
In the IT service market in Japan, there is an increasing demand for services that match the expectations for shorter delivery periods.
To meet this demand, we started promoting enterprise-wide CCPM implementation to IT System Integration Projects from 2009.
What to change?
We have no means to expand implementing CCPM speedy.
We do not have much know-how about implementing CCPM.
Most of Project Managers do not know CCPM.
What to change to?
We can expand implementing CCPM speedy with lower cost.
We accumulate much know-how and anyone can use them.
Most of Project Managers know CCPM and they would like to implement CCPM.
How to cause the change?
History
Ø First, we tried pilot implementation in 2009, getting know-how to implement CCPM for one project and expand other projects in one section.
Ø In 2010, we tried to extend implementing CCPM to other sections, but it did not make progress as expected.
Ø Then we built “Enterprise-Wide Promotion Framework for CCPM Implementation” for IT System Integration Projects.
Ø From 2011, we started to expand implementing CCPM to other sections with the framework. Now, we have promoted CCPM implementation over 50 sections.
Enterprise-Wide Promotion Framework for CCPM Implementation
To achieve above “What to change to?”, we built our framework which consists of three parts of support system, know-how and education.
Ø To expand implementing CCPM speedy, we built “support system”.
² CCPM professional consultants: Support from preparation to implementation CCPM. Also provide Services such as Schedule review and Data analysis.
² CCPM execution system on cloud: We can provide CCPM execution system on cloud environment in a few days from user's requests. The CCPM system has our own functions which optimized for IT System Integration.
Ø To accumulate much know-how and being used by anyone, we opened a private CCPM Portal site with these contents.
² CCPM guideline: Systemized Processes to implement CCPM (based on our experience of first pilot CCPM implementation).
² CCPM case studies
² CCPM technical articles
Ø To raise awareness of CCPM among project managers, we have taken 3 approaches as follows.
² CCPM training courses: Basic for younger PM and advanced for senior PM (200 attendees per year).
² CCPM seminars: A seminar to learn CCPM theory and some know-how in short time. We have two types of seminars; on-site seminar (over 15 sections per year) and regular seminar (over 100 attendees per year).
² CCPM Events: CCPM Forum to share case studies in NTT DATA once a year (300 attendees per year).
Lessons learned?
We challenged to expand implementing CCPM to other sections more speedy and lower cost than before 2010 and resulted in success. From 2009 to 2010, we implemented only four sections (2 sections per year), but we could implement over 50 sections (over 10 sections per year) from 2011 to 2013 with same number of support members.
First of 2011, some project managers tried to implement CCPM, but gave up in the early stage. There are two reasons. One is because they needed more detailed procedure to start-up faster, so that we improve our know-how documentations. The other is that it was hard to set up CCPM execution environment for some PM, so that we started to provide cloud services. After that, preparation time and costs reduced. Also we can provide better services as we monitor their situation anytime via cloud environment.
Sections which have only small projects tend not to try implementing CCPM, so we will develop and provide simplified CCPM for small scale projects (future work).
3 Learning Objectives
Share how to promote CCPM implementation in large IT Service Company.
Share some of our detailed methodologies and approaches.
Share some of our insight.
3 questions to improve understanding and transfer of ideas
What are the key success factors of the framework?
Why did you built your own Promotion Framework? There are also CCPM consultants in Japan who have much CCPM implementation know-how.
How do you think that the framework is suitable for other industries? And why? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1280 |
Conference Proceedings |
|
Enterprise-wide promotion framework for CCPM implementation in NTT Data |
2014 |
Washington, DC |
NTT Data Corporation is the 6th largest global IT services company based in Japan. Industries of our customers cover a wide range, for example government, healthcare, finance, insurance, manufacturing, retail, and so on. In the IT service market in Japan, due to the diversification and sophistication of the needs of society and our customers, there is an increasing demand for services that match the expectations for shorter delivery periods. To meet this demand, we started implementing CCPM enterprise-wide in 2009. As you know, it is not easy to implement and operate using CCPM, so that we built a framework called “Enterprise-Wide Promotion Framework for CCPM Implementation” for IT system integration projects. This framework consists of three parts of support system, know-how and education. Using this framework, we have already implemented CCPM in over 50 sections and achieved reducing the work period by over 30% in the maximum case. This presentation shows the concept and some details about “Enterprise-wide Promotion Framework for CCPM Implementation”. |
Background
About NTT DATA Corporation
Ø The 6th largest global IT services company (No1 IT System Integrator in Japan).
Ø Headquarter in Tokyo, with business operations in more than 36 countries.
Ø 1,301,941 million yen in Net Sales (April 1, 2012 to March 31, 2013)
Ø Providing IT System Integration Services for various types of industries, e.g. Government, Healthcare, Finance, Manufacturing, Retail, and so on.
NTT DATA Business Characteristics
Ø Integrating system of each industry or customer, we need its own business expertise, so that we establish a section per industry or customer.
Ø There are more than 150 customers in Japan.
Ø Each section has more than one customer, and run multiple SI projects.
Why change?
In the IT service market in Japan, there is an increasing demand for services that match the expectations for shorter delivery periods.
To meet this demand, we started promoting enterprise-wide CCPM implementation to IT System Integration Projects from 2009.
What to change?
We have no means to expand implementing CCPM speedy.
We do not have much know-how about implementing CCPM.
Most of Project Managers do not know CCPM.
What to change to?
We can expand implementing CCPM speedy with lower cost.
We accumulate much know-how and anyone can use them.
Most of Project Managers know CCPM and they would like to implement CCPM.
How to cause the change?
History
Ø First, we tried pilot implementation in 2009, getting know-how to implement CCPM for one project and expand other projects in one section.
Ø In 2010, we tried to extend implementing CCPM to other sections, but it did not make progress as expected.
Ø Then we built “Enterprise-Wide Promotion Framework for CCPM Implementation” for IT System Integration Projects.
Ø From 2011, we started to expand implementing CCPM to other sections with the framework. Now, we have promoted CCPM implementation over 50 sections.
Enterprise-Wide Promotion Framework for CCPM Implementation
To achieve above “What to change to?”, we built our framework which consists of three parts of support system, know-how and education.
Ø To expand implementing CCPM speedy, we built “support system”.
² CCPM professional consultants: Support from preparation to implementation CCPM. Also provide Services such as Schedule review and Data analysis.
² CCPM execution system on cloud: We can provide CCPM execution system on cloud environment in a few days from user's requests. The CCPM system has our own functions which optimized for IT System Integration.
Ø To accumulate much know-how and being used by anyone, we opened a private CCPM Portal site with these contents.
² CCPM guideline: Systemized Processes to implement CCPM (based on our experience of first pilot CCPM implementation).
² CCPM case studies
² CCPM technical articles
Ø To raise awareness of CCPM among project managers, we have taken 3 approaches as follows.
² CCPM training courses: Basic for younger PM and advanced for senior PM (200 attendees per year).
² CCPM seminars: A seminar to learn CCPM theory and some know-how in short time. We have two types of seminars; on-site seminar (over 15 sections per year) and regular seminar (over 100 attendees per year).
² CCPM Events: CCPM Forum to share case studies in NTT DATA once a year (300 attendees per year).
Lessons learned?
We challenged to expand implementing CCPM to other sections more speedy and lower cost than before 2010 and resulted in success. From 2009 to 2010, we implemented only four sections (2 sections per year), but we could implement over 50 sections (over 10 sections per year) from 2011 to 2013 with same number of support members.
First of 2011, some project managers tried to implement CCPM, but gave up in the early stage. There are two reasons. One is because they needed more detailed procedure to start-up faster, so that we improve our know-how documentations. The other is that it was hard to set up CCPM execution environment for some PM, so that we started to provide cloud services. After that, preparation time and costs reduced. Also we can provide better services as we monitor their situation anytime via cloud environment.
Sections which have only small projects tend not to try implementing CCPM, so we will develop and provide simplified CCPM for small scale projects (future work).
3 Learning Objectives
Share how to promote CCPM implementation in large IT Service Company.
Share some of our detailed methodologies and approaches.
Share some of our insight.
3 questions to improve understanding and transfer of ideas
What are the key success factors of the framework?
Why did you built your own Promotion Framework? There are also CCPM consultants in Japan who have much CCPM implementation know-how.
How do you think that the framework is suitable for other industries? And why? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1281 |
Conference Proceedings |
Smith, Debra |
The right rules & tools before smart metrics |
2014 |
Washington, DC |
In her keynote address Debra Smith will explore the importance of optimizing and protecting flow and its direct connection to Return on Investment performance. She will trace the history of science in relationship to operations management and the “Giants” who created the major breakthroughs in flow and asset management that are the foundation of modern business. The case for flow is well understood and compelling but what prevents most organizations from thoroughly embracing it? The keynote address will reveal the prerequisite that remains obscured and hidden from most management teams. The prerequisite is a necessary realization of the rules governing today's complex systems and the relationship to driving shareholder return. |
48 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1282 |
Conference Proceedings |
|
The right rules & tools before smart metrics |
2014 |
Washington, DC |
In her keynote address Debra Smith will explore the importance of optimizing and protecting flow and its direct connection to Return on Investment performance. She will trace the history of science in relationship to operations management and the “Giants” who created the major breakthroughs in flow and asset management that are the foundation of modern business. The case for flow is well understood and compelling but what prevents most organizations from thoroughly embracing it? The keynote address will reveal the prerequisite that remains obscured and hidden from most management teams. The prerequisite is a necessary realization of the rules governing today's complex systems and the relationship to driving shareholder return. |
48 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1283 |
Conference Proceedings |
Smith, Debra |
Advanced-level workshop: Demand driven performance - Using smart metrics Part 2 |
2014 |
Washington, DC |
This first 90-minute session will build on the keynote theme and take participants through the 5 steps, as detailed in our new book with the same title as the session. These steps are what we use to help organizations change from a “push and promote cost centric strategy” to a “position and pull flow centric strategy”: 1. Explain the “New Normal” – Today's supply chains are complex adaptive systems (CAS) and require “new rules” centered on maintaining system coherence; 2. Understand and embrace flow and its implications for Return on Investment (ROI) and the importance of defining relevant information that ties flow to ROI. This requires understanding and using relevant ranges of time to determine when non-financial measures are appropriate and when financial measures are appropriate. This is a fundamental building block of good management accounting and economic principles but has even greater importance due to the nature of instability inherent in CAS and demonstrated by the bullwhip effect in supply chains. 3. Design an operational model for flow. This requires the organization to understand itself as a system and the connections and interconnections of the flow of materials and information. I will explain the different role of decoupling points and control points to create short stable windows for planning and execution from quote to cash. I will include how to choose them and protect them with dynamic and variable time, stock and capacity buffers; The vital role of real time visibility of these buffers in both planning and scheduling as well as execution and their relationship to smart metrics. 4. Bring the model to the organization – Implement the model. 5. Use smart metrics to operate, sustain and improve the Demand Driven operating model. Smart metrics use dynamic, visible buffer management to define the edge chaos and provide a safe zone for organizations to learn, adapt and improve. There are 6 Smart Metric objectives. Three non-financial, system reliability, system stability and system speed/velocity. The fourth is quantifying system waste and the dollar opportunity and it is a mix of both financial and nonfinancial measures. The remaining two, local operating expense and strategic contribution are both financial. The session will explain the fundamental building blocks of a Demand Driven Smart Metrics information system. We will use a practical example of how to design and then use the model to plan, schedule, execute and focus/prioritize improvement. We will explain the relationship of the use of visible a real time feedback loop focused on the flow to and through strategic control and decoupling points. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1284 |
Conference Proceedings |
|
Advanced-level workshop: Demand driven performance - Using smart metrics Part 2 |
2014 |
Washington, DC |
This first 90-minute session will build on the keynote theme and take participants through the 5 steps, as detailed in our new book with the same title as the session. These steps are what we use to help organizations change from a “push and promote cost centric strategy” to a “position and pull flow centric strategy”: 1. Explain the “New Normal” – Today's supply chains are complex adaptive systems (CAS) and require “new rules” centered on maintaining system coherence; 2. Understand and embrace flow and its implications for Return on Investment (ROI) and the importance of defining relevant information that ties flow to ROI. This requires understanding and using relevant ranges of time to determine when non-financial measures are appropriate and when financial measures are appropriate. This is a fundamental building block of good management accounting and economic principles but has even greater importance due to the nature of instability inherent in CAS and demonstrated by the bullwhip effect in supply chains. 3. Design an operational model for flow. This requires the organization to understand itself as a system and the connections and interconnections of the flow of materials and information. I will explain the different role of decoupling points and control points to create short stable windows for planning and execution from quote to cash. I will include how to choose them and protect them with dynamic and variable time, stock and capacity buffers; The vital role of real time visibility of these buffers in both planning and scheduling as well as execution and their relationship to smart metrics. 4. Bring the model to the organization – Implement the model. 5. Use smart metrics to operate, sustain and improve the Demand Driven operating model. Smart metrics use dynamic, visible buffer management to define the edge chaos and provide a safe zone for organizations to learn, adapt and improve. There are 6 Smart Metric objectives. Three non-financial, system reliability, system stability and system speed/velocity. The fourth is quantifying system waste and the dollar opportunity and it is a mix of both financial and nonfinancial measures. The remaining two, local operating expense and strategic contribution are both financial. The session will explain the fundamental building blocks of a Demand Driven Smart Metrics information system. We will use a practical example of how to design and then use the model to plan, schedule, execute and focus/prioritize improvement. We will explain the relationship of the use of visible a real time feedback loop focused on the flow to and through strategic control and decoupling points. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1285 |
Conference Proceedings |
Schragenheim, Eli |
Basics workshop: TOC supply chain solutions |
2014 |
Washington, DC |
The workshop would start with three conceptual approaches that each will be used later to explain the TOC solutions for managing the supply chain. 1. The TOC five focusing steps. 2. Planning versus execution as a means to deal with uncertainty. 3. The four rules of flow. The workshop would then outline the Simplified-DBR approach for make-to-order (MTO) in production, including the concepts of the time buffer and the planned-load. The breakthrough idea and practical use of buffer management would follow, and its two different contributions, the priority system and the feedback on the buffer size, will be explained in detail. Next, the idea for managing stocks would be covered. First, the implementation of the idea in production would be covered. The TOC way with make-to-availability (MTA) for both end items and intermediate common parts would be analyzed, including the far-reaching idea of not having any due-dates for such production orders. The ideas of managing stock through the distribution chain, including the basic idea of dynamic-buffer-management, would conclude the basics workshop. |
1 hr. 36 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1286 |
Conference Proceedings |
|
Basics workshop: TOC supply chain solutions |
2014 |
Washington, DC |
The workshop would start with three conceptual approaches that each will be used later to explain the TOC solutions for managing the supply chain. 1. The TOC five focusing steps. 2. Planning versus execution as a means to deal with uncertainty. 3. The four rules of flow. The workshop would then outline the Simplified-DBR approach for make-to-order (MTO) in production, including the concepts of the time buffer and the planned-load. The breakthrough idea and practical use of buffer management would follow, and its two different contributions, the priority system and the feedback on the buffer size, will be explained in detail. Next, the idea for managing stocks would be covered. First, the implementation of the idea in production would be covered. The TOC way with make-to-availability (MTA) for both end items and intermediate common parts would be analyzed, including the far-reaching idea of not having any due-dates for such production orders. The ideas of managing stock through the distribution chain, including the basic idea of dynamic-buffer-management, would conclude the basics workshop. |
1 hr. 36 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1287 |
Conference Proceedings |
Schragenheim, Eli |
What can we learn from the development of Goldratts profound ideas? |
2014 |
Washington, DC |
The ideas of Dr. Goldratt went through several key changes. Any such change contains something substantial for us to learn from: How come the creator of the idea makes such a significant change? What triggers the need for a change? What was the new paradigm that took over the older one? What can we learn from it? From OPT to DBR to Buffer Management to Disaster/The Haystack Syndrome to S-DBR, MTA/Replenishment and from that to the S&T where the decisive competitive edge is based on superior operations. These are just a part of development of profound ideas. Let's do our best to learn the specific lessons and also the lesson with the wider scope for us at this stage. |
From OPT to DBR to Buffer Management to Disaster/The Haystack Syndrome to S-DBR, MTA/Replenishment and from that to the S&T where the decisive competitive edge is based on superior operations. All these are just part of the way the TOC ideas regarding Production and Supply Chain management went through. Parallel to it the ideas of effect-cause-effect to cause-effect and CCPM have been developed. Many people in the TOC community have been exposed to the newest version of the ideas. Others were exposed to the older version. The workshop would emphasis the development of those ideas: how come that the creator of the super-sophisticated OPT software moved all the way towards ultra-simple approach that (at the beginning) did not require any software. How come that a software, called Disaster, was eventually developed, at first without buffer management, and how come that Disaster was looking for several CCRs in a row? How all of this changed again towards S-DBR?
The underline message is not only to sharpen the understanding of the current logic behind the TOC tools, but to understand the way to question the current methodology and, when required, to come up with the right improvement ideas that might be far away from the older ones.
The presentation would focus on the development of the TOC ideas for the supply-chain including the role of those ideas within the strategy and tactic of an organization. Handling of uncertainty, the distinction between planning and execution and recognizing the concept of improving flow as part of the TOC methodology and its connections to Ford and Dr. Onno are all part of the story that teaches us a lesson in being able to inquire, diagnose and come up with new solutions that might hurt our ego, but give us all immense value.
Three Objectives:
1. Understand the high level rational of moving from sophistication to inherent simplicity.
2. Learn from both the great ideas, but also from the mistakes that were done on the way.
3. Learn to be humble enough to admit mistakes and focus on what looks right, but still “never say I know”.
Three questions:
1. How certain are we NOW that we implement the RIGHT methodology?
2. What is the current role of the term “constraint” in TOC?
3. What tools do we have to check our own paradigms? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1288 |
Conference Proceedings |
|
What can we learn from the development of Goldratts profound ideas? |
2014 |
Washington, DC |
The ideas of Dr. Goldratt went through several key changes. Any such change contains something substantial for us to learn from: How come the creator of the idea makes such a significant change? What triggers the need for a change? What was the new paradigm that took over the older one? What can we learn from it? From OPT to DBR to Buffer Management to Disaster/The Haystack Syndrome to S-DBR, MTA/Replenishment and from that to the S&T where the decisive competitive edge is based on superior operations. These are just a part of development of profound ideas. Let's do our best to learn the specific lessons and also the lesson with the wider scope for us at this stage. |
From OPT to DBR to Buffer Management to Disaster/The Haystack Syndrome to S-DBR, MTA/Replenishment and from that to the S&T where the decisive competitive edge is based on superior operations. All these are just part of the way the TOC ideas regarding Production and Supply Chain management went through. Parallel to it the ideas of effect-cause-effect to cause-effect and CCPM have been developed. Many people in the TOC community have been exposed to the newest version of the ideas. Others were exposed to the older version. The workshop would emphasis the development of those ideas: how come that the creator of the super-sophisticated OPT software moved all the way towards ultra-simple approach that (at the beginning) did not require any software. How come that a software, called Disaster, was eventually developed, at first without buffer management, and how come that Disaster was looking for several CCRs in a row? How all of this changed again towards S-DBR?
The underline message is not only to sharpen the understanding of the current logic behind the TOC tools, but to understand the way to question the current methodology and, when required, to come up with the right improvement ideas that might be far away from the older ones.
The presentation would focus on the development of the TOC ideas for the supply-chain including the role of those ideas within the strategy and tactic of an organization. Handling of uncertainty, the distinction between planning and execution and recognizing the concept of improving flow as part of the TOC methodology and its connections to Ford and Dr. Onno are all part of the story that teaches us a lesson in being able to inquire, diagnose and come up with new solutions that might hurt our ego, but give us all immense value.
Three Objectives:
1. Understand the high level rational of moving from sophistication to inherent simplicity.
2. Learn from both the great ideas, but also from the mistakes that were done on the way.
3. Learn to be humble enough to admit mistakes and focus on what looks right, but still “never say I know”.
Three questions:
1. How certain are we NOW that we implement the RIGHT methodology?
2. What is the current role of the term “constraint” in TOC?
3. What tools do we have to check our own paradigms? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1289 |
Conference Proceedings |
Schragenheim, Eli |
Using two different types of buffers as one protection mechanism |
2014 |
Washington, DC |
The current TOC methodology uses only one type of a buffer, like a time buffer or a stock buffer, to protect whatever needs protection. The author is going to present several situations where a combination of more than one type of buffer is required. One pretty common case is where the client supplies weekly forecasts defining what the client might need in the coming week. However, the final consumption of the client is determined only at the last minute. The solution for this case, developed by the author is called: MTO+. Another related question is protecting the global performance of the organization. The author claims that here a capacity buffer is required, on top of the individual buffers protecting the orders. |
The regular methodology of TOC uses one type of buffer, either time-buffer or stock buffer, to protect an order, the availability of a specific SKU at a specific warehouse, or to protect the due-date of a project. This is certainly the simple way to protect an area from Murphy and it allows the straight-forward use of buffer management.
However, there are situations where the use of just one buffer is not good enough, either we do not get good protection or the buffer has to be very large. We like to expand on two situations that benefit from a combination of time and stock buffers:
Situation one: The client supplies weekly forecasts defining what the client might need in the coming week. However, the final consumption of the client is determined only at the last minute.
Situation two: The tolerance time of a typical client is significantly shorter than the production time, but is also significantly longer than “I need it NOW”.
Another area that requires a special analysis is the overall buffer mechanism that protects the global performance. A typical manufacturing organization uses both time buffers and stock buffers for various SKUs and orders.
But, what protects the ability of the organization to respond to fluctuating market demand?
TOC advocates maintaining protective capacity for every resource. There is no doubt that excess/protective capacity is a buffer that collaborates with the time and stock buffers to protect the excellent performance from Murphy.
The presentation and paper suggest the notion of “capacity buffer” – as a defined amount of capacity of the critical resources that can be purchased in a hurry when truly needed. That buffer should be managed according to the buffer management rules. In the future a wider definition of the capacity buffer would include the natural excess capacity – but in order to do that some obstacles, to be defined in the presentation, need to be dealt with.
Three objectives:
1. Learning about the boundaries of the current buffering methods used in TOC.
2. Learning to buffer situations that cannot be properly protected by just one type of a buffer.
3. Understand the role of the capacity buffer and how to manage it.
Three questions:
1. What is the trade-off between using one buffer and using a combination of buffers?
2. Are there more situations where a combination of buffers is required?
3. Are there more buffer types that are useful to protect critical areas of the organization? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1290 |
Conference Proceedings |
|
Using two different types of buffers as one protection mechanism |
2014 |
Washington, DC |
The current TOC methodology uses only one type of a buffer, like a time buffer or a stock buffer, to protect whatever needs protection. The author is going to present several situations where a combination of more than one type of buffer is required. One pretty common case is where the client supplies weekly forecasts defining what the client might need in the coming week. However, the final consumption of the client is determined only at the last minute. The solution for this case, developed by the author is called: MTO+. Another related question is protecting the global performance of the organization. The author claims that here a capacity buffer is required, on top of the individual buffers protecting the orders. |
The regular methodology of TOC uses one type of buffer, either time-buffer or stock buffer, to protect an order, the availability of a specific SKU at a specific warehouse, or to protect the due-date of a project. This is certainly the simple way to protect an area from Murphy and it allows the straight-forward use of buffer management.
However, there are situations where the use of just one buffer is not good enough, either we do not get good protection or the buffer has to be very large. We like to expand on two situations that benefit from a combination of time and stock buffers:
Situation one: The client supplies weekly forecasts defining what the client might need in the coming week. However, the final consumption of the client is determined only at the last minute.
Situation two: The tolerance time of a typical client is significantly shorter than the production time, but is also significantly longer than “I need it NOW”.
Another area that requires a special analysis is the overall buffer mechanism that protects the global performance. A typical manufacturing organization uses both time buffers and stock buffers for various SKUs and orders.
But, what protects the ability of the organization to respond to fluctuating market demand?
TOC advocates maintaining protective capacity for every resource. There is no doubt that excess/protective capacity is a buffer that collaborates with the time and stock buffers to protect the excellent performance from Murphy.
The presentation and paper suggest the notion of “capacity buffer” – as a defined amount of capacity of the critical resources that can be purchased in a hurry when truly needed. That buffer should be managed according to the buffer management rules. In the future a wider definition of the capacity buffer would include the natural excess capacity – but in order to do that some obstacles, to be defined in the presentation, need to be dealt with.
Three objectives:
1. Learning about the boundaries of the current buffering methods used in TOC.
2. Learning to buffer situations that cannot be properly protected by just one type of a buffer.
3. Understand the role of the capacity buffer and how to manage it.
Three questions:
1. What is the trade-off between using one buffer and using a combination of buffers?
2. Are there more situations where a combination of buffers is required?
3. Are there more buffer types that are useful to protect critical areas of the organization? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1291 |
Conference Proceedings |
Schragenheim, Eli |
Erase T/CU from the BOK of TOC |
2014 |
Washington, DC |
The concept of throughput per constraint unit (T/CU) was created at a time where the concept of a bottleneck was central. Being constrained by a bottleneck means there is a clear trade-off between production orders and products. That trade-off exists to a certain degree also when a CCR is active. When there is no CCR then the notion of T/CU has no benefit and any use of it is erroneous and generates damage. T/CU is about right only when: 1. There is an ACTIVE CCR / bottleneck and only ONE! 2. When the decision considered (a market opportunity) is relatively small – so, no new interactive constraint would emerge. a. A large market opportunity might create a new constraint. b. Giving up low T/CU products, to cover for a large opportunity with high T/CU, might reduce the overall market and actually reduce the load on the CCR to the point where it is not a CCR anymore. Taken the second condition into the real world it seems that the cases where T/CU is applicable are very few. However, the fact that T/CU looks as if it creates a valid priority between products and orders have pushed the T/CU into operations and by that harm the company's reputation. Some also use it to focus on expanding the demand of high T/CU and by that consume the protective capacity of non-constraints – making them constraints. The use of T/CU reduced the use of the true critical information for the decision make: delta-T minus delta-OE. The inclusion of delta-OE is important because it opens the mind of the decision maker to the option to temporarily increase the capacity level of the CCR (or other resources) by overtime, outsourcing or extra-shifts. Generally speaking the S&T leads us to keep the weakest link under tight control in order not to let it become an active CCR, recognizing that growth is part of the goal and subordinating to an internal constraint does not really support growth. With this paradigm in mind – the notion of T/CU is causing too much damage. |
33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1292 |
Conference Proceedings |
|
Erase T/CU from the BOK of TOC |
2014 |
Washington, DC |
The concept of throughput per constraint unit (T/CU) was created at a time where the concept of a bottleneck was central. Being constrained by a bottleneck means there is a clear trade-off between production orders and products. That trade-off exists to a certain degree also when a CCR is active. When there is no CCR then the notion of T/CU has no benefit and any use of it is erroneous and generates damage. T/CU is about right only when: 1. There is an ACTIVE CCR / bottleneck and only ONE! 2. When the decision considered (a market opportunity) is relatively small – so, no new interactive constraint would emerge. a. A large market opportunity might create a new constraint. b. Giving up low T/CU products, to cover for a large opportunity with high T/CU, might reduce the overall market and actually reduce the load on the CCR to the point where it is not a CCR anymore. Taken the second condition into the real world it seems that the cases where T/CU is applicable are very few. However, the fact that T/CU looks as if it creates a valid priority between products and orders have pushed the T/CU into operations and by that harm the company's reputation. Some also use it to focus on expanding the demand of high T/CU and by that consume the protective capacity of non-constraints – making them constraints. The use of T/CU reduced the use of the true critical information for the decision make: delta-T minus delta-OE. The inclusion of delta-OE is important because it opens the mind of the decision maker to the option to temporarily increase the capacity level of the CCR (or other resources) by overtime, outsourcing or extra-shifts. Generally speaking the S&T leads us to keep the weakest link under tight control in order not to let it become an active CCR, recognizing that growth is part of the goal and subordinating to an internal constraint does not really support growth. With this paradigm in mind – the notion of T/CU is causing too much damage. |
33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1293 |
Conference Proceedings |
Schragenheim, Amir |
Push seasonality versus pull seasonality |
2014 |
Washington, DC |
This presentation will try to differentiate between two different “seasonality” patterns – those that are induced externally (season in the year for example) and those induced internally by the company policy (promotions for example). It will stress the vital importance of trying to eliminate the internal induced “seasonality” as it creates instability in the system that TOC is having a hard time to bridge (it moves more and more into forecast). |
Learning Objectives:
1. Know how to differentiate between a phenomenon created by external variables and what are generated by company policies
2. Understand the devastating effects of push seasonality – especially promotions
3. Understand the importance of changing policies in order to create a more stable environment
Questions audience will ask at the end to deepen their understanding:
1. How do we change the sales people quota measurements
2. If the peak is invoked externally (not by the company), is that push or pull?
3. How do we measure which promotions are beneficial and which just create damage?
Précis:
A sudden demand increase or decrease (usually referred to as “Seasonality”) happens in the market due to several reasons. The generic problem of such significant change of the demand is that DBM cannot cope very well with the peak and would be slow in increasing the buffers in the appropriate amount and also slow in recognizing the end of the peak. For the manufacturing organization it creates huge pressure and even lack of capacity during the high season vs. over capacity in the low season that immediately follows. The presentation would elaborate on the difference between sudden changes in the demand that are caused externally (such as the weather) which I would call Pull Seasonality, and those that are created by the company policies, such as promotions and measuring sales people by quota. The presentation would outline the full negative ramifications of such “push seasonality” that should be carefully considered by the management – managing a sudden demand change actually requires shutting down DBM for the duration of the build up/build down period, and replacing it with a forecast. This forecast suffers from both the traditional problems with forecast which Eli Goldratt stressed very much (error that grows the more you look into the future, misunderstanding of the forecast parameters by the ones in charge of operating it, the fact that people ignore this forecast etc.), as well as the problem of forecasting basically a one-time event (how many more people would buy this product if the price drops by 20% for a 2 week period). All these if properly understood would enable the management to consider a lot of its' internal policies in light of this new understanding. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1294 |
Conference Proceedings |
|
Push seasonality versus pull seasonality |
2014 |
Washington, DC |
This presentation will try to differentiate between two different “seasonality” patterns – those that are induced externally (season in the year for example) and those induced internally by the company policy (promotions for example). It will stress the vital importance of trying to eliminate the internal induced “seasonality” as it creates instability in the system that TOC is having a hard time to bridge (it moves more and more into forecast). |
Learning Objectives:
1. Know how to differentiate between a phenomenon created by external variables and what are generated by company policies
2. Understand the devastating effects of push seasonality – especially promotions
3. Understand the importance of changing policies in order to create a more stable environment
Questions audience will ask at the end to deepen their understanding:
1. How do we change the sales people quota measurements
2. If the peak is invoked externally (not by the company), is that push or pull?
3. How do we measure which promotions are beneficial and which just create damage?
Précis:
A sudden demand increase or decrease (usually referred to as “Seasonality”) happens in the market due to several reasons. The generic problem of such significant change of the demand is that DBM cannot cope very well with the peak and would be slow in increasing the buffers in the appropriate amount and also slow in recognizing the end of the peak. For the manufacturing organization it creates huge pressure and even lack of capacity during the high season vs. over capacity in the low season that immediately follows. The presentation would elaborate on the difference between sudden changes in the demand that are caused externally (such as the weather) which I would call Pull Seasonality, and those that are created by the company policies, such as promotions and measuring sales people by quota. The presentation would outline the full negative ramifications of such “push seasonality” that should be carefully considered by the management – managing a sudden demand change actually requires shutting down DBM for the duration of the build up/build down period, and replacing it with a forecast. This forecast suffers from both the traditional problems with forecast which Eli Goldratt stressed very much (error that grows the more you look into the future, misunderstanding of the forecast parameters by the ones in charge of operating it, the fact that people ignore this forecast etc.), as well as the problem of forecasting basically a one-time event (how many more people would buy this product if the price drops by 20% for a 2 week period). All these if properly understood would enable the management to consider a lot of its' internal policies in light of this new understanding. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1295 |
Conference Proceedings |
Round, Michael |
Inertia and the impetus injection (do something) |
2014 |
Washington, DC |
“Two roads diverged in a wood, and I…” What did Robert Frost do in “The Road Not Taken”? He took the one less traveled, of course, and “that has made all the difference”. But what kind of difference? Was “change for the sake of change” good or bad? The research environment on “Change” is vast, and the Giants tall. Nonetheless, significant improvement seems the exception rather than the rule. Why? Though I may “Never Say I Know” when recognizing every situation can be improved, the universe of ideas I can consider is often limited to my own experience and knowledge. Being stuck inside the system not only helps explain the “improvement expectation gap”, but also point to a potential direction for closing the gap. This presentation will introduce a method of injecting ideas from different venues and at different levels of detail to “nudge” the system from a state of inertia. Seeing “outside the system” allows the user to view their problem as a specific example of a general problem. Further, how an idea can be applied now or in the future can't be known, but extending the universe of possibilities extends one's domain they “can't say I know” to. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1296 |
Conference Proceedings |
|
Inertia and the impetus injection (do something) |
2014 |
Washington, DC |
“Two roads diverged in a wood, and I…” What did Robert Frost do in “The Road Not Taken”? He took the one less traveled, of course, and “that has made all the difference”. But what kind of difference? Was “change for the sake of change” good or bad? The research environment on “Change” is vast, and the Giants tall. Nonetheless, significant improvement seems the exception rather than the rule. Why? Though I may “Never Say I Know” when recognizing every situation can be improved, the universe of ideas I can consider is often limited to my own experience and knowledge. Being stuck inside the system not only helps explain the “improvement expectation gap”, but also point to a potential direction for closing the gap. This presentation will introduce a method of injecting ideas from different venues and at different levels of detail to “nudge” the system from a state of inertia. Seeing “outside the system” allows the user to view their problem as a specific example of a general problem. Further, how an idea can be applied now or in the future can't be known, but extending the universe of possibilities extends one's domain they “can't say I know” to. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1297 |
Conference Proceedings |
Robinson, Hilbert |
Taming the chaos in the annual capital budgeting process with multi-project critical chain |
2014 |
Washington, DC |
St. Alexius Medical Center is over 100 years old but you wouldn't be able to tell from touring their facilities. They spend millions in an annual capital program to keep the buildings in great condition. In addition, as the health services offered changes to mirror the changing and expanding needs of the served population, it has been necessary to reconfigure and even add to the buildings accordingly. The annual construction budget had been growing over the last several years but contractors operate in one of the tightest labor markets in the country. Projects had been taking longer and longer to complete, due dates were notoriously unreliable and more and more of the hospital beds were out of commission at any given time. The pressure to start more projects before others were complete was intense. This in turn made it very difficult to maintain any discipline over the annual capital budgeting process as committed funds would be re-directed in mid project to accommodate emergent needs. The case study explores how CCPM was applied in an environment where almost none of the resources were owned, yet were managed as an aggregated resource pool across several general and sub-contractor teams. |
What needed to be changed?
Projects were taking too much time to complete. There were several reasons for this:
1. The available contracting workforce was spread too thin on the ground.
2. There were frequent work interruptions
3. There was also evidence of “batching” by trades to minimize the number of trips to the site
4. Sometimes, workers would also be directed to leave one project to work on another project
5. Each project was contracted separately so pooling of resources was impossible
What was the intended future state?
The Engineering Department desired predictability first and foremost. In addition, it was thought to be beneficial if projects could take less time to complete, tying up fewer rooms in construction at any given time and thereby increasing the effective capacity of the hospital. The number and cost of change orders should be reduced.
How was the transformation accomplished?
Workshops were held with the key leaders from the main contractors that did most of the work on the campus between them. Since a common theme at the workshop was poor planning and coordination contractors were invited to a planning and synchronization workshop where they helped to build network diagrams using post-it notes. Templates were applied and a resource loaded portfolio view was used to stagger the portfolio. Some projects were held in the engineering phase longer in order to provide better construction drawings. This also helped to spread out the load. A move was initiated to hire contractors for a certain rate, without specifying which project they would be working on. Contractors were provided direct access to the Critical Chain software over the internet and the weekly status meeting was eliminated and replaced by more focused project specific meetings.
What were the lessons learned?
One implementation question was whether or not to actually force the issue of freezing some projects and the client elected to accomplish lower WIP by waiting for the projects to flush themselves out of the system naturally instead. It took much longer than predicted for most of those projects to close. There was also one project team who did not go through the initial workshop but was invited into a planning workshop to re-plan their project that was already falling behind. They never “got it” and the project is projected to end at least two months later than they agreed to, after the re-planning exercise. This is the last time this team will work on a St. Alexius project.
Successes
At the time of writing, one project in particular is on track to complete in roughly 65% of the time of an identical project from the previous year. Using dollars as a proxy for project work, the last year produced a spend rate of approximately $.75M per month on average, while the current projected rate is $1.33 M per month, on average, or roughly 78% faster. Change Order costs are tracking at historically low levels over the period as well.
Challenges
One key challenge was the fact that the workforce involved was almost entirely contracted out and to different contractors with potentially conflicting interests. The general contractors had very little project management experience or infrastructure in place and so the Engineering Department attempted to coordinate each project in isolation.
Obstacle
The biggest barrier is the fact that the Architecture and Engineering contractors hired to develop the design, have still not gotten on board as yet with Critical Chain. Another barrier was the realization that projects were being launched without enough accountability for meeting any minimum approval criteria.
How each obstacle was overcome?
SAMC is considering to move some of the design related work in-house or to use the threat of doing so as a bargaining chip to get the Architects and Engineers interested in speed. A Project Approval Executive Committee was launched and additional process changes were enacted to stem the tide of automatically approved capital projects. Finally, a major source of last minute design changes was identified and a special initiative launched to combat the issue at the source. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1298 |
Conference Proceedings |
Johanson, Doug |
Taming the chaos in the annual capital budgeting process with multi-project critical chain |
2014 |
Washington, DC |
St. Alexius Medical Center is over 100 years old but you wouldn't be able to tell from touring their facilities. They spend millions in an annual capital program to keep the buildings in great condition. In addition, as the health services offered changes to mirror the changing and expanding needs of the served population, it has been necessary to reconfigure and even add to the buildings accordingly. The annual construction budget had been growing over the last several years but contractors operate in one of the tightest labor markets in the country. Projects had been taking longer and longer to complete, due dates were notoriously unreliable and more and more of the hospital beds were out of commission at any given time. The pressure to start more projects before others were complete was intense. This in turn made it very difficult to maintain any discipline over the annual capital budgeting process as committed funds would be re-directed in mid project to accommodate emergent needs. The case study explores how CCPM was applied in an environment where almost none of the resources were owned, yet were managed as an aggregated resource pool across several general and sub-contractor teams. |
What needed to be changed?
Projects were taking too much time to complete. There were several reasons for this:
1. The available contracting workforce was spread too thin on the ground.
2. There were frequent work interruptions
3. There was also evidence of “batching” by trades to minimize the number of trips to the site
4. Sometimes, workers would also be directed to leave one project to work on another project
5. Each project was contracted separately so pooling of resources was impossible
What was the intended future state?
The Engineering Department desired predictability first and foremost. In addition, it was thought to be beneficial if projects could take less time to complete, tying up fewer rooms in construction at any given time and thereby increasing the effective capacity of the hospital. The number and cost of change orders should be reduced.
How was the transformation accomplished?
Workshops were held with the key leaders from the main contractors that did most of the work on the campus between them. Since a common theme at the workshop was poor planning and coordination contractors were invited to a planning and synchronization workshop where they helped to build network diagrams using post-it notes. Templates were applied and a resource loaded portfolio view was used to stagger the portfolio. Some projects were held in the engineering phase longer in order to provide better construction drawings. This also helped to spread out the load. A move was initiated to hire contractors for a certain rate, without specifying which project they would be working on. Contractors were provided direct access to the Critical Chain software over the internet and the weekly status meeting was eliminated and replaced by more focused project specific meetings.
What were the lessons learned?
One implementation question was whether or not to actually force the issue of freezing some projects and the client elected to accomplish lower WIP by waiting for the projects to flush themselves out of the system naturally instead. It took much longer than predicted for most of those projects to close. There was also one project team who did not go through the initial workshop but was invited into a planning workshop to re-plan their project that was already falling behind. They never “got it” and the project is projected to end at least two months later than they agreed to, after the re-planning exercise. This is the last time this team will work on a St. Alexius project.
Successes
At the time of writing, one project in particular is on track to complete in roughly 65% of the time of an identical project from the previous year. Using dollars as a proxy for project work, the last year produced a spend rate of approximately $.75M per month on average, while the current projected rate is $1.33 M per month, on average, or roughly 78% faster. Change Order costs are tracking at historically low levels over the period as well.
Challenges
One key challenge was the fact that the workforce involved was almost entirely contracted out and to different contractors with potentially conflicting interests. The general contractors had very little project management experience or infrastructure in place and so the Engineering Department attempted to coordinate each project in isolation.
Obstacle
The biggest barrier is the fact that the Architecture and Engineering contractors hired to develop the design, have still not gotten on board as yet with Critical Chain. Another barrier was the realization that projects were being launched without enough accountability for meeting any minimum approval criteria.
How each obstacle was overcome?
SAMC is considering to move some of the design related work in-house or to use the threat of doing so as a bargaining chip to get the Architects and Engineers interested in speed. A Project Approval Executive Committee was launched and additional process changes were enacted to stem the tide of automatically approved capital projects. Finally, a major source of last minute design changes was identified and a special initiative launched to combat the issue at the source. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1299 |
Conference Proceedings |
Yri, Jill |
Taming the chaos in the annual capital budgeting process with multi-project critical chain |
2014 |
Washington, DC |
St. Alexius Medical Center is over 100 years old but you wouldn't be able to tell from touring their facilities. They spend millions in an annual capital program to keep the buildings in great condition. In addition, as the health services offered changes to mirror the changing and expanding needs of the served population, it has been necessary to reconfigure and even add to the buildings accordingly. The annual construction budget had been growing over the last several years but contractors operate in one of the tightest labor markets in the country. Projects had been taking longer and longer to complete, due dates were notoriously unreliable and more and more of the hospital beds were out of commission at any given time. The pressure to start more projects before others were complete was intense. This in turn made it very difficult to maintain any discipline over the annual capital budgeting process as committed funds would be re-directed in mid project to accommodate emergent needs. The case study explores how CCPM was applied in an environment where almost none of the resources were owned, yet were managed as an aggregated resource pool across several general and sub-contractor teams. |
What needed to be changed?
Projects were taking too much time to complete. There were several reasons for this:
1. The available contracting workforce was spread too thin on the ground.
2. There were frequent work interruptions
3. There was also evidence of “batching” by trades to minimize the number of trips to the site
4. Sometimes, workers would also be directed to leave one project to work on another project
5. Each project was contracted separately so pooling of resources was impossible
What was the intended future state?
The Engineering Department desired predictability first and foremost. In addition, it was thought to be beneficial if projects could take less time to complete, tying up fewer rooms in construction at any given time and thereby increasing the effective capacity of the hospital. The number and cost of change orders should be reduced.
How was the transformation accomplished?
Workshops were held with the key leaders from the main contractors that did most of the work on the campus between them. Since a common theme at the workshop was poor planning and coordination contractors were invited to a planning and synchronization workshop where they helped to build network diagrams using post-it notes. Templates were applied and a resource loaded portfolio view was used to stagger the portfolio. Some projects were held in the engineering phase longer in order to provide better construction drawings. This also helped to spread out the load. A move was initiated to hire contractors for a certain rate, without specifying which project they would be working on. Contractors were provided direct access to the Critical Chain software over the internet and the weekly status meeting was eliminated and replaced by more focused project specific meetings.
What were the lessons learned?
One implementation question was whether or not to actually force the issue of freezing some projects and the client elected to accomplish lower WIP by waiting for the projects to flush themselves out of the system naturally instead. It took much longer than predicted for most of those projects to close. There was also one project team who did not go through the initial workshop but was invited into a planning workshop to re-plan their project that was already falling behind. They never “got it” and the project is projected to end at least two months later than they agreed to, after the re-planning exercise. This is the last time this team will work on a St. Alexius project.
Successes
At the time of writing, one project in particular is on track to complete in roughly 65% of the time of an identical project from the previous year. Using dollars as a proxy for project work, the last year produced a spend rate of approximately $.75M per month on average, while the current projected rate is $1.33 M per month, on average, or roughly 78% faster. Change Order costs are tracking at historically low levels over the period as well.
Challenges
One key challenge was the fact that the workforce involved was almost entirely contracted out and to different contractors with potentially conflicting interests. The general contractors had very little project management experience or infrastructure in place and so the Engineering Department attempted to coordinate each project in isolation.
Obstacle
The biggest barrier is the fact that the Architecture and Engineering contractors hired to develop the design, have still not gotten on board as yet with Critical Chain. Another barrier was the realization that projects were being launched without enough accountability for meeting any minimum approval criteria.
How each obstacle was overcome?
SAMC is considering to move some of the design related work in-house or to use the threat of doing so as a bargaining chip to get the Architects and Engineers interested in speed. A Project Approval Executive Committee was launched and additional process changes were enacted to stem the tide of automatically approved capital projects. Finally, a major source of last minute design changes was identified and a special initiative launched to combat the issue at the source. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1300 |
Conference Proceedings |
|
Taming the chaos in the annual capital budgeting process with multi-project critical chain |
2014 |
Washington, DC |
St. Alexius Medical Center is over 100 years old but you wouldn't be able to tell from touring their facilities. They spend millions in an annual capital program to keep the buildings in great condition. In addition, as the health services offered changes to mirror the changing and expanding needs of the served population, it has been necessary to reconfigure and even add to the buildings accordingly. The annual construction budget had been growing over the last several years but contractors operate in one of the tightest labor markets in the country. Projects had been taking longer and longer to complete, due dates were notoriously unreliable and more and more of the hospital beds were out of commission at any given time. The pressure to start more projects before others were complete was intense. This in turn made it very difficult to maintain any discipline over the annual capital budgeting process as committed funds would be re-directed in mid project to accommodate emergent needs. The case study explores how CCPM was applied in an environment where almost none of the resources were owned, yet were managed as an aggregated resource pool across several general and sub-contractor teams. |
What needed to be changed?
Projects were taking too much time to complete. There were several reasons for this:
1. The available contracting workforce was spread too thin on the ground.
2. There were frequent work interruptions
3. There was also evidence of “batching” by trades to minimize the number of trips to the site
4. Sometimes, workers would also be directed to leave one project to work on another project
5. Each project was contracted separately so pooling of resources was impossible
What was the intended future state?
The Engineering Department desired predictability first and foremost. In addition, it was thought to be beneficial if projects could take less time to complete, tying up fewer rooms in construction at any given time and thereby increasing the effective capacity of the hospital. The number and cost of change orders should be reduced.
How was the transformation accomplished?
Workshops were held with the key leaders from the main contractors that did most of the work on the campus between them. Since a common theme at the workshop was poor planning and coordination contractors were invited to a planning and synchronization workshop where they helped to build network diagrams using post-it notes. Templates were applied and a resource loaded portfolio view was used to stagger the portfolio. Some projects were held in the engineering phase longer in order to provide better construction drawings. This also helped to spread out the load. A move was initiated to hire contractors for a certain rate, without specifying which project they would be working on. Contractors were provided direct access to the Critical Chain software over the internet and the weekly status meeting was eliminated and replaced by more focused project specific meetings.
What were the lessons learned?
One implementation question was whether or not to actually force the issue of freezing some projects and the client elected to accomplish lower WIP by waiting for the projects to flush themselves out of the system naturally instead. It took much longer than predicted for most of those projects to close. There was also one project team who did not go through the initial workshop but was invited into a planning workshop to re-plan their project that was already falling behind. They never “got it” and the project is projected to end at least two months later than they agreed to, after the re-planning exercise. This is the last time this team will work on a St. Alexius project.
Successes
At the time of writing, one project in particular is on track to complete in roughly 65% of the time of an identical project from the previous year. Using dollars as a proxy for project work, the last year produced a spend rate of approximately $.75M per month on average, while the current projected rate is $1.33 M per month, on average, or roughly 78% faster. Change Order costs are tracking at historically low levels over the period as well.
Challenges
One key challenge was the fact that the workforce involved was almost entirely contracted out and to different contractors with potentially conflicting interests. The general contractors had very little project management experience or infrastructure in place and so the Engineering Department attempted to coordinate each project in isolation.
Obstacle
The biggest barrier is the fact that the Architecture and Engineering contractors hired to develop the design, have still not gotten on board as yet with Critical Chain. Another barrier was the realization that projects were being launched without enough accountability for meeting any minimum approval criteria.
How each obstacle was overcome?
SAMC is considering to move some of the design related work in-house or to use the threat of doing so as a bargaining chip to get the Architects and Engineers interested in speed. A Project Approval Executive Committee was launched and additional process changes were enacted to stem the tide of automatically approved capital projects. Finally, a major source of last minute design changes was identified and a special initiative launched to combat the issue at the source. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1301 |
Conference Proceedings |
Pitshon, Ziv |
Range, refreshment, and sales in the fashion environment |
2014 |
Washington, DC |
Our major challenge in the retail environment is to exploit the store traffic using effective, scalable and profitable processes. After implementing depth management, we are facing another interesting and challenging phase – Range management. In the case study to be presented, you will be able to see clearly the behavior in a fashion retail environment – we have both situations: saturation and starvation. Categories that are in saturation block shelf space for categories in starvation without contribution to performance. Another ramification of assortment saturation is the freshness of the store which impacts on the rate of returning customers. In this case study we will demonstrate: 1. An analysis of a real VV implementation fashion environment that validates that both saturation and starvation do exist and saturation and “push” of range leads to lower freshness in the store. 2. The U curve behavior between too much range and too low range; 3. Direction for solution – Pull allocation – adjust range levels and refresh only when consumed. 4. Pilot results – Test store performance VS. control store performance. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1302 |
Conference Proceedings |
|
Range, refreshment, and sales in the fashion environment |
2014 |
Washington, DC |
Our major challenge in the retail environment is to exploit the store traffic using effective, scalable and profitable processes. After implementing depth management, we are facing another interesting and challenging phase – Range management. In the case study to be presented, you will be able to see clearly the behavior in a fashion retail environment – we have both situations: saturation and starvation. Categories that are in saturation block shelf space for categories in starvation without contribution to performance. Another ramification of assortment saturation is the freshness of the store which impacts on the rate of returning customers. In this case study we will demonstrate: 1. An analysis of a real VV implementation fashion environment that validates that both saturation and starvation do exist and saturation and “push” of range leads to lower freshness in the store. 2. The U curve behavior between too much range and too low range; 3. Direction for solution – Pull allocation – adjust range levels and refresh only when consumed. 4. Pilot results – Test store performance VS. control store performance. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1303 |
Conference Proceedings |
Pena, Salvador |
Steady growth by breaking inertia with the use of thinking tools in the financial segment |
2014 |
Washington, DC |
Mas Kapital is a microfinance company located in Mexico. Since 6 years ago they are growing very fast but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company and then look for the big jump in their financial market. They started to adopt some TOC key concepts around 2010. In that year they met Dr. Goldatt and they decided to make a full TOC implementation, embarking on a Viable Vision project. Since the beginning we utilized some TOC tools in order to identify the undesirable effects across the organization and started to understand the root conflict. From there, we identified the main constraint as the credit analysis process, then we subordinated all the company efforts in order to only process good potential customers and filter them in a better way to reduce credit risk and reduce debt, at the same time we divided the sales force in order to focus the collection activity and align the promotion process to the real needs of the company. Once we had the operations under control, we utilized the TOC thinking tools to identify a significant need of the market and designed an excellent offer based on that. The new offer has been replacing the old one with success and enhanced growth in loans placed. David Ojeda is the CEO of this company and he is a true believer of Dr. Goldratt's philosophy and he will be glad to share this experience with the TOC community. |
• What to change?
o Sales stagnation and inertia in the microfinance segment
• What to change to?
o Steady growth by capitalizing on a Decisive Competitive Edge.
• How to cause the change?
o Using the cloud and the negative branch reservation in any management decision at all levels of the organization. Using PrT to devise action plans that are executed under supervision of management.
• Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
Lessons learned:
o It is not enough to implement a good operational process and to develop a un-refusable offer. Management attention must be focused on sustaining both elements, specially when the solution is new.
o It takes time and patient coaching to convey the discipline of frequently using TP at all levels.
Successes:
• Monthly management follow up
• Quarterly review with the management team
• Steady Sales increase
• Enhanced operations
• A detailed action plan when the recovery rate diminishes.
• Clear understanding of the impact of bad decisions.
Challenges:
• Reinforcing management skills with thinking process tools across the organization.
• POOGI process to vanish inertia
• National expanding
Obstacles:
• Low management skills among the company branches
• Lack of understanding of the new mafia offer
• Low level of management skills of the branches' managers.
How they were overcome:
Intense use of the Thinking Tools and institutionalization, through frequent coaching.
Audience: Advanced topic
Industry: Finance and Banking
3 Learning objectives
1. Thinking tools Institutionalization
2. In the service segment the POOGI must be done with the top management, emphasizing the use of Thinking Tools.
3. The only way to break inertia is by reviewing the process with the gaps that must be closing in a certain timeframe with a simple use of the thinking tools.
3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas
1. Why putting the thinking tools as a daily tool for management will break inertia?
2. Why is so important to review the process in order to find the gaps?
3. How to break the seasonality in the Financial Segment ? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1304 |
Conference Proceedings |
Ojeda, David |
Steady growth by breaking inertia with the use of thinking tools in the financial segment |
2014 |
Washington, DC |
Mas Kapital is a microfinance company located in Mexico. Since 6 years ago they are growing very fast but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company and then look for the big jump in their financial market. They started to adopt some TOC key concepts around 2010. In that year they met Dr. Goldatt and they decided to make a full TOC implementation, embarking on a Viable Vision project. Since the beginning we utilized some TOC tools in order to identify the undesirable effects across the organization and started to understand the root conflict. From there, we identified the main constraint as the credit analysis process, then we subordinated all the company efforts in order to only process good potential customers and filter them in a better way to reduce credit risk and reduce debt, at the same time we divided the sales force in order to focus the collection activity and align the promotion process to the real needs of the company. Once we had the operations under control, we utilized the TOC thinking tools to identify a significant need of the market and designed an excellent offer based on that. The new offer has been replacing the old one with success and enhanced growth in loans placed. David Ojeda is the CEO of this company and he is a true believer of Dr. Goldratt's philosophy and he will be glad to share this experience with the TOC community. |
• What to change?
o Sales stagnation and inertia in the microfinance segment
• What to change to?
o Steady growth by capitalizing on a Decisive Competitive Edge.
• How to cause the change?
o Using the cloud and the negative branch reservation in any management decision at all levels of the organization. Using PrT to devise action plans that are executed under supervision of management.
• Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
Lessons learned:
o It is not enough to implement a good operational process and to develop a un-refusable offer. Management attention must be focused on sustaining both elements, specially when the solution is new.
o It takes time and patient coaching to convey the discipline of frequently using TP at all levels.
Successes:
• Monthly management follow up
• Quarterly review with the management team
• Steady Sales increase
• Enhanced operations
• A detailed action plan when the recovery rate diminishes.
• Clear understanding of the impact of bad decisions.
Challenges:
• Reinforcing management skills with thinking process tools across the organization.
• POOGI process to vanish inertia
• National expanding
Obstacles:
• Low management skills among the company branches
• Lack of understanding of the new mafia offer
• Low level of management skills of the branches' managers.
How they were overcome:
Intense use of the Thinking Tools and institutionalization, through frequent coaching.
Audience: Advanced topic
Industry: Finance and Banking
3 Learning objectives
1. Thinking tools Institutionalization
2. In the service segment the POOGI must be done with the top management, emphasizing the use of Thinking Tools.
3. The only way to break inertia is by reviewing the process with the gaps that must be closing in a certain timeframe with a simple use of the thinking tools.
3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas
1. Why putting the thinking tools as a daily tool for management will break inertia?
2. Why is so important to review the process in order to find the gaps?
3. How to break the seasonality in the Financial Segment ? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1305 |
Conference Proceedings |
Birrel, Matias |
Steady growth by breaking inertia with the use of thinking tools in the financial segment |
2014 |
Washington, DC |
Mas Kapital is a microfinance company located in Mexico. Since 6 years ago they are growing very fast but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company and then look for the big jump in their financial market. They started to adopt some TOC key concepts around 2010. In that year they met Dr. Goldatt and they decided to make a full TOC implementation, embarking on a Viable Vision project. Since the beginning we utilized some TOC tools in order to identify the undesirable effects across the organization and started to understand the root conflict. From there, we identified the main constraint as the credit analysis process, then we subordinated all the company efforts in order to only process good potential customers and filter them in a better way to reduce credit risk and reduce debt, at the same time we divided the sales force in order to focus the collection activity and align the promotion process to the real needs of the company. Once we had the operations under control, we utilized the TOC thinking tools to identify a significant need of the market and designed an excellent offer based on that. The new offer has been replacing the old one with success and enhanced growth in loans placed. David Ojeda is the CEO of this company and he is a true believer of Dr. Goldratt's philosophy and he will be glad to share this experience with the TOC community. |
• What to change?
o Sales stagnation and inertia in the microfinance segment
• What to change to?
o Steady growth by capitalizing on a Decisive Competitive Edge.
• How to cause the change?
o Using the cloud and the negative branch reservation in any management decision at all levels of the organization. Using PrT to devise action plans that are executed under supervision of management.
• Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
Lessons learned:
o It is not enough to implement a good operational process and to develop a un-refusable offer. Management attention must be focused on sustaining both elements, specially when the solution is new.
o It takes time and patient coaching to convey the discipline of frequently using TP at all levels.
Successes:
• Monthly management follow up
• Quarterly review with the management team
• Steady Sales increase
• Enhanced operations
• A detailed action plan when the recovery rate diminishes.
• Clear understanding of the impact of bad decisions.
Challenges:
• Reinforcing management skills with thinking process tools across the organization.
• POOGI process to vanish inertia
• National expanding
Obstacles:
• Low management skills among the company branches
• Lack of understanding of the new mafia offer
• Low level of management skills of the branches' managers.
How they were overcome:
Intense use of the Thinking Tools and institutionalization, through frequent coaching.
Audience: Advanced topic
Industry: Finance and Banking
3 Learning objectives
1. Thinking tools Institutionalization
2. In the service segment the POOGI must be done with the top management, emphasizing the use of Thinking Tools.
3. The only way to break inertia is by reviewing the process with the gaps that must be closing in a certain timeframe with a simple use of the thinking tools.
3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas
1. Why putting the thinking tools as a daily tool for management will break inertia?
2. Why is so important to review the process in order to find the gaps?
3. How to break the seasonality in the Financial Segment ? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1306 |
Conference Proceedings |
|
Steady growth by breaking inertia with the use of thinking tools in the financial segment |
2014 |
Washington, DC |
Mas Kapital is a microfinance company located in Mexico. Since 6 years ago they are growing very fast but they were worried about the imminent threat of losing control of the processes and they decided to adopt the TOC philosophy in order to stabilize the company and then look for the big jump in their financial market. They started to adopt some TOC key concepts around 2010. In that year they met Dr. Goldatt and they decided to make a full TOC implementation, embarking on a Viable Vision project. Since the beginning we utilized some TOC tools in order to identify the undesirable effects across the organization and started to understand the root conflict. From there, we identified the main constraint as the credit analysis process, then we subordinated all the company efforts in order to only process good potential customers and filter them in a better way to reduce credit risk and reduce debt, at the same time we divided the sales force in order to focus the collection activity and align the promotion process to the real needs of the company. Once we had the operations under control, we utilized the TOC thinking tools to identify a significant need of the market and designed an excellent offer based on that. The new offer has been replacing the old one with success and enhanced growth in loans placed. David Ojeda is the CEO of this company and he is a true believer of Dr. Goldratt's philosophy and he will be glad to share this experience with the TOC community. |
• What to change?
o Sales stagnation and inertia in the microfinance segment
• What to change to?
o Steady growth by capitalizing on a Decisive Competitive Edge.
• How to cause the change?
o Using the cloud and the negative branch reservation in any management decision at all levels of the organization. Using PrT to devise action plans that are executed under supervision of management.
• Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
Lessons learned:
o It is not enough to implement a good operational process and to develop a un-refusable offer. Management attention must be focused on sustaining both elements, specially when the solution is new.
o It takes time and patient coaching to convey the discipline of frequently using TP at all levels.
Successes:
• Monthly management follow up
• Quarterly review with the management team
• Steady Sales increase
• Enhanced operations
• A detailed action plan when the recovery rate diminishes.
• Clear understanding of the impact of bad decisions.
Challenges:
• Reinforcing management skills with thinking process tools across the organization.
• POOGI process to vanish inertia
• National expanding
Obstacles:
• Low management skills among the company branches
• Lack of understanding of the new mafia offer
• Low level of management skills of the branches' managers.
How they were overcome:
Intense use of the Thinking Tools and institutionalization, through frequent coaching.
Audience: Advanced topic
Industry: Finance and Banking
3 Learning objectives
1. Thinking tools Institutionalization
2. In the service segment the POOGI must be done with the top management, emphasizing the use of Thinking Tools.
3. The only way to break inertia is by reviewing the process with the gaps that must be closing in a certain timeframe with a simple use of the thinking tools.
3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas
1. Why putting the thinking tools as a daily tool for management will break inertia?
2. Why is so important to review the process in order to find the gaps?
3. How to break the seasonality in the Financial Segment ? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1307 |
Conference Proceedings |
Newbold, Robert |
The project manifesto: Explaining TOC through values |
2014 |
Washington, DC |
In this workshop, Rob describes the “traditional” culture of most organizations and relates it to the “relay race” culture that's needed in order to capitalize on critical chain scheduling and management. He shows how the new culture can be described simply using the “project manifesto” values, how the need for critical chain can be derived from those values, and why the values are needed in order to create sustainable change. He outlines the basic requirements for the change from traditional values. Finally, he explains how the values were created, and suggests some ways in which the values-based approach might be applied more broadly to TOC and to corporate values. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1308 |
Conference Proceedings |
|
The project manifesto: Explaining TOC through values |
2014 |
Washington, DC |
In this workshop, Rob describes the “traditional” culture of most organizations and relates it to the “relay race” culture that's needed in order to capitalize on critical chain scheduling and management. He shows how the new culture can be described simply using the “project manifesto” values, how the need for critical chain can be derived from those values, and why the values are needed in order to create sustainable change. He outlines the basic requirements for the change from traditional values. Finally, he explains how the values were created, and suggests some ways in which the values-based approach might be applied more broadly to TOC and to corporate values. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1309 |
Conference Proceedings |
Naik, Rahul |
Godrej Security Solutions: Viable Vision journey continues even in a slowdown |
2014 |
Washington, DC |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than tripled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a viable vision by making its sales equal to profit in five years. |
About Godrej Security Solutions:
Godrej Security Solutions (GSS) having an annual turnover of Rs 900 crores (approx. $150mn) is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc, having a turnover of over 1.2 Billion USD.
GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, diamond merchants, post office, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel.
GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries.
About the industry & situation prior to TOC implementation:
Market related challenges:
GSS main customers are banks and every bank requires physical security products for its new branch. A delay in opening the branch leads to significant losses for the bank (loss of revenue/market share, incurring rentals). In a year, most new branches commence during the second half of the year (around 75% of the branches open during Oct-Mar). This skewed demand puts pressure on suppliers to deliver products in a shorter lead-time because not opening a branch within a time frame also results in expiry of license of that branch.
With many players in the market, there was pressure on GSS to not only deliver orders in short lead-time but also reduce margins to win orders.
Supply Chain & Manufacturing challenges:
The plant involves assembly of more than 50 components supplied from various sources (in-house or suppliers). There was significant de-synchronization at assembly leading to uneven load and loss of capacity. Simultaneously, assembly preferred making standard products that gave better productivity. These two factors caused unreliability and lead-time to vary significantly. Also frequent expediting due to emergencies from customers, further added to the chaos.
Thus GSS had to rely on forecasting to meet demand. Further, these stocks were pushed to the branches based on forecast resulting in mismatch of stocks.
Moreover, underutilization of capacity during the lean season (first half of the year) and then ramping up for the peak season, used to create lot of disharmony (in terms of hiring/firing resources at different points of time) with suppliers of GSS.
Due to the above issues, GSS delivery performance was poor and order lead times used to vary between 4 to 12 weeks (as against customer's expectation of 4 weeks). These issues used to delay bank's branch opening leading to severe customer dissatisfaction and subsequently loss of sale. As a result GSS was losing market share and profits/profitability was stagnant.
TOC Solution that was deployed:
The project objective was to increase profits five times in 4 years by building a Reliability Competitive Edge with lower lead times, while ensuring more output from same capacity. The implementation started in October 2010.
The following solution elements were implemented:
• TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time)
• Extension of TOC solution to all A & B class material suppliers - Synchronizing the entire supply chain and bringing the stocks down at overall level
• “Happy Hours” offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant & suppliers)
• GFA (Guarantee for Availability) offer to Non-Banking segments such as Jewelers, Petrol Pumps, Transporters, Corporates, etc which also require Physical Security Products. This segment was largely untapped due to GSS focus only on the banking segment. This segment was targeted to reduce dependence on the banking sector and ensure uniform demand throughout the year.
• T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/controlling discounting
• Throughput accounting based decisions at organization level to control discounting
• Throughput based incentive scheme (as opposed to topline based) for Sales
• Continuous POOGI - Effective deployment of POOGI projects to quickly raise capacities thereby tapping every opportunity of maximizing sales.
Results Achieved:
Post TOC implementation the following results were achieved:
– On Time performance of the plant is around 80-90% (earlier it was 30%)
– Order delivery lead time is now less than 4 weeks
– Production lead time has reduced by more than 60%
– Output from the plant has more than tripled with the same resources
– Overtime has reduced by 80%
– WIP has reduced by more than 57%
– Working capital turns have increased by 42%
– Market share increased from 58% to 62%
– Profits have tripled
– Profitability (PBT/Sales) has more than doubled |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1310 |
Conference Proceedings |
Gaikwad, Ramnish |
Godrej Security Solutions: Viable Vision journey continues even in a slowdown |
2014 |
Washington, DC |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than tripled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a viable vision by making its sales equal to profit in five years. |
About Godrej Security Solutions:
Godrej Security Solutions (GSS) having an annual turnover of Rs 900 crores (approx. $150mn) is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc, having a turnover of over 1.2 Billion USD.
GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, diamond merchants, post office, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel.
GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries.
About the industry & situation prior to TOC implementation:
Market related challenges:
GSS main customers are banks and every bank requires physical security products for its new branch. A delay in opening the branch leads to significant losses for the bank (loss of revenue/market share, incurring rentals). In a year, most new branches commence during the second half of the year (around 75% of the branches open during Oct-Mar). This skewed demand puts pressure on suppliers to deliver products in a shorter lead-time because not opening a branch within a time frame also results in expiry of license of that branch.
With many players in the market, there was pressure on GSS to not only deliver orders in short lead-time but also reduce margins to win orders.
Supply Chain & Manufacturing challenges:
The plant involves assembly of more than 50 components supplied from various sources (in-house or suppliers). There was significant de-synchronization at assembly leading to uneven load and loss of capacity. Simultaneously, assembly preferred making standard products that gave better productivity. These two factors caused unreliability and lead-time to vary significantly. Also frequent expediting due to emergencies from customers, further added to the chaos.
Thus GSS had to rely on forecasting to meet demand. Further, these stocks were pushed to the branches based on forecast resulting in mismatch of stocks.
Moreover, underutilization of capacity during the lean season (first half of the year) and then ramping up for the peak season, used to create lot of disharmony (in terms of hiring/firing resources at different points of time) with suppliers of GSS.
Due to the above issues, GSS delivery performance was poor and order lead times used to vary between 4 to 12 weeks (as against customer's expectation of 4 weeks). These issues used to delay bank's branch opening leading to severe customer dissatisfaction and subsequently loss of sale. As a result GSS was losing market share and profits/profitability was stagnant.
TOC Solution that was deployed:
The project objective was to increase profits five times in 4 years by building a Reliability Competitive Edge with lower lead times, while ensuring more output from same capacity. The implementation started in October 2010.
The following solution elements were implemented:
• TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time)
• Extension of TOC solution to all A & B class material suppliers - Synchronizing the entire supply chain and bringing the stocks down at overall level
• “Happy Hours” offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant & suppliers)
• GFA (Guarantee for Availability) offer to Non-Banking segments such as Jewelers, Petrol Pumps, Transporters, Corporates, etc which also require Physical Security Products. This segment was largely untapped due to GSS focus only on the banking segment. This segment was targeted to reduce dependence on the banking sector and ensure uniform demand throughout the year.
• T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/controlling discounting
• Throughput accounting based decisions at organization level to control discounting
• Throughput based incentive scheme (as opposed to topline based) for Sales
• Continuous POOGI - Effective deployment of POOGI projects to quickly raise capacities thereby tapping every opportunity of maximizing sales.
Results Achieved:
Post TOC implementation the following results were achieved:
– On Time performance of the plant is around 80-90% (earlier it was 30%)
– Order delivery lead time is now less than 4 weeks
– Production lead time has reduced by more than 60%
– Output from the plant has more than tripled with the same resources
– Overtime has reduced by 80%
– WIP has reduced by more than 57%
– Working capital turns have increased by 42%
– Market share increased from 58% to 62%
– Profits have tripled
– Profitability (PBT/Sales) has more than doubled |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1311 |
Conference Proceedings |
|
Godrej Security Solutions: Viable Vision journey continues even in a slowdown |
2014 |
Washington, DC |
Godrej Security Solutions, a manufacturing organization cuts through chronic problems faced by the entire industry and sets seemingly unrealistic benchmarks for the rest of the field. This is no small player or new player, it is a company that has been in this business for over 50 years and is an established market leader. Implementing TOC in its entire supply chain (raw materials, manufacturing and sales), in two years, the company has more than tripled its output from the same capacity, nearly tripled its profits and doubled its profitability. It is well on its way to achieving a viable vision by making its sales equal to profit in five years. |
About Godrej Security Solutions:
Godrej Security Solutions (GSS) having an annual turnover of Rs 900 crores (approx. $150mn) is in the business of manufacturing Physical Security products such as Safes, Strong Room Doors, Safe Deposit Lockers, Record Protection Equipments, Home Safes, Marine solutions and providing turnkey Premises Security Solutions. GSS is a division of Godrej & Boyce, India, a conglomerate of over 15 businesses in areas as diverse as appliances, engineering etc, having a turnover of over 1.2 Billion USD.
GSS operates in two market segments i.e. Institutional and Retail. In Institutional segment its main customers are Banks, non-Banking Finance Companies, diamond merchants, post office, etc. In the Retail segment it sells Home Safes to end consumers through a distribution channel.
GSS is a market leader in India with around 60% market share. It also exports its security products to more than 50 countries.
About the industry & situation prior to TOC implementation:
Market related challenges:
GSS main customers are banks and every bank requires physical security products for its new branch. A delay in opening the branch leads to significant losses for the bank (loss of revenue/market share, incurring rentals). In a year, most new branches commence during the second half of the year (around 75% of the branches open during Oct-Mar). This skewed demand puts pressure on suppliers to deliver products in a shorter lead-time because not opening a branch within a time frame also results in expiry of license of that branch.
With many players in the market, there was pressure on GSS to not only deliver orders in short lead-time but also reduce margins to win orders.
Supply Chain & Manufacturing challenges:
The plant involves assembly of more than 50 components supplied from various sources (in-house or suppliers). There was significant de-synchronization at assembly leading to uneven load and loss of capacity. Simultaneously, assembly preferred making standard products that gave better productivity. These two factors caused unreliability and lead-time to vary significantly. Also frequent expediting due to emergencies from customers, further added to the chaos.
Thus GSS had to rely on forecasting to meet demand. Further, these stocks were pushed to the branches based on forecast resulting in mismatch of stocks.
Moreover, underutilization of capacity during the lean season (first half of the year) and then ramping up for the peak season, used to create lot of disharmony (in terms of hiring/firing resources at different points of time) with suppliers of GSS.
Due to the above issues, GSS delivery performance was poor and order lead times used to vary between 4 to 12 weeks (as against customer's expectation of 4 weeks). These issues used to delay bank's branch opening leading to severe customer dissatisfaction and subsequently loss of sale. As a result GSS was losing market share and profits/profitability was stagnant.
TOC Solution that was deployed:
The project objective was to increase profits five times in 4 years by building a Reliability Competitive Edge with lower lead times, while ensuring more output from same capacity. The implementation started in October 2010.
The following solution elements were implemented:
• TOC Operations solution in the supply chain: Build Reliability as well as reduced lead times (On time with a shorter lead time)
• Extension of TOC solution to all A & B class material suppliers - Synchronizing the entire supply chain and bringing the stocks down at overall level
• “Happy Hours” offer to key customers to pull ahead demand into the lean period (more orders in the first half of the year to even out the load on the plant & suppliers)
• GFA (Guarantee for Availability) offer to Non-Banking segments such as Jewelers, Petrol Pumps, Transporters, Corporates, etc which also require Physical Security Products. This segment was largely untapped due to GSS focus only on the banking segment. This segment was targeted to reduce dependence on the banking sector and ensure uniform demand throughout the year.
• T/CU based decision making: Orders of products with low T/CU were regulated by increasing prices/controlling discounting
• Throughput accounting based decisions at organization level to control discounting
• Throughput based incentive scheme (as opposed to topline based) for Sales
• Continuous POOGI - Effective deployment of POOGI projects to quickly raise capacities thereby tapping every opportunity of maximizing sales.
Results Achieved:
Post TOC implementation the following results were achieved:
– On Time performance of the plant is around 80-90% (earlier it was 30%)
– Order delivery lead time is now less than 4 weeks
– Production lead time has reduced by more than 60%
– Output from the plant has more than tripled with the same resources
– Overtime has reduced by 80%
– WIP has reduced by more than 57%
– Working capital turns have increased by 42%
– Market share increased from 58% to 62%
– Profits have tripled
– Profitability (PBT/Sales) has more than doubled |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1312 |
Conference Proceedings |
Morita, Shin-ichi |
One decades case study of the implementation of projects S&T tree for software development |
2014 |
Washington, DC |
In the autumn of 2003, the Japanese edition of “Critical Chain” was published. By the time of late 2004, the software development team in Being had already been implementing CCPM on their pilot projects. – I believe that we are one of the earliest challenging companies in Japan who tried to pursue TOC in the very early stage of TOC introduction to Japanese market. In this case study, I would like to introduce our decade long challenges and experiences. First of all, I will introduce our experience of single-project CCPM implementation, which was applied to all the projects in system development division. Second topic will be about the multi-project CCPM implementation we had tackled. There were a lot of efforts by internal champions to overcome negative ideas and impressions which had unfortunately grown up in our organization during our first challenge of single-project CCPM implementation. As you can imagine, it was not a very easy road to run. Finally I would like to share our experience of how we started implementing the S&T Tree to our organization, which brought us more significant results compared to our early stage with TOC. The flow of our software development pipeline was incredibly improved and Being made a V-shaped recovery from a continuous performance deficit. It will be grateful if you could get some hints from this case study, in order to implement the S&T Tree in your environment. I would like to thank all our experts, champions, and supporters who continuously collaborated and overcome difficult situations many times together. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1313 |
Conference Proceedings |
|
One decades case study of the implementation of projects S&T tree for software development |
2014 |
Washington, DC |
In the autumn of 2003, the Japanese edition of “Critical Chain” was published. By the time of late 2004, the software development team in Being had already been implementing CCPM on their pilot projects. – I believe that we are one of the earliest challenging companies in Japan who tried to pursue TOC in the very early stage of TOC introduction to Japanese market. In this case study, I would like to introduce our decade long challenges and experiences. First of all, I will introduce our experience of single-project CCPM implementation, which was applied to all the projects in system development division. Second topic will be about the multi-project CCPM implementation we had tackled. There were a lot of efforts by internal champions to overcome negative ideas and impressions which had unfortunately grown up in our organization during our first challenge of single-project CCPM implementation. As you can imagine, it was not a very easy road to run. Finally I would like to share our experience of how we started implementing the S&T Tree to our organization, which brought us more significant results compared to our early stage with TOC. The flow of our software development pipeline was incredibly improved and Being made a V-shaped recovery from a continuous performance deficit. It will be grateful if you could get some hints from this case study, in order to implement the S&T Tree in your environment. I would like to thank all our experts, champions, and supporters who continuously collaborated and overcome difficult situations many times together. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1314 |
Conference Proceedings |
|
One decades case study of the implementation of projects S&T tree for software development |
2014 |
Washington, DC |
In the autumn of 2003, the Japanese edition of “Critical Chain” was published. By the time of late 2004, the software development team in Being had already been implementing CCPM on their pilot projects. – I believe that we are one of the earliest challenging companies in Japan who tried to pursue TOC in the very early stage of TOC introduction to Japanese market. In this case study, I would like to introduce our decade long challenges and experiences. First of all, I will introduce our experience of single-project CCPM implementation, which was applied to all the projects in system development division. Second topic will be about the multi-project CCPM implementation we had tackled. There were a lot of efforts by internal champions to overcome negative ideas and impressions which had unfortunately grown up in our organization during our first challenge of single-project CCPM implementation. As you can imagine, it was not a very easy road to run. Finally I would like to share our experience of how we started implementing the S&T Tree to our organization, which brought us more significant results compared to our early stage with TOC. The flow of our software development pipeline was incredibly improved and Being made a V-shaped recovery from a continuous performance deficit. It will be grateful if you could get some hints from this case study, in order to implement the S&T Tree in your environment. I would like to thank all our experts, champions, and supporters who continuously collaborated and overcome difficult situations many times together. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1315 |
Conference Proceedings |
Mordoch, Avraham |
Journey starts with chaos part II: Organizational maturity model for projects management environments |
2014 |
Washington, DC |
Chaos is defined as “The inherent unpredictability in the behavior of a natural system”. This definition quite fits to multi-project management (PM) environments. Therefore it is not surprising that the following three characteristics of chaos: Time Irreversibility, Unpredictability and sensitivity to initial conditions and Bifurcation can also be found in PM environments. There are three causes for chaotic PM environment: a) Not all projects have project plans; b) Not all projects are controlled periodically; and c) Not all projects are managed according to the same methodology. On one end of the maturity model we have chaos and the other end is the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results. Between these two ends there are seven distinctive stages when each and every one of the second part of the stages (stages four to seven) will be discussed in full in the presentation (stages one to three were already discussed in my 2013 conference presentation): 1. Systematic order. 2. Control of the time dimension. 3. Enterprise PM. 4. Control of the resources dimension. 5. Control of the cost dimension. 6. Established PM strategy. 7. PM strategy as a part of the organization strategy. Each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined. |
During the TOCICO 2013 International Conference I presented the Maturity Model that I have developed (Journey Starts with Chaos) for projects management environments. During that presentation I was focusing on the concepts of the model and on the first three stages. During the 2014 conference I plan to continue and to explain the second part of the model including the stages four to seven.
A definition of Chaos from the Merriam-Webster Online Dictionary is “The inherent unpredictability in the behavior of a natural system (as the atmosphere, boiling water or the beating heart)”. Many managers in all types of Projects Management (PM) environments are complaining that for sure something unpredicted will happen tomorrow, something that will take the “perfect” plans astray. No doubt, after taking care of the crisis and putting things back into order, there is, of course, another unpredicted event and back again. The only thing that can be surely predicted is that unpredicted event(s) will occur. Exactly like in natural systems.
There are three possible causes for a chaotic PM environment (with shared, or partially shared, resources):
a) Not all projects have project plans
b) Not all projects are controlled periodically during execution
c) Not all projects are managed in more or less according to the same methodology
In the Chaos Theory there are at least three characteristics for an environment so it can be considered as a chaotic one: Time Irreversibility, Unpredictability and Sensitivity to Initial Conditions and Bifurcation. Strangely enough, this is exactly what is happening when the above three causes are observed in PM reality.
If the above is Chaos then our objective is Order. The entropy measurement, which measures the distance between total Chaos and good Order, is measuring the difficulties in achieving just the prerequisites for a good implementation of TOC. The change of going from Chaos to Order, brings significant benefits to the organization even before starting with the Critical Chain implementation itself.
On one end we have the Chaos and on the other end we have the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results.
Between these two ends there are seven distinctive stages when each and every one of the second part of the list (stages four to seven) will be discussed in full in the presentation (the first part was already discussed in the 2013 conference):
1. Systematic Order
2. Control of the time dimension
3. Enterprise PM
4. Control of the Resources dimension
5. Control of the Cost dimension
6. Established PM strategy
7. PM strategy as a part of the organization strategy
There is only little flexibility in the sequence between the stages, but each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined.
During the presentation I'll take the participants briefly through the first part of the stages and in details about the second part. This will start with the initial situation of a chaotic environment (or semi-chaotic according to its entropy measure) up to the achievement of repeatedly Viable Vision. For each stage I'll summarize the needed elements of completion the stage, including the benefits for the organization. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1316 |
Conference Proceedings |
|
Journey starts with chaos part II: Organizational maturity model for projects management environments |
2014 |
Washington, DC |
Chaos is defined as “The inherent unpredictability in the behavior of a natural system”. This definition quite fits to multi-project management (PM) environments. Therefore it is not surprising that the following three characteristics of chaos: Time Irreversibility, Unpredictability and sensitivity to initial conditions and Bifurcation can also be found in PM environments. There are three causes for chaotic PM environment: a) Not all projects have project plans; b) Not all projects are controlled periodically; and c) Not all projects are managed according to the same methodology. On one end of the maturity model we have chaos and the other end is the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results. Between these two ends there are seven distinctive stages when each and every one of the second part of the stages (stages four to seven) will be discussed in full in the presentation (stages one to three were already discussed in my 2013 conference presentation): 1. Systematic order. 2. Control of the time dimension. 3. Enterprise PM. 4. Control of the resources dimension. 5. Control of the cost dimension. 6. Established PM strategy. 7. PM strategy as a part of the organization strategy. Each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined. |
During the TOCICO 2013 International Conference I presented the Maturity Model that I have developed (Journey Starts with Chaos) for projects management environments. During that presentation I was focusing on the concepts of the model and on the first three stages. During the 2014 conference I plan to continue and to explain the second part of the model including the stages four to seven.
A definition of Chaos from the Merriam-Webster Online Dictionary is “The inherent unpredictability in the behavior of a natural system (as the atmosphere, boiling water or the beating heart)”. Many managers in all types of Projects Management (PM) environments are complaining that for sure something unpredicted will happen tomorrow, something that will take the “perfect” plans astray. No doubt, after taking care of the crisis and putting things back into order, there is, of course, another unpredicted event and back again. The only thing that can be surely predicted is that unpredicted event(s) will occur. Exactly like in natural systems.
There are three possible causes for a chaotic PM environment (with shared, or partially shared, resources):
a) Not all projects have project plans
b) Not all projects are controlled periodically during execution
c) Not all projects are managed in more or less according to the same methodology
In the Chaos Theory there are at least three characteristics for an environment so it can be considered as a chaotic one: Time Irreversibility, Unpredictability and Sensitivity to Initial Conditions and Bifurcation. Strangely enough, this is exactly what is happening when the above three causes are observed in PM reality.
If the above is Chaos then our objective is Order. The entropy measurement, which measures the distance between total Chaos and good Order, is measuring the difficulties in achieving just the prerequisites for a good implementation of TOC. The change of going from Chaos to Order, brings significant benefits to the organization even before starting with the Critical Chain implementation itself.
On one end we have the Chaos and on the other end we have the absolute ability of the organization to connect the excellent PM performance to the strategy of the organization and therefore being able to create repeatedly Viable Vision results.
Between these two ends there are seven distinctive stages when each and every one of the second part of the list (stages four to seven) will be discussed in full in the presentation (the first part was already discussed in the 2013 conference):
1. Systematic Order
2. Control of the time dimension
3. Enterprise PM
4. Control of the Resources dimension
5. Control of the Cost dimension
6. Established PM strategy
7. PM strategy as a part of the organization strategy
There is only little flexibility in the sequence between the stages, but each stage can be measured quite accurately and the organizational benefits of climbing on the above ladder can also be predetermined.
During the presentation I'll take the participants briefly through the first part of the stages and in details about the second part. This will start with the initial situation of a chaotic environment (or semi-chaotic according to its entropy measure) up to the achievement of repeatedly Viable Vision. For each stage I'll summarize the needed elements of completion the stage, including the benefits for the organization. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1317 |
Conference Proceedings |
Mistry, Sunil |
Case study of a TOC implementation in a T-plant with mixed environment |
2014 |
Washington, DC |
The presentation highlights the journey of our TOC implementation in the Motors Division at Bharat Bijlee, India. This is a mixed environment comprising of MTA, MTO and ATO (assemble to order), the complications were compounded because of the T-plant configuration. The business suffered from classic symptoms caused by working according to forecast (i.e. high stock outs, long lead times, low DDP, etc.) as well as firefighting and deeply entrenched local measures and silo behavior. The generic S&T was not sufficient to get the desirable results, and in the process it was realized that many new concepts had to be developed and implemented to address these special challenges. Significant operational results were achieved, enough to be perceived by the market, with significant improvement in financial performance. However, there are still challenges to be overcome both in Build and Capitalization: Reserving child components to take care of regular surges is becoming a difficult proposition. It remains to be seen whether better Inventory Turns for the channel partners (arising from superior availability and DDP) by itself does in fact constitute a Decisive Competitive Edge during a market down trend. |
Presentation Goal: To take the audience through the challenges overcome & significant Benefits derived through the implementation of TOC in a T-plant
3 learning objectives:
• Impact of a Paradigm Shift
• Change in Mindset of people
• Alignment of Measurements
• focusing on a win-win philosophy
3 questions some would ask at the end of the presentation:
• Constraints that were encountered while implementing and additional things that you did beyond the S&T (are the S&T steps sufficient)
• What steps were taken to break the silos or creating win-win philosophy
• What are the continuing challenges
Material Covered in the Presentation:
• What needed to be changed?
o Silo mentality & local measurements
o Production and procurement to a monthly forecast
o Start make to order production as soon as possible & figure out on the way
o Push based & monthly target focused supplies to channel partners
o High stock-outs and poor DDP
• What was the intended future state?
o Global measurements based on T, I and OE
o Single priority system in production and procurement for both make to order and make to stock products
o Replenishment based supplies to channel partners
o Build Superior availability and DDP with lower lead times
o Enable growth through differentiating BBL based on superior availability and DDP
• How was the transformation accomplished?
o Measurement Alignment across the Business Enterprise
o Implementation of Consumer Goods solution in manufacturing operations using S-DBR in a T-plant
o Buffer Management (Stock buffer for MTA and Time buffer for MTO) as the single priority system across the supply chain
o A systematic identification of all issues disrupting flow and resolving them on priority
o Win-win offer to job-work vendors
o Inventory Turns Competitive Edge Offer to channel partners
What were the lessons learned?
• Successes
o ~4 fold increase in bottom-line in the first two years
o ~50% increase in overall plant output, and significant increase in production of certain class of motors
o Manufacturing lead times reduced by ~50%
o ~90% availability of standard motors in the plant & regional warehouses
o Significantly improved availability of components & raw materials (~97%) has enabled us to produce and supply much faster
o The backlog of make-to-order type of motors has significantly reduced
o We are able to offer much smaller lead times to our customers and our on time delivery performance has also improved significantly
o The amount of fire-fighting required to deliver motors has significantly come down, thereby reducing stress levels among people
o Sales force and dealers are happy with the delivery performance
• Challenges & obstacles and how they were overcome.
o Consumer goods and Reliability generic S&T does not address many challenges in the mixed environment and especially when it is a T-plant
o Alignment of raw material, component suppliers and job-work suppliers to supply as per buffer management priorities
o Meeting MTA, MTO and ATO delivery commitments through component buffer levels
o Getting the sales team to change from primary to secondary market working
o Breaking away from the old measurements and paradigms e.g.
§ focus on production numbers/values based on forecast
§ large batch production
§ monthly primary sales targets based on forecasts
§ Choking the release. Old paradigm - longer the lead time available – higher is the chance of completion on time
§ Channel partners focused on margins and not on RoI
• Challenges we are still struggling to address
o Reservation of child components in a mixed environment
§ Same component gets used in MTA and MTO
§ Regular spike at the child components level
o Difficulty in maintaining good performance of MTA and MTO simultaneously
o Implementation of IT offer during the downturn |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1318 |
Conference Proceedings |
|
Case study of a TOC implementation in a T-plant with mixed environment |
2014 |
Washington, DC |
The presentation highlights the journey of our TOC implementation in the Motors Division at Bharat Bijlee, India. This is a mixed environment comprising of MTA, MTO and ATO (assemble to order), the complications were compounded because of the T-plant configuration. The business suffered from classic symptoms caused by working according to forecast (i.e. high stock outs, long lead times, low DDP, etc.) as well as firefighting and deeply entrenched local measures and silo behavior. The generic S&T was not sufficient to get the desirable results, and in the process it was realized that many new concepts had to be developed and implemented to address these special challenges. Significant operational results were achieved, enough to be perceived by the market, with significant improvement in financial performance. However, there are still challenges to be overcome both in Build and Capitalization: Reserving child components to take care of regular surges is becoming a difficult proposition. It remains to be seen whether better Inventory Turns for the channel partners (arising from superior availability and DDP) by itself does in fact constitute a Decisive Competitive Edge during a market down trend. |
Presentation Goal: To take the audience through the challenges overcome & significant Benefits derived through the implementation of TOC in a T-plant
3 learning objectives:
• Impact of a Paradigm Shift
• Change in Mindset of people
• Alignment of Measurements
• focusing on a win-win philosophy
3 questions some would ask at the end of the presentation:
• Constraints that were encountered while implementing and additional things that you did beyond the S&T (are the S&T steps sufficient)
• What steps were taken to break the silos or creating win-win philosophy
• What are the continuing challenges
Material Covered in the Presentation:
• What needed to be changed?
o Silo mentality & local measurements
o Production and procurement to a monthly forecast
o Start make to order production as soon as possible & figure out on the way
o Push based & monthly target focused supplies to channel partners
o High stock-outs and poor DDP
• What was the intended future state?
o Global measurements based on T, I and OE
o Single priority system in production and procurement for both make to order and make to stock products
o Replenishment based supplies to channel partners
o Build Superior availability and DDP with lower lead times
o Enable growth through differentiating BBL based on superior availability and DDP
• How was the transformation accomplished?
o Measurement Alignment across the Business Enterprise
o Implementation of Consumer Goods solution in manufacturing operations using S-DBR in a T-plant
o Buffer Management (Stock buffer for MTA and Time buffer for MTO) as the single priority system across the supply chain
o A systematic identification of all issues disrupting flow and resolving them on priority
o Win-win offer to job-work vendors
o Inventory Turns Competitive Edge Offer to channel partners
What were the lessons learned?
• Successes
o ~4 fold increase in bottom-line in the first two years
o ~50% increase in overall plant output, and significant increase in production of certain class of motors
o Manufacturing lead times reduced by ~50%
o ~90% availability of standard motors in the plant & regional warehouses
o Significantly improved availability of components & raw materials (~97%) has enabled us to produce and supply much faster
o The backlog of make-to-order type of motors has significantly reduced
o We are able to offer much smaller lead times to our customers and our on time delivery performance has also improved significantly
o The amount of fire-fighting required to deliver motors has significantly come down, thereby reducing stress levels among people
o Sales force and dealers are happy with the delivery performance
• Challenges & obstacles and how they were overcome.
o Consumer goods and Reliability generic S&T does not address many challenges in the mixed environment and especially when it is a T-plant
o Alignment of raw material, component suppliers and job-work suppliers to supply as per buffer management priorities
o Meeting MTA, MTO and ATO delivery commitments through component buffer levels
o Getting the sales team to change from primary to secondary market working
o Breaking away from the old measurements and paradigms e.g.
§ focus on production numbers/values based on forecast
§ large batch production
§ monthly primary sales targets based on forecasts
§ Choking the release. Old paradigm - longer the lead time available – higher is the chance of completion on time
§ Channel partners focused on margins and not on RoI
• Challenges we are still struggling to address
o Reservation of child components in a mixed environment
§ Same component gets used in MTA and MTO
§ Regular spike at the child components level
o Difficulty in maintaining good performance of MTA and MTO simultaneously
o Implementation of IT offer during the downturn |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1319 |
Conference Proceedings |
Lenhartz, Christoph |
Focused CCPM implementation with the project execution maturity matrix |
2014 |
Washington, DC |
This presentation suggests a maturity model approach to implementing CCPM within an existing project management system, preserving achievements and project delivery capabilities. CCPM serves as best practice, acknowledging the central role of project execution and linking measurements and behaviors. The maturity assessment uses five levels from initial ad hoc methods and tools to continuous improvement of project execution. The assessment allows differentiating three Execution Maturity Stages: “Basic Coordination” ensures project success without disrupting current operations. Elements enable the project team to realize results rapidly and prepare the organization for further improvements: Single priority, Collaborative execution, Control of work in progress, Full kitting, and Aligned metrics. “Improved Coordination” focuses the entire team on the same priorities and issues, reducing project risk and further increasing delivery reliability: Date and buffer management; Load control and staggering; Order promising and Remote collaborative execution. “Integrated Planning & Execution” adds: Probabilistic scheduling and execution, Subcontractor management, and Simulation. The model allows an organization to determine what is working and what isn't, to establish a case for action, and to develop and implement an improvement roadmap. Attendees will discover the model, its benefits, how it works and are invited to use it for their implementations. |
The implementation of any new managerial approach, such as Critical Chain Project Management (CCPM), is rarely a “green-field-activity”, but takes place in an environment with existing procedures, processes and applications, all put in place with the intention of creating a performing project management organization.
When project results indicate poor performance a need for improving the current project management system should be evident. Yet the question often is how severe the problem really is. Clearly assessing and communicating the need for change and what to change requires an understanding of the current performance gap and its causes. Many times, CCPM advocates within an organization (“champions”) as well as from the outside (“consultants”) have little difficulties obtaining agreement on the need to improve project timeliness, reducing lead times and budget compliance, yet they struggle to make the case of explaining in detail what to change and what the roadmap should be.
Focus is (1) doing what should be done and (2) not doing what should not be done (cf. Goldratt: Introduction to TOC, 2010). This implies that any improvement initiative must take into account the current reality at the start, preserve its strengths and overcome its shortcomings. This requires a tailor-made approach, based on a structured analysis of the current reality against the aspired state.
Thus one of the first activities must be the assessment of the current state of project execution: How well is the organization doing when compared to an ideal state and in comparison to a relevant peer group. A maturity model allows an organization to have its current methods and processes assessed according to the management best practice on which the model is built. Maturity is then indicated by a particular ""maturity level"", comparing the organization's state with the best practice and with the states of other organizations. This level also reveals a gap between the organization and the best practice and between the organization and the peer group.
While maturity models have their roots in software development, they have emerged into more general process improvement approaches. Today's maturity models (such as Carnegie Mellon's CMMI) are based on a variety of best practice bodies, including PRINCE2 for project management.
Using a maturity model should enable an organization to
• Determine what is and what isn't working
• Establish a case for action
• Develop a plan for improvement
Existing project management models are often highly planning oriented. The idea is that better planning will eventually result in better project performance. In a similar way and despite the broad reach of the Project Management Strategy and Tactics Tree (PM S&T), the implementation of CCPM is often discussed under its planning angle. However, planning is only a necessary condition for project success; the key to successful projects is skillful execution.
This presentation presents a Project Management Execution Maturity Model which uses the CCPM framework as a best practice background. It acknowledges the central role of project execution by drawing on behavioral and organizational psychology research such as the logical link between measurements and behaviors (cf. Aubrey Daniels' and Eli Goldratt's works).
In the Project Management Execution Maturity Model, maturity levels are referenced from an initial level highlighted by ad hoc methods and tools to the highest level where the organization is continually improving project execution processes:
1. Initial: project management is ad hoc, lacking standard processes and driven by cost-measurements
2. Basic Project Management: the organization begins to develop processes and methodologies, focusing on single processes
3. With Portfolio Focus standardization and integration of processes and procedures becomes essential, a priority spans across the entire portfolio
4. Managed: Portfolio-wide performance metrics are clearly linked to essential behaviors, decision makers use these to compare and propagate best practices
5. Optimizing: Continuous improvement is the standard way of doing business
This five level maturity scale is then used to measure thirteen elements, each defining an essential project management competency (based on the CCPM principles). They ensure processes and policies are firmly in place to rapidly mature project execution in the organization. Based on the progress across these elements, one can differentiate three stages.
The five key elements of the foundational stage (“Basic Coordination”) are designed to ensure project success without causing major disruptions to current operations. These elements enable the project team to realize results rapidly and prepare the organization for further improvements:
1. Single priority system
2. Collaborative execution
3. Control of work in progress
4. Full kitting
5. Aligned metrics
The next stage (“Improved Coordination”) focuses the entire team on the same priorities and issues, reducing project risk and further increasing delivery reliability:
1. Date management
2. Buffer management
3. Order promising
4. Remote collaborative execution
5. Load control and staggering
The highest stage (“Integrated Planning & Execution”) expands upon the principles of the previous stages and adds:
1. Probabilistic scheduling and execution (CCPM planning and execution control)
2. Subcontractor management
3. Predictive and simulation capabilities
Software support for planning, scheduling, execution, resource management, and scenarios is typically added at the last stage.
By assessing an organization's project management maturity in this manner, a clear understanding of the elements that must put in place to rapidly improve project performance is created. Solutions can then be tailored to an organization's unique needs based on the maturity level of each element and progressing step by step. Implementation time, effort and resources can be focused on ensuring rapid gains in performance.
The methodology presented here is especially attractive in environments where a structured approach to project management is required, such as medium to large companies, or where elaborate and audited management systems are already in place. It facilitates integration and adoption of CCPM with the existing project management organization and systems, without destroying positive past achievements (or reinventing the wheel) and without impeding the organization's project delivery capabilities.
The presentation describes the model, the underlying logic and how it is applied, including examples from actual applications, showing a clear link between maturity and operational and financial performance. Attendees are invited to uses this approach for their own CCPM projects.
Learning Objectives
1. Understand some limitation of a green-field CCPM-implementation
2. Explore the Project Execution Maturity Model and how each of the elements and levels contribute to increasing project execution success
3. Know how to use the Project Execution Maturity Model to increase focus of CCPM implementations for fast, increasing, and lasting success
Questions at the End
1. How does the Project Execution Maturity Model compare with other maturity models such as CMMI or SPICE?
2. As there are so many conceptual similarities between the TOC solutions for project management and manufacturing, is this execution-oriented model also applicable in other areas/function, e.g., production?
3. What is the difference between the proposed approach and an implementation of CCPM along the Projects S&T? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1320 |
Conference Proceedings |
|
Focused CCPM implementation with the project execution maturity matrix |
2014 |
Washington, DC |
This presentation suggests a maturity model approach to implementing CCPM within an existing project management system, preserving achievements and project delivery capabilities. CCPM serves as best practice, acknowledging the central role of project execution and linking measurements and behaviors. The maturity assessment uses five levels from initial ad hoc methods and tools to continuous improvement of project execution. The assessment allows differentiating three Execution Maturity Stages: “Basic Coordination” ensures project success without disrupting current operations. Elements enable the project team to realize results rapidly and prepare the organization for further improvements: Single priority, Collaborative execution, Control of work in progress, Full kitting, and Aligned metrics. “Improved Coordination” focuses the entire team on the same priorities and issues, reducing project risk and further increasing delivery reliability: Date and buffer management; Load control and staggering; Order promising and Remote collaborative execution. “Integrated Planning & Execution” adds: Probabilistic scheduling and execution, Subcontractor management, and Simulation. The model allows an organization to determine what is working and what isn't, to establish a case for action, and to develop and implement an improvement roadmap. Attendees will discover the model, its benefits, how it works and are invited to use it for their implementations. |
The implementation of any new managerial approach, such as Critical Chain Project Management (CCPM), is rarely a “green-field-activity”, but takes place in an environment with existing procedures, processes and applications, all put in place with the intention of creating a performing project management organization.
When project results indicate poor performance a need for improving the current project management system should be evident. Yet the question often is how severe the problem really is. Clearly assessing and communicating the need for change and what to change requires an understanding of the current performance gap and its causes. Many times, CCPM advocates within an organization (“champions”) as well as from the outside (“consultants”) have little difficulties obtaining agreement on the need to improve project timeliness, reducing lead times and budget compliance, yet they struggle to make the case of explaining in detail what to change and what the roadmap should be.
Focus is (1) doing what should be done and (2) not doing what should not be done (cf. Goldratt: Introduction to TOC, 2010). This implies that any improvement initiative must take into account the current reality at the start, preserve its strengths and overcome its shortcomings. This requires a tailor-made approach, based on a structured analysis of the current reality against the aspired state.
Thus one of the first activities must be the assessment of the current state of project execution: How well is the organization doing when compared to an ideal state and in comparison to a relevant peer group. A maturity model allows an organization to have its current methods and processes assessed according to the management best practice on which the model is built. Maturity is then indicated by a particular ""maturity level"", comparing the organization's state with the best practice and with the states of other organizations. This level also reveals a gap between the organization and the best practice and between the organization and the peer group.
While maturity models have their roots in software development, they have emerged into more general process improvement approaches. Today's maturity models (such as Carnegie Mellon's CMMI) are based on a variety of best practice bodies, including PRINCE2 for project management.
Using a maturity model should enable an organization to
• Determine what is and what isn't working
• Establish a case for action
• Develop a plan for improvement
Existing project management models are often highly planning oriented. The idea is that better planning will eventually result in better project performance. In a similar way and despite the broad reach of the Project Management Strategy and Tactics Tree (PM S&T), the implementation of CCPM is often discussed under its planning angle. However, planning is only a necessary condition for project success; the key to successful projects is skillful execution.
This presentation presents a Project Management Execution Maturity Model which uses the CCPM framework as a best practice background. It acknowledges the central role of project execution by drawing on behavioral and organizational psychology research such as the logical link between measurements and behaviors (cf. Aubrey Daniels' and Eli Goldratt's works).
In the Project Management Execution Maturity Model, maturity levels are referenced from an initial level highlighted by ad hoc methods and tools to the highest level where the organization is continually improving project execution processes:
1. Initial: project management is ad hoc, lacking standard processes and driven by cost-measurements
2. Basic Project Management: the organization begins to develop processes and methodologies, focusing on single processes
3. With Portfolio Focus standardization and integration of processes and procedures becomes essential, a priority spans across the entire portfolio
4. Managed: Portfolio-wide performance metrics are clearly linked to essential behaviors, decision makers use these to compare and propagate best practices
5. Optimizing: Continuous improvement is the standard way of doing business
This five level maturity scale is then used to measure thirteen elements, each defining an essential project management competency (based on the CCPM principles). They ensure processes and policies are firmly in place to rapidly mature project execution in the organization. Based on the progress across these elements, one can differentiate three stages.
The five key elements of the foundational stage (“Basic Coordination”) are designed to ensure project success without causing major disruptions to current operations. These elements enable the project team to realize results rapidly and prepare the organization for further improvements:
1. Single priority system
2. Collaborative execution
3. Control of work in progress
4. Full kitting
5. Aligned metrics
The next stage (“Improved Coordination”) focuses the entire team on the same priorities and issues, reducing project risk and further increasing delivery reliability:
1. Date management
2. Buffer management
3. Order promising
4. Remote collaborative execution
5. Load control and staggering
The highest stage (“Integrated Planning & Execution”) expands upon the principles of the previous stages and adds:
1. Probabilistic scheduling and execution (CCPM planning and execution control)
2. Subcontractor management
3. Predictive and simulation capabilities
Software support for planning, scheduling, execution, resource management, and scenarios is typically added at the last stage.
By assessing an organization's project management maturity in this manner, a clear understanding of the elements that must put in place to rapidly improve project performance is created. Solutions can then be tailored to an organization's unique needs based on the maturity level of each element and progressing step by step. Implementation time, effort and resources can be focused on ensuring rapid gains in performance.
The methodology presented here is especially attractive in environments where a structured approach to project management is required, such as medium to large companies, or where elaborate and audited management systems are already in place. It facilitates integration and adoption of CCPM with the existing project management organization and systems, without destroying positive past achievements (or reinventing the wheel) and without impeding the organization's project delivery capabilities.
The presentation describes the model, the underlying logic and how it is applied, including examples from actual applications, showing a clear link between maturity and operational and financial performance. Attendees are invited to uses this approach for their own CCPM projects.
Learning Objectives
1. Understand some limitation of a green-field CCPM-implementation
2. Explore the Project Execution Maturity Model and how each of the elements and levels contribute to increasing project execution success
3. Know how to use the Project Execution Maturity Model to increase focus of CCPM implementations for fast, increasing, and lasting success
Questions at the End
1. How does the Project Execution Maturity Model compare with other maturity models such as CMMI or SPICE?
2. As there are so many conceptual similarities between the TOC solutions for project management and manufacturing, is this execution-oriented model also applicable in other areas/function, e.g., production?
3. What is the difference between the proposed approach and an implementation of CCPM along the Projects S&T? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1321 |
Conference Proceedings |
Lenhartz, Christoph |
What is TOC? A basics workshop |
2014 |
Washington, DC |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope and the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new function and its core problem were identified and Dr. Goldratt and others developed new tools for addressing this core problem / constraint and thus expanded the scope of TOC. Goldratt goes on to define “Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything… We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.” The rest are derivatives. |
1 hr. 33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1322 |
Conference Proceedings |
|
What is TOC? A basics workshop |
2014 |
Washington, DC |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope and the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new function and its core problem were identified and Dr. Goldratt and others developed new tools for addressing this core problem / constraint and thus expanded the scope of TOC. Goldratt goes on to define “Focus: doing what should be done… Focusing on everything is synonymous with not focusing on anything… We don't have a choice but to define focus more narrowly: do what should be done AND don't do what should not be done.” The rest are derivatives. |
1 hr. 33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1323 |
Conference Proceedings |
Lang, Lisa |
TOC marketing for consultants |
2014 |
Washington, DC |
If you're a consultant and want more business, then this workshop is for you. We'll cover the how-to's about marketing your consulting practice. Mistakes and what to avoid will be revealed, as well as, what you can do to improve your marketing immediately. Theory of Constraints thinking and tools will be discussed as they relate to marketing. |
1 hr. 18 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1324 |
Conference Proceedings |
|
TOC marketing for consultants |
2014 |
Washington, DC |
If you're a consultant and want more business, then this workshop is for you. We'll cover the how-to's about marketing your consulting practice. Mistakes and what to avoid will be revealed, as well as, what you can do to improve your marketing immediately. Theory of Constraints thinking and tools will be discussed as they relate to marketing. |
1 hr. 18 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1325 |
Conference Proceedings |
Kohls, Kevin |
Does the theory of constraints understand motivation? |
2014 |
Washington, DC |
There is no doubt that TOC is an excellent method to understand the logic of a situation – Reality trees, core conflicts, etc., document this logic clearly. But does it understand motivation? The focus of this presentation comes from a business book called “Drive: The Surprising Truth About What Motivates Us” by Daniel Pink. Here's a high level summary: “In a non-survival situation scientific evidence suggests that true motivation comes from three elements: Autonomy, Mastery, and Purpose”. Both evaluating your plans and understanding your customer's current situation can be transformed by understanding these three elements. It will help answer questions like these: Why does your plan suddenly fall apart when the customer no longer feels that they are in crisis? Why do I have to rely on top management support and leadership for the success or failure of my project? Why do my solutions fail after I leave? Why do my training classes have so little impact on the customer? If you want to improve your TOC implementation, attending this presentation is a first step in understanding what motivates (or fails to motivate) your customer to “break their cloud” and adopt a new paradigm for success. |
Any new paradigm shift for a company has one thing in common – conflict. Changing to this paradigm can be daunting, and it often fails despite the apparent logic for its implementation. One of the primary reasons is Motivation. If your customers decide to change to a TOC paradigm, then providing the proper motivation to make these changes can make the difference between success and failure. This presentation looks at how the book “Drive – the Surprising Truth about What Motivates Us” by Daniel Pink, can be used to both understand and create motivation. I examine three elements: How We Organize What We Do; How We Think About What We Do; and How We Do What We Do. I also talk about “Predictable Irrationality,” where non-logical actions can be predicted in certain situations. A key point: Instant Gratification = Procrastination. We then move to an understanding about both algorithmic work and heuristic work, and makes it clear that each type of work requires different motivation techniques. Finally, Pink summarizes that, in non-survival situations, heuristic work has three primary motivating forces – Autonomy, Mastery and Purpose. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1326 |
Conference Proceedings |
|
Does the theory of constraints understand motivation? |
2014 |
Washington, DC |
There is no doubt that TOC is an excellent method to understand the logic of a situation – Reality trees, core conflicts, etc., document this logic clearly. But does it understand motivation? The focus of this presentation comes from a business book called “Drive: The Surprising Truth About What Motivates Us” by Daniel Pink. Here's a high level summary: “In a non-survival situation scientific evidence suggests that true motivation comes from three elements: Autonomy, Mastery, and Purpose”. Both evaluating your plans and understanding your customer's current situation can be transformed by understanding these three elements. It will help answer questions like these: Why does your plan suddenly fall apart when the customer no longer feels that they are in crisis? Why do I have to rely on top management support and leadership for the success or failure of my project? Why do my solutions fail after I leave? Why do my training classes have so little impact on the customer? If you want to improve your TOC implementation, attending this presentation is a first step in understanding what motivates (or fails to motivate) your customer to “break their cloud” and adopt a new paradigm for success. |
Any new paradigm shift for a company has one thing in common – conflict. Changing to this paradigm can be daunting, and it often fails despite the apparent logic for its implementation. One of the primary reasons is Motivation. If your customers decide to change to a TOC paradigm, then providing the proper motivation to make these changes can make the difference between success and failure. This presentation looks at how the book “Drive – the Surprising Truth about What Motivates Us” by Daniel Pink, can be used to both understand and create motivation. I examine three elements: How We Organize What We Do; How We Think About What We Do; and How We Do What We Do. I also talk about “Predictable Irrationality,” where non-logical actions can be predicted in certain situations. A key point: Instant Gratification = Procrastination. We then move to an understanding about both algorithmic work and heuristic work, and makes it clear that each type of work requires different motivation techniques. Finally, Pink summarizes that, in non-survival situations, heuristic work has three primary motivating forces – Autonomy, Mastery and Purpose. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1327 |
Conference Proceedings |
Kohls, Kevin |
8 tools to over manage the bottleneck |
2014 |
Washington, DC |
The majority of my consulting work deals with TOC-101 – find and fix the bottleneck. I often can find the bottleneck within hours of arrival just by looking for the largest pile of inventory. Typically a common sense solution is available, but it has been lost in the “haystack” of work orders in the system. When this does not occur, however, I provide tools that will allow them to create focus around the bottleneck, so they will “over manage” this area (Exploit) and under-manage other areas (Subordination). This presentation covers 8 of these tools that all have common attributes – they are quick to install, are data based, and are very visible. The analysis driven by this data allows the customer to move from opinion-based decisions to data-based decisions. These tools range from the readily available (stopwatches and apps on smart phones), to simple (a production board mounted near the bottleneck), to fairly complex (webcams mounted on the machine that use motion detection). All of this starts with training, so that the customer can understand the bottleneck and its attributes. I also teach the basics of variation, and how negative variation is more powerful than positive variation, and how buffers can absorb this variation. |
TOC's original foundation goes back to The Goal and its basic focus – understanding and resolving the bottleneck in manufacturing. Since the book was published, TOC has expanded widely beyond manufacturing. It now finds itself in healthcare, project management, scheduling, retail, car dealerships, etc. But the need to understand the essence of The Goal – to find and focus improvement efforts on the bottleneck – still remain a challenge in manufacturing. As an executive and a consultant in the auto industry, I have found the need for effective methods for managing bottlenecks has remained constant. Experience has led me to reach into the toolbox for a small number of reliable solutions – some simple, some sophisticated; to help my client's achieve focus. Emphasis is placed on “Over managing” the bottleneck, and under managing the non-bottlenecks. To this end, several tools have been found to be consistently useful. In this session, there will be a high level tour of 8 of these tools, leveraging everything from simple white boards to automated data collection systems based on motion detection. Come to the session and check out what improvements have been made in the area of continuous improvement. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1328 |
Conference Proceedings |
|
8 tools to over manage the bottleneck |
2014 |
Washington, DC |
The majority of my consulting work deals with TOC-101 – find and fix the bottleneck. I often can find the bottleneck within hours of arrival just by looking for the largest pile of inventory. Typically a common sense solution is available, but it has been lost in the “haystack” of work orders in the system. When this does not occur, however, I provide tools that will allow them to create focus around the bottleneck, so they will “over manage” this area (Exploit) and under-manage other areas (Subordination). This presentation covers 8 of these tools that all have common attributes – they are quick to install, are data based, and are very visible. The analysis driven by this data allows the customer to move from opinion-based decisions to data-based decisions. These tools range from the readily available (stopwatches and apps on smart phones), to simple (a production board mounted near the bottleneck), to fairly complex (webcams mounted on the machine that use motion detection). All of this starts with training, so that the customer can understand the bottleneck and its attributes. I also teach the basics of variation, and how negative variation is more powerful than positive variation, and how buffers can absorb this variation. |
TOC's original foundation goes back to The Goal and its basic focus – understanding and resolving the bottleneck in manufacturing. Since the book was published, TOC has expanded widely beyond manufacturing. It now finds itself in healthcare, project management, scheduling, retail, car dealerships, etc. But the need to understand the essence of The Goal – to find and focus improvement efforts on the bottleneck – still remain a challenge in manufacturing. As an executive and a consultant in the auto industry, I have found the need for effective methods for managing bottlenecks has remained constant. Experience has led me to reach into the toolbox for a small number of reliable solutions – some simple, some sophisticated; to help my client's achieve focus. Emphasis is placed on “Over managing” the bottleneck, and under managing the non-bottlenecks. To this end, several tools have been found to be consistently useful. In this session, there will be a high level tour of 8 of these tools, leveraging everything from simple white boards to automated data collection systems based on motion detection. Come to the session and check out what improvements have been made in the area of continuous improvement. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1329 |
Conference Proceedings |
Knight, Alex |
Level 3 basics workshop: Healthcare: Gaining agreement to implement TOC in healthcare-The practical approaches to stakeholder engagement in a healthcare environment |
2014 |
Washington, DC |
In this session we will: 1. Explain how to introduce this approach to a new hospital or wider health system. 2. Talk through the do's and don't's of working in this area. 3. Share the experiences of the most experienced CEO in the world of implementing these ideas. 4. Try and answer any unanswered questions from throughout the three workshops. |
In this session we will: Explain how to introduce this approach to a new hospital or wider health system; Talk through the do's and don'ts of working in this area; Share the experiences of the most experienced CEO in the world of implementing these ideas; and Try and answer any unanswered questions from throughout the three workshops. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1330 |
Conference Proceedings |
West, Bill |
Level 3 basics workshop: Healthcare: Gaining agreement to implement TOC in healthcare-The practical approaches to stakeholder engagement in a healthcare environment |
2014 |
Washington, DC |
In this session we will: 1. Explain how to introduce this approach to a new hospital or wider health system. 2. Talk through the do's and don't's of working in this area. 3. Share the experiences of the most experienced CEO in the world of implementing these ideas. 4. Try and answer any unanswered questions from throughout the three workshops. |
In this session we will: Explain how to introduce this approach to a new hospital or wider health system; Talk through the do's and don'ts of working in this area; Share the experiences of the most experienced CEO in the world of implementing these ideas; and Try and answer any unanswered questions from throughout the three workshops. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1331 |
Conference Proceedings |
|
Level 3 basics workshop: Healthcare: Gaining agreement to implement TOC in healthcare-The practical approaches to stakeholder engagement in a healthcare environment |
2014 |
Washington, DC |
In this session we will: 1. Explain how to introduce this approach to a new hospital or wider health system. 2. Talk through the do's and don't's of working in this area. 3. Share the experiences of the most experienced CEO in the world of implementing these ideas. 4. Try and answer any unanswered questions from throughout the three workshops. |
In this session we will: Explain how to introduce this approach to a new hospital or wider health system; Talk through the do's and don'ts of working in this area; Share the experiences of the most experienced CEO in the world of implementing these ideas; and Try and answer any unanswered questions from throughout the three workshops. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1332 |
Conference Proceedings |
Knight, Alex |
Level 2 basics workshop: Healthcare: Achieving ongoing improvement-The importance of analysis and the scientific approach |
2014 |
Washington, DC |
In this session we will: 1. Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare. 2. Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators. 3. Introduce our new healthcare simulator and some of the early learning. 4. Summarize the key steps to follow when starting an implementation. |
In this session we will: Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare; Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators; Introduce our new healthcare simulator and some of the early learning; and Summarise the key steps to follow when starting an implementation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1333 |
Conference Proceedings |
West, Bill |
Level 2 basics workshop: Healthcare: Achieving ongoing improvement-The importance of analysis and the scientific approach |
2014 |
Washington, DC |
In this session we will: 1. Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare. 2. Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators. 3. Introduce our new healthcare simulator and some of the early learning. 4. Summarize the key steps to follow when starting an implementation. |
In this session we will: Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare; Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators; Introduce our new healthcare simulator and some of the early learning; and Summarise the key steps to follow when starting an implementation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1334 |
Conference Proceedings |
|
Level 2 basics workshop: Healthcare: Achieving ongoing improvement-The importance of analysis and the scientific approach |
2014 |
Washington, DC |
In this session we will: 1. Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare. 2. Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators. 3. Introduce our new healthcare simulator and some of the early learning. 4. Summarize the key steps to follow when starting an implementation. |
In this session we will: Highlight a number of key assumptions contained in the overall strategy and tactics tree for healthcare; Demonstrate how to expose, challenge and upgrade these key assumptions using the dice game and dice game simulators; Introduce our new healthcare simulator and some of the early learning; and Summarise the key steps to follow when starting an implementation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1335 |
Conference Proceedings |
Knight, Alex |
Level 1 basics workshop: Healthcare: Applying TOC in healthcare-The practical applications |
2014 |
Washington, DC |
In this presentation we: 1. Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used. 2. Demonstrate how to establish the answer to the two prime questions: a. Of all the patients I could treat next, which ones should I treat next. b. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
In this session we will: Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used; Demonstrate how to establish the answer to the two prime questions. These questions are: 1. Of all the patients I could treat next, which ones should I treat next; 2. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1336 |
Conference Proceedings |
West, Bill |
Level 1 basics workshop: Healthcare: Applying TOC in healthcare-The practical applications |
2014 |
Washington, DC |
In this presentation we: 1. Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used. 2. Demonstrate how to establish the answer to the two prime questions: a. Of all the patients I could treat next, which ones should I treat next. b. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
In this session we will: Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used; Demonstrate how to establish the answer to the two prime questions. These questions are: 1. Of all the patients I could treat next, which ones should I treat next; 2. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1337 |
Conference Proceedings |
|
Level 1 basics workshop: Healthcare: Applying TOC in healthcare-The practical applications |
2014 |
Washington, DC |
In this presentation we: 1. Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used. 2. Demonstrate how to establish the answer to the two prime questions: a. Of all the patients I could treat next, which ones should I treat next. b. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
In this session we will: Demonstrate the core TOC-based application behind a number of health environments and show the common underlying methodology used; Demonstrate how to establish the answer to the two prime questions. These questions are: 1. Of all the patients I could treat next, which ones should I treat next; 2. Of all the areas I could improve, which area(s) will give me the greatest breakthrough in performance. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1338 |
Conference Proceedings |
Knight, Alex |
Improving global healthcare with the theory of constraints |
2014 |
Washington, DC |
Healthcare is a fundamental necessity of all societies. Yet most countries struggle with increasing demand and costs. Medicine continues to advance at a rate faster than we can afford to pay for. The management of healthcare delivery systems has not kept pace; we manage by instinct and not evidence. Fire-fighting endless crises and poor patient safety have become the norm. This presentation will follow the format of answering the following questions: 1. How can we get agreement on the need to change? This will start with a short summary of the trends in expenditure on healthcare across the globe. 2. What should we change? From this research I will derive the common core cloud and how it is playing out in different countries. 3. What to change to? I will then highlight the criteria for any solution, provide an insight into why TOC is a valid contender above many others for helping to resolve these issues and how alone it will be insufficient. I will then show the proposed direction of the solution through the high levels of a healthcare S&T tree and the results that have been achieved. This will be augmented by the personal story of a leading CEO in the NHS in the UK using the approach for over twenty years and the spectacular results that have been achieved in the UK and elsewhere. |
56 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1339 |
Conference Proceedings |
|
Improving global healthcare with the theory of constraints |
2014 |
Washington, DC |
Healthcare is a fundamental necessity of all societies. Yet most countries struggle with increasing demand and costs. Medicine continues to advance at a rate faster than we can afford to pay for. The management of healthcare delivery systems has not kept pace; we manage by instinct and not evidence. Fire-fighting endless crises and poor patient safety have become the norm. This presentation will follow the format of answering the following questions: 1. How can we get agreement on the need to change? This will start with a short summary of the trends in expenditure on healthcare across the globe. 2. What should we change? From this research I will derive the common core cloud and how it is playing out in different countries. 3. What to change to? I will then highlight the criteria for any solution, provide an insight into why TOC is a valid contender above many others for helping to resolve these issues and how alone it will be insufficient. I will then show the proposed direction of the solution through the high levels of a healthcare S&T tree and the results that have been achieved. This will be augmented by the personal story of a leading CEO in the NHS in the UK using the approach for over twenty years and the spectacular results that have been achieved in the UK and elsewhere. |
56 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1340 |
Conference Proceedings |
Koehler, John |
Nu-Business, a business model for entrepreneurs based upon TOC |
2014 |
Washington, DC |
TOC practitioners have sought a TOC-based model for entrepreneurship for nearly thirty years, but problems reflecting the hard realities of starting businesses have thwarted success – until now. Nu-Business builds upon a TOC foundation but challenges conventional TOC practices, and creates an evolutionary business model that will move entrepreneurship from the realm of the irrationally optimistic to the domain of the stolidly pragmatic. The fundamentals are as applicable to established companies as they are to start-ups. Today, perhaps 19 out of every 20 business start-up efforts stop before the entrepreneurs open their business, go bankrupt, or never adequately compensate the founders. The Nu-Business model proposes to: Reduce this failure rate by roughly two orders of magnitude, to a few percentage points; Slash investment funds required by a similar margin; Show how to open any business with a positive cash flow; and Grow sales exponentially. This presentation will present a taste of the fundamental shifts away from conventional TOC practices and present some of the fundamental principles upon which Nu-Business is founded. The presentation will be illustrated by showing how a craft distillery can be successfully started on about $20,000 in investment funds instead of $1 million. |
Conventional investment requirements to start a business can equal the cost of a new car for a tiny business or the cost of a home for a modest business. This requirement should commonly drop by roughly two orders of magnitude, more if required by the founders, by implementing Nu-Business principles. As a result of this and other business improvements encompassed in Nu-Business, business start-up failures should also drop by about two orders of magnitude to around a percentage point or two. This presentation will present a taste of the fundamental shifts away from conventional TOC practices and present some of the fundamental principles on which Nu-Business is founded. I will present some of the key elements in a successful Nu-Business Plan. The presentation will be illustrated by showing how a craft distillery can be successfully started on about $20,000 in investment funds instead of $1 million. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1341 |
Conference Proceedings |
|
Nu-Business, a business model for entrepreneurs based upon TOC |
2014 |
Washington, DC |
TOC practitioners have sought a TOC-based model for entrepreneurship for nearly thirty years, but problems reflecting the hard realities of starting businesses have thwarted success – until now. Nu-Business builds upon a TOC foundation but challenges conventional TOC practices, and creates an evolutionary business model that will move entrepreneurship from the realm of the irrationally optimistic to the domain of the stolidly pragmatic. The fundamentals are as applicable to established companies as they are to start-ups. Today, perhaps 19 out of every 20 business start-up efforts stop before the entrepreneurs open their business, go bankrupt, or never adequately compensate the founders. The Nu-Business model proposes to: Reduce this failure rate by roughly two orders of magnitude, to a few percentage points; Slash investment funds required by a similar margin; Show how to open any business with a positive cash flow; and Grow sales exponentially. This presentation will present a taste of the fundamental shifts away from conventional TOC practices and present some of the fundamental principles upon which Nu-Business is founded. The presentation will be illustrated by showing how a craft distillery can be successfully started on about $20,000 in investment funds instead of $1 million. |
Conventional investment requirements to start a business can equal the cost of a new car for a tiny business or the cost of a home for a modest business. This requirement should commonly drop by roughly two orders of magnitude, more if required by the founders, by implementing Nu-Business principles. As a result of this and other business improvements encompassed in Nu-Business, business start-up failures should also drop by about two orders of magnitude to around a percentage point or two. This presentation will present a taste of the fundamental shifts away from conventional TOC practices and present some of the fundamental principles on which Nu-Business is founded. I will present some of the key elements in a successful Nu-Business Plan. The presentation will be illustrated by showing how a craft distillery can be successfully started on about $20,000 in investment funds instead of $1 million. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1342 |
Conference Proceedings |
Kitagaki, Masataka |
Omron Healthcare Ltd.: All for healthcare innovation by work-style innovation for all |
2014 |
Washington, DC |
Omron is the recipient of the TOC Excellence Award and they share their journey to excellence. In more than 110 countries throughout the world, Omron Healthcare provides healthcare products that can measure virtually any indicator of lifestyle diseases. These products range from home-use devices such as blood pressure monitors, digital thermometers, and body composition monitors with scale, to professional medical equipment capable of detecting hardening of the arteries and analyzing visceral fat. In 2010, they faced the following challenges: - making continuous growth in harsh price competition in the market. - meeting the variety of each regional demand in the global market with limited resources. - breaking through the stagnant performance improvement after years of Kaizen efforts and TPS (Toyota Production Systems) efforts. Operation breakthrough by TOC and the result: Omron Healthcare started the VV in 2010 based on the consumer goods S&T template by focusing on ""flow"" in every aspect of its operation not only within the company but also all stakeholders in the supply chain by diligently following each box of the S&T tree. Several highlights, stated by the company, are: - R&D productivity doubled. - Almost of all categories got the No. 1 share without lowering price. -Lead time reduction from 13 weeks to 1 week. - Capacity up 60% within 6 days in TPS (Toyota Production System) line. - People motivation/collaboration up. |
46 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1343 |
Conference Proceedings |
Katsumi, Ozeki |
Omron Healthcare Ltd.: All for healthcare innovation by work-style innovation for all |
2014 |
Washington, DC |
Omron is the recipient of the TOC Excellence Award and they share their journey to excellence. In more than 110 countries throughout the world, Omron Healthcare provides healthcare products that can measure virtually any indicator of lifestyle diseases. These products range from home-use devices such as blood pressure monitors, digital thermometers, and body composition monitors with scale, to professional medical equipment capable of detecting hardening of the arteries and analyzing visceral fat. In 2010, they faced the following challenges: - making continuous growth in harsh price competition in the market. - meeting the variety of each regional demand in the global market with limited resources. - breaking through the stagnant performance improvement after years of Kaizen efforts and TPS (Toyota Production Systems) efforts. Operation breakthrough by TOC and the result: Omron Healthcare started the VV in 2010 based on the consumer goods S&T template by focusing on ""flow"" in every aspect of its operation not only within the company but also all stakeholders in the supply chain by diligently following each box of the S&T tree. Several highlights, stated by the company, are: - R&D productivity doubled. - Almost of all categories got the No. 1 share without lowering price. -Lead time reduction from 13 weeks to 1 week. - Capacity up 60% within 6 days in TPS (Toyota Production System) line. - People motivation/collaboration up. |
46 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1344 |
Conference Proceedings |
|
Omron Healthcare Ltd.: All for healthcare innovation by work-style innovation for all |
2014 |
Washington, DC |
Omron is the recipient of the TOC Excellence Award and they share their journey to excellence. In more than 110 countries throughout the world, Omron Healthcare provides healthcare products that can measure virtually any indicator of lifestyle diseases. These products range from home-use devices such as blood pressure monitors, digital thermometers, and body composition monitors with scale, to professional medical equipment capable of detecting hardening of the arteries and analyzing visceral fat. In 2010, they faced the following challenges: - making continuous growth in harsh price competition in the market. - meeting the variety of each regional demand in the global market with limited resources. - breaking through the stagnant performance improvement after years of Kaizen efforts and TPS (Toyota Production Systems) efforts. Operation breakthrough by TOC and the result: Omron Healthcare started the VV in 2010 based on the consumer goods S&T template by focusing on ""flow"" in every aspect of its operation not only within the company but also all stakeholders in the supply chain by diligently following each box of the S&T tree. Several highlights, stated by the company, are: - R&D productivity doubled. - Almost of all categories got the No. 1 share without lowering price. -Lead time reduction from 13 weeks to 1 week. - Capacity up 60% within 6 days in TPS (Toyota Production System) line. - People motivation/collaboration up. |
46 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1345 |
Conference Proceedings |
Kendall, Gerald |
Upgrade workshop: How to implement TOC successfully (What is not in the literature) |
2014 |
Washington, DC |
Let's face it. Not every TOC implementation is successful or achieves the full, expected results. Take the same team with an extensive history of great implementations, and they fail the next time. If the methodology is sound, and the tools we have today (software, S&T guidance, books, etc.) are so much better than they were 20 years ago, why do we still fail, or take much longer than planned, to implement TOC? This workshop identifies the missing ingredients that are absolutely necessary for success. Missing ingredients are those requirements for implementing TOC that are not documented in the literature, or are not broadly known or understood. There are two types: Elements specific to each TOC application, that are essential for success and Generic elements that cross TOC application boundaries. This workshop provides new knowledge about both types of ingredients, for SDBR, CCPM, Supply Chain, Sales and Marketing and Viable Vision. It reveals what Gerry has experienced in 20 years of worldwide implementations, partnering with different TOC implementers and from his own organization's clients. It provides the executive perspective, with Brian sharing his experience in implementing Viable Vision at Ellwood Crankshaft Group (4 plants, with a combination of make to availability and make to order). The evidence of success is not just with the immediate results. It is also in sustainment over the long term. We've witnessed a hugely successful organization (Ormann Grubb) which drove major new business with the TOC DBR and Distribution Solutions, only to go into receivership a few years later. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1346 |
Conference Proceedings |
Taylor, Brian |
Upgrade workshop: How to implement TOC successfully (What is not in the literature) |
2014 |
Washington, DC |
Let's face it. Not every TOC implementation is successful or achieves the full, expected results. Take the same team with an extensive history of great implementations, and they fail the next time. If the methodology is sound, and the tools we have today (software, S&T guidance, books, etc.) are so much better than they were 20 years ago, why do we still fail, or take much longer than planned, to implement TOC? This workshop identifies the missing ingredients that are absolutely necessary for success. Missing ingredients are those requirements for implementing TOC that are not documented in the literature, or are not broadly known or understood. There are two types: Elements specific to each TOC application, that are essential for success and Generic elements that cross TOC application boundaries. This workshop provides new knowledge about both types of ingredients, for SDBR, CCPM, Supply Chain, Sales and Marketing and Viable Vision. It reveals what Gerry has experienced in 20 years of worldwide implementations, partnering with different TOC implementers and from his own organization's clients. It provides the executive perspective, with Brian sharing his experience in implementing Viable Vision at Ellwood Crankshaft Group (4 plants, with a combination of make to availability and make to order). The evidence of success is not just with the immediate results. It is also in sustainment over the long term. We've witnessed a hugely successful organization (Ormann Grubb) which drove major new business with the TOC DBR and Distribution Solutions, only to go into receivership a few years later. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1347 |
Conference Proceedings |
|
Upgrade workshop: How to implement TOC successfully (What is not in the literature) |
2014 |
Washington, DC |
Let's face it. Not every TOC implementation is successful or achieves the full, expected results. Take the same team with an extensive history of great implementations, and they fail the next time. If the methodology is sound, and the tools we have today (software, S&T guidance, books, etc.) are so much better than they were 20 years ago, why do we still fail, or take much longer than planned, to implement TOC? This workshop identifies the missing ingredients that are absolutely necessary for success. Missing ingredients are those requirements for implementing TOC that are not documented in the literature, or are not broadly known or understood. There are two types: Elements specific to each TOC application, that are essential for success and Generic elements that cross TOC application boundaries. This workshop provides new knowledge about both types of ingredients, for SDBR, CCPM, Supply Chain, Sales and Marketing and Viable Vision. It reveals what Gerry has experienced in 20 years of worldwide implementations, partnering with different TOC implementers and from his own organization's clients. It provides the executive perspective, with Brian sharing his experience in implementing Viable Vision at Ellwood Crankshaft Group (4 plants, with a combination of make to availability and make to order). The evidence of success is not just with the immediate results. It is also in sustainment over the long term. We've witnessed a hugely successful organization (Ormann Grubb) which drove major new business with the TOC DBR and Distribution Solutions, only to go into receivership a few years later. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1348 |
Conference Proceedings |
Jacob, Dee |
Criticality - The key to resource management and decisions in critical chain |
2014 |
Washington, DC |
This presentation will start with the key issues of resource management that the critical chain solution addresses. She will elaborate on how these issues are the key strategic ones that both the business and resource managers are seeking to solve. The presentation will then show how the decision of criticality has had some flawed assumptions in relying on the most penetrating chains thought process. Though it might solve one issue, it creates its own negative branch. She will then show a model of criticality of tasks that synthesizes the real criticality across all paths of multiple projects and prevents feeding paths from becoming the most penetrating path. This tool alleviates the fear of crises developing for resource managers that will result in instant overloads or crisis response. It will lay down the logic of how a particular resource will always have a mix of red, yellow and green tasks and not all red tasks to respond to. The presentation will then show the most under-used, but most critical tool – the histogram. It will show the difference in looking at load to availability versus criticality load to availability. The presenter will show how criticality load to availability can be used to better assess capacity needs. Questions: 1. How is criticality different from most penetrating chain methodology? 2. Why is it important that feeding paths not become the most penetrating chain? 3. How is criticality calculated? 4. How is criticality load to availability calculated? 5. How is criticality load to availability used to assess capacity? |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1349 |
Conference Proceedings |
|
Criticality - The key to resource management and decisions in critical chain |
2014 |
Washington, DC |
This presentation will start with the key issues of resource management that the critical chain solution addresses. She will elaborate on how these issues are the key strategic ones that both the business and resource managers are seeking to solve. The presentation will then show how the decision of criticality has had some flawed assumptions in relying on the most penetrating chains thought process. Though it might solve one issue, it creates its own negative branch. She will then show a model of criticality of tasks that synthesizes the real criticality across all paths of multiple projects and prevents feeding paths from becoming the most penetrating path. This tool alleviates the fear of crises developing for resource managers that will result in instant overloads or crisis response. It will lay down the logic of how a particular resource will always have a mix of red, yellow and green tasks and not all red tasks to respond to. The presentation will then show the most under-used, but most critical tool – the histogram. It will show the difference in looking at load to availability versus criticality load to availability. The presenter will show how criticality load to availability can be used to better assess capacity needs. Questions: 1. How is criticality different from most penetrating chain methodology? 2. Why is it important that feeding paths not become the most penetrating chain? 3. How is criticality calculated? 4. How is criticality load to availability calculated? 5. How is criticality load to availability used to assess capacity? |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1350 |
Conference Proceedings |
Jacob, Dee |
Breaking the code with executives - A key to improved external and internal sales |
2014 |
Washington, DC |
The presenter has a long career “selling” as an internal and external consultant both TOC- and quality-based solutions. Over the past 28 years, the target customers have ranged from mom-and-pop organizations, mid-size companies and multi-division corporations and government entities. The ability to successfully shift presentations and explanations to higher-level executives and larger organizations has been focused on solving some of the problems above. This presentation will cover what the presenter has discovered, some of the models she has used for communication and how she came up with them. She will also cover some simple steps that guide her in not only gaining access and closing the sale, but that can be used in communication within the organization to gain and maintain alignment. Some of the elements that will be shared are: 1. Knowing what to emphasize to whom. Taking a PM organization she will show how different items would be emphasized to different owners of the organization. 2. A simple model of how the solution is connected to the important bottom line. 3. A simple model for one to institutionalization the improvement. The models shown are easily translated to a specific consultants client base. Some of the techniques discussed will be: Generating bottom line UDEs for the particular audience; Creating a high-level model for connecting high level tactics to the bottom line; and Organizational change models that don't sound like cultural change. Questions: 1. How do I get my contact to get me access to their boss? 2. How do I overcome the appearance of using two different models - a 50,000 foot model and a detailed logic tree? 3. What do I do if I do not know what the person's bottom-line UDE is? |
The presenter has a long career “selling” as an internal and external consultant both TOC and quality based solutions. Over the past 28 years, the target customers have ranged from mom and pop organizations, mid-size companies and multi-division corporations and government entities. The ability to successfully shift presentations and explanations to higher-level executives and larger organizations has been focused on solving some of the problems above.
This presentation will cover what the presenter has discovered, some of the models she has used for communication and how she came up with them. She will also cover some simple steps to that guide her in not only gain access and closing the sale, but that can be used in communication within the organization to gain and maintain alignment.
Some of the elements that will be shared are:
• Knowing what to emphasize to whom. Taking a PM organization she will show how different items would be emphasized to different owners of the organization
• A simple model of how the solution is connected to the important bottom line
• A simple model for one can institutionalization the improvement
The models shown are easily translated to a specific consultant's client based. Some of the techniques discussed will be: Generating bottom line UDEs for the particular audience. Creating a high level model for connecting high level tactics to the bottom line. Organizational change models that don't sound like cultural change. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1351 |
Conference Proceedings |
|
Breaking the code with executives - A key to improved external and internal sales |
2014 |
Washington, DC |
The presenter has a long career “selling” as an internal and external consultant both TOC- and quality-based solutions. Over the past 28 years, the target customers have ranged from mom-and-pop organizations, mid-size companies and multi-division corporations and government entities. The ability to successfully shift presentations and explanations to higher-level executives and larger organizations has been focused on solving some of the problems above. This presentation will cover what the presenter has discovered, some of the models she has used for communication and how she came up with them. She will also cover some simple steps that guide her in not only gaining access and closing the sale, but that can be used in communication within the organization to gain and maintain alignment. Some of the elements that will be shared are: 1. Knowing what to emphasize to whom. Taking a PM organization she will show how different items would be emphasized to different owners of the organization. 2. A simple model of how the solution is connected to the important bottom line. 3. A simple model for one to institutionalization the improvement. The models shown are easily translated to a specific consultants client base. Some of the techniques discussed will be: Generating bottom line UDEs for the particular audience; Creating a high-level model for connecting high level tactics to the bottom line; and Organizational change models that don't sound like cultural change. Questions: 1. How do I get my contact to get me access to their boss? 2. How do I overcome the appearance of using two different models - a 50,000 foot model and a detailed logic tree? 3. What do I do if I do not know what the person's bottom-line UDE is? |
The presenter has a long career “selling” as an internal and external consultant both TOC and quality based solutions. Over the past 28 years, the target customers have ranged from mom and pop organizations, mid-size companies and multi-division corporations and government entities. The ability to successfully shift presentations and explanations to higher-level executives and larger organizations has been focused on solving some of the problems above.
This presentation will cover what the presenter has discovered, some of the models she has used for communication and how she came up with them. She will also cover some simple steps to that guide her in not only gain access and closing the sale, but that can be used in communication within the organization to gain and maintain alignment.
Some of the elements that will be shared are:
• Knowing what to emphasize to whom. Taking a PM organization she will show how different items would be emphasized to different owners of the organization
• A simple model of how the solution is connected to the important bottom line
• A simple model for one can institutionalization the improvement
The models shown are easily translated to a specific consultant's client based. Some of the techniques discussed will be: Generating bottom line UDEs for the particular audience. Creating a high level model for connecting high level tactics to the bottom line. Organizational change models that don't sound like cultural change. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1352 |
Conference Proceedings |
Jacob, Dee |
What's in the banana – How to write better cause and effect |
2014 |
Washington, DC |
Using a hands-on example, the participant learns the techniques to create a framework for a branch (Skeleton), identifying if the framework is detailed enough prior to writing for sufficiency; assessing the need for clarifying assumptions, identifying what those assumptions must clarify, writing those assumptions clearly on the first pass. Those experienced in the thinking processes or new to them can write better branches immediately. The example used is a relatable subject. Based on a newspaper article, the participants identify the root cause and resulting negative effect that seem to have no connection to each other. Using the article the students identify the important connections from the ancillary information. They build the detailed skeleton. They then learn to use the immediate effect to quickly identify what must be the author's (or their) assumption in making the logical connection. They then complete the branch. The session will cover how using this technique can be used with others to visualize their assumptions, trim negative branches and to break core conflicts within the Current Reality Tree. Though the example used is from a newspaper article, the participants will leave with an easy step process that helps them capture what information they do have or can reliably surmise and how to fill in the missing information. Questions: 1. How do I know if I have the significant effect or effects to start with? 2. How do I check my skeleton is detailed enough? 3. Why can't I start writing sufficiency immediately? This workshop is a based on 25 years of breaking the code of teaching cause and effect to both Jonahs and Jonah's Jonah. In all cases the results have been a quick grasp of this key building block of the TOC thinking processes. Participants walk away with a successful example they wrote; a multi-step process they can use on their own; and ways they can refine their skills quickly on practice subjects. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1353 |
Conference Proceedings |
|
What's in the banana – How to write better cause and effect |
2014 |
Washington, DC |
Using a hands-on example, the participant learns the techniques to create a framework for a branch (Skeleton), identifying if the framework is detailed enough prior to writing for sufficiency; assessing the need for clarifying assumptions, identifying what those assumptions must clarify, writing those assumptions clearly on the first pass. Those experienced in the thinking processes or new to them can write better branches immediately. The example used is a relatable subject. Based on a newspaper article, the participants identify the root cause and resulting negative effect that seem to have no connection to each other. Using the article the students identify the important connections from the ancillary information. They build the detailed skeleton. They then learn to use the immediate effect to quickly identify what must be the author's (or their) assumption in making the logical connection. They then complete the branch. The session will cover how using this technique can be used with others to visualize their assumptions, trim negative branches and to break core conflicts within the Current Reality Tree. Though the example used is from a newspaper article, the participants will leave with an easy step process that helps them capture what information they do have or can reliably surmise and how to fill in the missing information. Questions: 1. How do I know if I have the significant effect or effects to start with? 2. How do I check my skeleton is detailed enough? 3. Why can't I start writing sufficiency immediately? This workshop is a based on 25 years of breaking the code of teaching cause and effect to both Jonahs and Jonah's Jonah. In all cases the results have been a quick grasp of this key building block of the TOC thinking processes. Participants walk away with a successful example they wrote; a multi-step process they can use on their own; and ways they can refine their skills quickly on practice subjects. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1354 |
Conference Proceedings |
Pandül, H. Bilal |
Implementing dynamic replenishment for higher availability with less inventory: Results from Turkish Airlines Technic |
2014 |
Washington, DC |
Results of implementation a dynamic pull replenishment applied to selected consumables in three phases over a 30 month period, at Turkish Technic Inc. will be presented. Primarily based on TOC's distribution solution, strategy & tactics customized for its special environment will first be highlighted. Sequential introductions of these will be discussed. Then benefits will be highlighted. Next, various tactics that were employed to address various undesirable effects as a result of more frequent ordering in smaller batches will also be addressed. These UDEs include: 1. Volume discounts may be lost. 2. Load on purchase order processing may increase. 3. Order delay to choose suppliers has increased impact. 4. Shipping costs may increase. 5. Increased load on picking, packing and receiving. 6. Buy-in challenges. Special challenges that are unique to the geographical locations will be summarized. Standing PO solution as well as special supplier relations developed will be highlighted. Maintaining targeted buffer inventory levels included several activities: 1. Dynamic buffer management. 2. Improvement efforts continued to reduce replenishment times. 3. Suppliers were assisted in expediting order. |
Recently Dynamic Replenishment (DR) principles were successfully applied to Turkish Airlines Technic's aircraft parts inventory system. The inventory, in this case, supported its maintenance and repair function, which is of vital significance to its operations in addition to maintaining third party aircraft. The aircraft on the line were either company owned or contracted from other airlines. Production tasks consisted of both periodic maintenance and the correction of operational malfunctions.
What to Change? The inventory system managed consumable items and rotable pools of subassemblies for both types of repairs. Initially, the purchasing system supporting replenishment was the Min/Max type. The existing inventory system was sometimes unable to provide parts to meet maintenance demand. Low parts availability may affect the cycle time to repair and deliver aircraft. Long cycle times represented lost opportunities: loss of passenger revenue for the additional time that the company owned aircraft were down for maintenance, loss of potential external revenue from additional external aircraft maintenance and repairs that could be conducted with excess capacity, and loss of premium payments from from external customers for quick turnaround of repairs. What to Change to? Turkish Technic was determined to improve availability with less inventory by using TOC principles and pull based distribution solution. Reduction of cycle times was also targeted and their inventory system was analyzed under the initial subjective conclusion that variation in supplier replenishment times for required repair parts was one of the major contributors to stock out conditions and that waiting for parts in stock out condition was the biggest component of long maintenance and repair lead times. At the commencement of the improvement effort, the inventory system held parts representing a total value of over $10.4 million. For the first phase of DR implementation, 1010 line items were selected from the 45,000 inventory items. These selected items were of high dollar value and had high consumption. The overall availability of these 1010 line items was 90.4% at the outset. The general objective was to increase parts availability and reduce inventory. Analysis verified that wait time for parts out of stock was a significant nonproductive contributor to maintenance cycle time. However, the internal contribution to the replenishment lead time was larger than expected. The preliminary improvement phases were focused on ordering procedures for consumable inventory, deferring rotable demand to later phases of the improvement effort. Three critical actions were initially undertaken: establishing an internal pull replenishment system, maintaining targeted buffer inventory levels, and establishing supplier contracts and procedures consistent with DR system requirements. How to Cause the Change? Establishing an internal pull replenishment system included setting the order frequency of each line item to weekly. Decreasing these ordering frequencies resulted in an immediate reduction in inventory levels. Shipments were combined to avoid increases in transportation costs. Special software was used to augment legacy inventory software. It automatically adapts targeted inventory levels based on changes in actual demand. The basics of an integrated automated ordering application were developed with the intention to connect the system directly to the suppliers in order to easily manage three times more orders. This ordering application might be implemented after the new ERP system is ready to use. Maintaining targeted buffer inventory levels included several activities: 1) Dynamic buffer management, 2) Improvement efforts continued to reduce replenishment times, 3) Suppliers were assisted in expediting orders for line items with low on-hand levels, expediting decisions considered whether inbound orders were likely to arrive before stock out conditions occurred. Lessons Learned: Establishing supplier contracts and procedures consistent with DR system requirements included communication with suppliers to make them aware of new ordering procedures and new expedite procedures. One prototype supplier was engaged to reduce their replenishment time. Contracts were modified for blanket purchase orders with longer terms, with smaller orders and with timely orders shipped to meet consumption. Transportation was managed to change the mix of parts being shipped to maintain full-truckload shipping. In addition to supplier cycle time delays, one purchasing policy contributed significantly to lengthening replenishment lead time. For many orders placed, purchasing was required to research whether lower cost suppliers existed for the specific line item in the order. If a lower price could be found, the order was frequently shifted to the lower price supplier, to often one with longer replenishment times. In a future state, price checks will be conducted routinely, but apart from the ordering process to ensure cost savings. Changes to replenishment lead time due to changes in suppliers may be planned into future buffer modifications. Only four months after the start of the second phase of DR implementation, initial purchasing process changes had been made and inventory data were collected. Overall availability had improved from 90.4% to 95.9%. This means that out of stock conditions were reduced by over 57%. Inventory had been reduced to $8.9 million from $10.4. After these two pilot phases, implementation has been continuing to date for 184 SKUs and overall inventory reduction since the end of Phase II exceeded another 36% with an additional $3.7M savings in inventory without negatively impacting availability. These gains, exceeding $5.2M, resulted from the application of simple changes to inventory policies. Automated ordering and careful buffer management will continue to reduce stock out conditions and to reduce the cost of total inventory. Counterpoint is why not to depend on forecasting instead of fulfilling to demand for inventory management. We would highlight why it is advantageous to use dynamic replenishment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1355 |
Conference Proceedings |
Tas,Ibrahim |
Implementing dynamic replenishment for higher availability with less inventory: Results from Turkish Airlines Technic |
2014 |
Washington, DC |
Results of implementation a dynamic pull replenishment applied to selected consumables in three phases over a 30 month period, at Turkish Technic Inc. will be presented. Primarily based on TOC's distribution solution, strategy & tactics customized for its special environment will first be highlighted. Sequential introductions of these will be discussed. Then benefits will be highlighted. Next, various tactics that were employed to address various undesirable effects as a result of more frequent ordering in smaller batches will also be addressed. These UDEs include: 1. Volume discounts may be lost. 2. Load on purchase order processing may increase. 3. Order delay to choose suppliers has increased impact. 4. Shipping costs may increase. 5. Increased load on picking, packing and receiving. 6. Buy-in challenges. Special challenges that are unique to the geographical locations will be summarized. Standing PO solution as well as special supplier relations developed will be highlighted. Maintaining targeted buffer inventory levels included several activities: 1. Dynamic buffer management. 2. Improvement efforts continued to reduce replenishment times. 3. Suppliers were assisted in expediting order. |
Recently Dynamic Replenishment (DR) principles were successfully applied to Turkish Airlines Technic's aircraft parts inventory system. The inventory, in this case, supported its maintenance and repair function, which is of vital significance to its operations in addition to maintaining third party aircraft. The aircraft on the line were either company owned or contracted from other airlines. Production tasks consisted of both periodic maintenance and the correction of operational malfunctions.
What to Change? The inventory system managed consumable items and rotable pools of subassemblies for both types of repairs. Initially, the purchasing system supporting replenishment was the Min/Max type. The existing inventory system was sometimes unable to provide parts to meet maintenance demand. Low parts availability may affect the cycle time to repair and deliver aircraft. Long cycle times represented lost opportunities: loss of passenger revenue for the additional time that the company owned aircraft were down for maintenance, loss of potential external revenue from additional external aircraft maintenance and repairs that could be conducted with excess capacity, and loss of premium payments from from external customers for quick turnaround of repairs. What to Change to? Turkish Technic was determined to improve availability with less inventory by using TOC principles and pull based distribution solution. Reduction of cycle times was also targeted and their inventory system was analyzed under the initial subjective conclusion that variation in supplier replenishment times for required repair parts was one of the major contributors to stock out conditions and that waiting for parts in stock out condition was the biggest component of long maintenance and repair lead times. At the commencement of the improvement effort, the inventory system held parts representing a total value of over $10.4 million. For the first phase of DR implementation, 1010 line items were selected from the 45,000 inventory items. These selected items were of high dollar value and had high consumption. The overall availability of these 1010 line items was 90.4% at the outset. The general objective was to increase parts availability and reduce inventory. Analysis verified that wait time for parts out of stock was a significant nonproductive contributor to maintenance cycle time. However, the internal contribution to the replenishment lead time was larger than expected. The preliminary improvement phases were focused on ordering procedures for consumable inventory, deferring rotable demand to later phases of the improvement effort. Three critical actions were initially undertaken: establishing an internal pull replenishment system, maintaining targeted buffer inventory levels, and establishing supplier contracts and procedures consistent with DR system requirements. How to Cause the Change? Establishing an internal pull replenishment system included setting the order frequency of each line item to weekly. Decreasing these ordering frequencies resulted in an immediate reduction in inventory levels. Shipments were combined to avoid increases in transportation costs. Special software was used to augment legacy inventory software. It automatically adapts targeted inventory levels based on changes in actual demand. The basics of an integrated automated ordering application were developed with the intention to connect the system directly to the suppliers in order to easily manage three times more orders. This ordering application might be implemented after the new ERP system is ready to use. Maintaining targeted buffer inventory levels included several activities: 1) Dynamic buffer management, 2) Improvement efforts continued to reduce replenishment times, 3) Suppliers were assisted in expediting orders for line items with low on-hand levels, expediting decisions considered whether inbound orders were likely to arrive before stock out conditions occurred. Lessons Learned: Establishing supplier contracts and procedures consistent with DR system requirements included communication with suppliers to make them aware of new ordering procedures and new expedite procedures. One prototype supplier was engaged to reduce their replenishment time. Contracts were modified for blanket purchase orders with longer terms, with smaller orders and with timely orders shipped to meet consumption. Transportation was managed to change the mix of parts being shipped to maintain full-truckload shipping. In addition to supplier cycle time delays, one purchasing policy contributed significantly to lengthening replenishment lead time. For many orders placed, purchasing was required to research whether lower cost suppliers existed for the specific line item in the order. If a lower price could be found, the order was frequently shifted to the lower price supplier, to often one with longer replenishment times. In a future state, price checks will be conducted routinely, but apart from the ordering process to ensure cost savings. Changes to replenishment lead time due to changes in suppliers may be planned into future buffer modifications. Only four months after the start of the second phase of DR implementation, initial purchasing process changes had been made and inventory data were collected. Overall availability had improved from 90.4% to 95.9%. This means that out of stock conditions were reduced by over 57%. Inventory had been reduced to $8.9 million from $10.4. After these two pilot phases, implementation has been continuing to date for 184 SKUs and overall inventory reduction since the end of Phase II exceeded another 36% with an additional $3.7M savings in inventory without negatively impacting availability. These gains, exceeding $5.2M, resulted from the application of simple changes to inventory policies. Automated ordering and careful buffer management will continue to reduce stock out conditions and to reduce the cost of total inventory. Counterpoint is why not to depend on forecasting instead of fulfilling to demand for inventory management. We would highlight why it is advantageous to use dynamic replenishment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1356 |
Conference Proceedings |
Inozu,Bahadir |
Implementing dynamic replenishment for higher availability with less inventory: Results from Turkish Airlines Technic |
2014 |
Washington, DC |
Results of implementation a dynamic pull replenishment applied to selected consumables in three phases over a 30 month period, at Turkish Technic Inc. will be presented. Primarily based on TOC's distribution solution, strategy & tactics customized for its special environment will first be highlighted. Sequential introductions of these will be discussed. Then benefits will be highlighted. Next, various tactics that were employed to address various undesirable effects as a result of more frequent ordering in smaller batches will also be addressed. These UDEs include: 1. Volume discounts may be lost. 2. Load on purchase order processing may increase. 3. Order delay to choose suppliers has increased impact. 4. Shipping costs may increase. 5. Increased load on picking, packing and receiving. 6. Buy-in challenges. Special challenges that are unique to the geographical locations will be summarized. Standing PO solution as well as special supplier relations developed will be highlighted. Maintaining targeted buffer inventory levels included several activities: 1. Dynamic buffer management. 2. Improvement efforts continued to reduce replenishment times. 3. Suppliers were assisted in expediting order. |
Recently Dynamic Replenishment (DR) principles were successfully applied to Turkish Airlines Technic's aircraft parts inventory system. The inventory, in this case, supported its maintenance and repair function, which is of vital significance to its operations in addition to maintaining third party aircraft. The aircraft on the line were either company owned or contracted from other airlines. Production tasks consisted of both periodic maintenance and the correction of operational malfunctions.
What to Change? The inventory system managed consumable items and rotable pools of subassemblies for both types of repairs. Initially, the purchasing system supporting replenishment was the Min/Max type. The existing inventory system was sometimes unable to provide parts to meet maintenance demand. Low parts availability may affect the cycle time to repair and deliver aircraft. Long cycle times represented lost opportunities: loss of passenger revenue for the additional time that the company owned aircraft were down for maintenance, loss of potential external revenue from additional external aircraft maintenance and repairs that could be conducted with excess capacity, and loss of premium payments from from external customers for quick turnaround of repairs. What to Change to? Turkish Technic was determined to improve availability with less inventory by using TOC principles and pull based distribution solution. Reduction of cycle times was also targeted and their inventory system was analyzed under the initial subjective conclusion that variation in supplier replenishment times for required repair parts was one of the major contributors to stock out conditions and that waiting for parts in stock out condition was the biggest component of long maintenance and repair lead times. At the commencement of the improvement effort, the inventory system held parts representing a total value of over $10.4 million. For the first phase of DR implementation, 1010 line items were selected from the 45,000 inventory items. These selected items were of high dollar value and had high consumption. The overall availability of these 1010 line items was 90.4% at the outset. The general objective was to increase parts availability and reduce inventory. Analysis verified that wait time for parts out of stock was a significant nonproductive contributor to maintenance cycle time. However, the internal contribution to the replenishment lead time was larger than expected. The preliminary improvement phases were focused on ordering procedures for consumable inventory, deferring rotable demand to later phases of the improvement effort. Three critical actions were initially undertaken: establishing an internal pull replenishment system, maintaining targeted buffer inventory levels, and establishing supplier contracts and procedures consistent with DR system requirements. How to Cause the Change? Establishing an internal pull replenishment system included setting the order frequency of each line item to weekly. Decreasing these ordering frequencies resulted in an immediate reduction in inventory levels. Shipments were combined to avoid increases in transportation costs. Special software was used to augment legacy inventory software. It automatically adapts targeted inventory levels based on changes in actual demand. The basics of an integrated automated ordering application were developed with the intention to connect the system directly to the suppliers in order to easily manage three times more orders. This ordering application might be implemented after the new ERP system is ready to use. Maintaining targeted buffer inventory levels included several activities: 1) Dynamic buffer management, 2) Improvement efforts continued to reduce replenishment times, 3) Suppliers were assisted in expediting orders for line items with low on-hand levels, expediting decisions considered whether inbound orders were likely to arrive before stock out conditions occurred. Lessons Learned: Establishing supplier contracts and procedures consistent with DR system requirements included communication with suppliers to make them aware of new ordering procedures and new expedite procedures. One prototype supplier was engaged to reduce their replenishment time. Contracts were modified for blanket purchase orders with longer terms, with smaller orders and with timely orders shipped to meet consumption. Transportation was managed to change the mix of parts being shipped to maintain full-truckload shipping. In addition to supplier cycle time delays, one purchasing policy contributed significantly to lengthening replenishment lead time. For many orders placed, purchasing was required to research whether lower cost suppliers existed for the specific line item in the order. If a lower price could be found, the order was frequently shifted to the lower price supplier, to often one with longer replenishment times. In a future state, price checks will be conducted routinely, but apart from the ordering process to ensure cost savings. Changes to replenishment lead time due to changes in suppliers may be planned into future buffer modifications. Only four months after the start of the second phase of DR implementation, initial purchasing process changes had been made and inventory data were collected. Overall availability had improved from 90.4% to 95.9%. This means that out of stock conditions were reduced by over 57%. Inventory had been reduced to $8.9 million from $10.4. After these two pilot phases, implementation has been continuing to date for 184 SKUs and overall inventory reduction since the end of Phase II exceeded another 36% with an additional $3.7M savings in inventory without negatively impacting availability. These gains, exceeding $5.2M, resulted from the application of simple changes to inventory policies. Automated ordering and careful buffer management will continue to reduce stock out conditions and to reduce the cost of total inventory. Counterpoint is why not to depend on forecasting instead of fulfilling to demand for inventory management. We would highlight why it is advantageous to use dynamic replenishment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1357 |
Conference Proceedings |
Camp,,Henry |
Implementing dynamic replenishment for higher availability with less inventory: Results from Turkish Airlines Technic |
2014 |
Washington, DC |
Results of implementation a dynamic pull replenishment applied to selected consumables in three phases over a 30 month period, at Turkish Technic Inc. will be presented. Primarily based on TOC's distribution solution, strategy & tactics customized for its special environment will first be highlighted. Sequential introductions of these will be discussed. Then benefits will be highlighted. Next, various tactics that were employed to address various undesirable effects as a result of more frequent ordering in smaller batches will also be addressed. These UDEs include: 1. Volume discounts may be lost. 2. Load on purchase order processing may increase. 3. Order delay to choose suppliers has increased impact. 4. Shipping costs may increase. 5. Increased load on picking, packing and receiving. 6. Buy-in challenges. Special challenges that are unique to the geographical locations will be summarized. Standing PO solution as well as special supplier relations developed will be highlighted. Maintaining targeted buffer inventory levels included several activities: 1. Dynamic buffer management. 2. Improvement efforts continued to reduce replenishment times. 3. Suppliers were assisted in expediting order. |
Recently Dynamic Replenishment (DR) principles were successfully applied to Turkish Airlines Technic's aircraft parts inventory system. The inventory, in this case, supported its maintenance and repair function, which is of vital significance to its operations in addition to maintaining third party aircraft. The aircraft on the line were either company owned or contracted from other airlines. Production tasks consisted of both periodic maintenance and the correction of operational malfunctions.
What to Change? The inventory system managed consumable items and rotable pools of subassemblies for both types of repairs. Initially, the purchasing system supporting replenishment was the Min/Max type. The existing inventory system was sometimes unable to provide parts to meet maintenance demand. Low parts availability may affect the cycle time to repair and deliver aircraft. Long cycle times represented lost opportunities: loss of passenger revenue for the additional time that the company owned aircraft were down for maintenance, loss of potential external revenue from additional external aircraft maintenance and repairs that could be conducted with excess capacity, and loss of premium payments from from external customers for quick turnaround of repairs. What to Change to? Turkish Technic was determined to improve availability with less inventory by using TOC principles and pull based distribution solution. Reduction of cycle times was also targeted and their inventory system was analyzed under the initial subjective conclusion that variation in supplier replenishment times for required repair parts was one of the major contributors to stock out conditions and that waiting for parts in stock out condition was the biggest component of long maintenance and repair lead times. At the commencement of the improvement effort, the inventory system held parts representing a total value of over $10.4 million. For the first phase of DR implementation, 1010 line items were selected from the 45,000 inventory items. These selected items were of high dollar value and had high consumption. The overall availability of these 1010 line items was 90.4% at the outset. The general objective was to increase parts availability and reduce inventory. Analysis verified that wait time for parts out of stock was a significant nonproductive contributor to maintenance cycle time. However, the internal contribution to the replenishment lead time was larger than expected. The preliminary improvement phases were focused on ordering procedures for consumable inventory, deferring rotable demand to later phases of the improvement effort. Three critical actions were initially undertaken: establishing an internal pull replenishment system, maintaining targeted buffer inventory levels, and establishing supplier contracts and procedures consistent with DR system requirements. How to Cause the Change? Establishing an internal pull replenishment system included setting the order frequency of each line item to weekly. Decreasing these ordering frequencies resulted in an immediate reduction in inventory levels. Shipments were combined to avoid increases in transportation costs. Special software was used to augment legacy inventory software. It automatically adapts targeted inventory levels based on changes in actual demand. The basics of an integrated automated ordering application were developed with the intention to connect the system directly to the suppliers in order to easily manage three times more orders. This ordering application might be implemented after the new ERP system is ready to use. Maintaining targeted buffer inventory levels included several activities: 1) Dynamic buffer management, 2) Improvement efforts continued to reduce replenishment times, 3) Suppliers were assisted in expediting orders for line items with low on-hand levels, expediting decisions considered whether inbound orders were likely to arrive before stock out conditions occurred. Lessons Learned: Establishing supplier contracts and procedures consistent with DR system requirements included communication with suppliers to make them aware of new ordering procedures and new expedite procedures. One prototype supplier was engaged to reduce their replenishment time. Contracts were modified for blanket purchase orders with longer terms, with smaller orders and with timely orders shipped to meet consumption. Transportation was managed to change the mix of parts being shipped to maintain full-truckload shipping. In addition to supplier cycle time delays, one purchasing policy contributed significantly to lengthening replenishment lead time. For many orders placed, purchasing was required to research whether lower cost suppliers existed for the specific line item in the order. If a lower price could be found, the order was frequently shifted to the lower price supplier, to often one with longer replenishment times. In a future state, price checks will be conducted routinely, but apart from the ordering process to ensure cost savings. Changes to replenishment lead time due to changes in suppliers may be planned into future buffer modifications. Only four months after the start of the second phase of DR implementation, initial purchasing process changes had been made and inventory data were collected. Overall availability had improved from 90.4% to 95.9%. This means that out of stock conditions were reduced by over 57%. Inventory had been reduced to $8.9 million from $10.4. After these two pilot phases, implementation has been continuing to date for 184 SKUs and overall inventory reduction since the end of Phase II exceeded another 36% with an additional $3.7M savings in inventory without negatively impacting availability. These gains, exceeding $5.2M, resulted from the application of simple changes to inventory policies. Automated ordering and careful buffer management will continue to reduce stock out conditions and to reduce the cost of total inventory. Counterpoint is why not to depend on forecasting instead of fulfilling to demand for inventory management. We would highlight why it is advantageous to use dynamic replenishment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1358 |
Conference Proceedings |
|
Implementing dynamic replenishment for higher availability with less inventory: Results from Turkish Airlines Technic |
2014 |
Washington, DC |
Results of implementation a dynamic pull replenishment applied to selected consumables in three phases over a 30 month period, at Turkish Technic Inc. will be presented. Primarily based on TOC's distribution solution, strategy & tactics customized for its special environment will first be highlighted. Sequential introductions of these will be discussed. Then benefits will be highlighted. Next, various tactics that were employed to address various undesirable effects as a result of more frequent ordering in smaller batches will also be addressed. These UDEs include: 1. Volume discounts may be lost. 2. Load on purchase order processing may increase. 3. Order delay to choose suppliers has increased impact. 4. Shipping costs may increase. 5. Increased load on picking, packing and receiving. 6. Buy-in challenges. Special challenges that are unique to the geographical locations will be summarized. Standing PO solution as well as special supplier relations developed will be highlighted. Maintaining targeted buffer inventory levels included several activities: 1. Dynamic buffer management. 2. Improvement efforts continued to reduce replenishment times. 3. Suppliers were assisted in expediting order. |
Recently Dynamic Replenishment (DR) principles were successfully applied to Turkish Airlines Technic's aircraft parts inventory system. The inventory, in this case, supported its maintenance and repair function, which is of vital significance to its operations in addition to maintaining third party aircraft. The aircraft on the line were either company owned or contracted from other airlines. Production tasks consisted of both periodic maintenance and the correction of operational malfunctions.
What to Change? The inventory system managed consumable items and rotable pools of subassemblies for both types of repairs. Initially, the purchasing system supporting replenishment was the Min/Max type. The existing inventory system was sometimes unable to provide parts to meet maintenance demand. Low parts availability may affect the cycle time to repair and deliver aircraft. Long cycle times represented lost opportunities: loss of passenger revenue for the additional time that the company owned aircraft were down for maintenance, loss of potential external revenue from additional external aircraft maintenance and repairs that could be conducted with excess capacity, and loss of premium payments from from external customers for quick turnaround of repairs. What to Change to? Turkish Technic was determined to improve availability with less inventory by using TOC principles and pull based distribution solution. Reduction of cycle times was also targeted and their inventory system was analyzed under the initial subjective conclusion that variation in supplier replenishment times for required repair parts was one of the major contributors to stock out conditions and that waiting for parts in stock out condition was the biggest component of long maintenance and repair lead times. At the commencement of the improvement effort, the inventory system held parts representing a total value of over $10.4 million. For the first phase of DR implementation, 1010 line items were selected from the 45,000 inventory items. These selected items were of high dollar value and had high consumption. The overall availability of these 1010 line items was 90.4% at the outset. The general objective was to increase parts availability and reduce inventory. Analysis verified that wait time for parts out of stock was a significant nonproductive contributor to maintenance cycle time. However, the internal contribution to the replenishment lead time was larger than expected. The preliminary improvement phases were focused on ordering procedures for consumable inventory, deferring rotable demand to later phases of the improvement effort. Three critical actions were initially undertaken: establishing an internal pull replenishment system, maintaining targeted buffer inventory levels, and establishing supplier contracts and procedures consistent with DR system requirements. How to Cause the Change? Establishing an internal pull replenishment system included setting the order frequency of each line item to weekly. Decreasing these ordering frequencies resulted in an immediate reduction in inventory levels. Shipments were combined to avoid increases in transportation costs. Special software was used to augment legacy inventory software. It automatically adapts targeted inventory levels based on changes in actual demand. The basics of an integrated automated ordering application were developed with the intention to connect the system directly to the suppliers in order to easily manage three times more orders. This ordering application might be implemented after the new ERP system is ready to use. Maintaining targeted buffer inventory levels included several activities: 1) Dynamic buffer management, 2) Improvement efforts continued to reduce replenishment times, 3) Suppliers were assisted in expediting orders for line items with low on-hand levels, expediting decisions considered whether inbound orders were likely to arrive before stock out conditions occurred. Lessons Learned: Establishing supplier contracts and procedures consistent with DR system requirements included communication with suppliers to make them aware of new ordering procedures and new expedite procedures. One prototype supplier was engaged to reduce their replenishment time. Contracts were modified for blanket purchase orders with longer terms, with smaller orders and with timely orders shipped to meet consumption. Transportation was managed to change the mix of parts being shipped to maintain full-truckload shipping. In addition to supplier cycle time delays, one purchasing policy contributed significantly to lengthening replenishment lead time. For many orders placed, purchasing was required to research whether lower cost suppliers existed for the specific line item in the order. If a lower price could be found, the order was frequently shifted to the lower price supplier, to often one with longer replenishment times. In a future state, price checks will be conducted routinely, but apart from the ordering process to ensure cost savings. Changes to replenishment lead time due to changes in suppliers may be planned into future buffer modifications. Only four months after the start of the second phase of DR implementation, initial purchasing process changes had been made and inventory data were collected. Overall availability had improved from 90.4% to 95.9%. This means that out of stock conditions were reduced by over 57%. Inventory had been reduced to $8.9 million from $10.4. After these two pilot phases, implementation has been continuing to date for 184 SKUs and overall inventory reduction since the end of Phase II exceeded another 36% with an additional $3.7M savings in inventory without negatively impacting availability. These gains, exceeding $5.2M, resulted from the application of simple changes to inventory policies. Automated ordering and careful buffer management will continue to reduce stock out conditions and to reduce the cost of total inventory. Counterpoint is why not to depend on forecasting instead of fulfilling to demand for inventory management. We would highlight why it is advantageous to use dynamic replenishment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1359 |
Conference Proceedings |
Ashe, Richard |
TLS puts patients first in the emergency department |
2014 |
Washington, DC |
Emergency departments across the world face major challenges from increased volumes and waiting times. Lengthy patient wait times cause dissatisfaction and increase mortality rates and other risks, especially if a patient leaves without treatment (LWOT) before their Medical Screening Exam (MSE). DRMC focused on reducing LWOT to improve care quality, patient satisfaction and the hospital's financial security. In 2013, average results have been extremely impressive with arrival time to MSE time reduced by 63% and Length of Stay improved by 23%. Without any capital expenditures, this essentially increased the Emergency Department capacity by 30%. The % of patients who left without treatment was reduced by 77%. Based on revenue from Emergency Department visits and admissions, this reduced rate of LWOTs translates into over $2 million dollars in potentially recaptured revenue charges. DRMC has four guiding principles of change management. Change must be: Patient Centered, Data Driven, Employee Owned and Supported by Servant Leaders. Their Operational Excellence Director assembled a cross-functional team of front line staff that created, piloted and implemented an improved process with only 12 steps rather than 84. |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1360 |
Conference Proceedings |
Hudson, John |
TLS puts patients first in the emergency department |
2014 |
Washington, DC |
Emergency departments across the world face major challenges from increased volumes and waiting times. Lengthy patient wait times cause dissatisfaction and increase mortality rates and other risks, especially if a patient leaves without treatment (LWOT) before their Medical Screening Exam (MSE). DRMC focused on reducing LWOT to improve care quality, patient satisfaction and the hospital's financial security. In 2013, average results have been extremely impressive with arrival time to MSE time reduced by 63% and Length of Stay improved by 23%. Without any capital expenditures, this essentially increased the Emergency Department capacity by 30%. The % of patients who left without treatment was reduced by 77%. Based on revenue from Emergency Department visits and admissions, this reduced rate of LWOTs translates into over $2 million dollars in potentially recaptured revenue charges. DRMC has four guiding principles of change management. Change must be: Patient Centered, Data Driven, Employee Owned and Supported by Servant Leaders. Their Operational Excellence Director assembled a cross-functional team of front line staff that created, piloted and implemented an improved process with only 12 steps rather than 84. |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1361 |
Conference Proceedings |
|
TLS puts patients first in the emergency department |
2014 |
Washington, DC |
Emergency departments across the world face major challenges from increased volumes and waiting times. Lengthy patient wait times cause dissatisfaction and increase mortality rates and other risks, especially if a patient leaves without treatment (LWOT) before their Medical Screening Exam (MSE). DRMC focused on reducing LWOT to improve care quality, patient satisfaction and the hospital's financial security. In 2013, average results have been extremely impressive with arrival time to MSE time reduced by 63% and Length of Stay improved by 23%. Without any capital expenditures, this essentially increased the Emergency Department capacity by 30%. The % of patients who left without treatment was reduced by 77%. Based on revenue from Emergency Department visits and admissions, this reduced rate of LWOTs translates into over $2 million dollars in potentially recaptured revenue charges. DRMC has four guiding principles of change management. Change must be: Patient Centered, Data Driven, Employee Owned and Supported by Servant Leaders. Their Operational Excellence Director assembled a cross-functional team of front line staff that created, piloted and implemented an improved process with only 12 steps rather than 84. |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1362 |
Conference Proceedings |
Hudson, John |
Healthcare's “adaptive design” and TOC |
2014 |
Washington, DC |
The argument: Several TOCICO members read MD John Kenagy's 2009 book describing “Adaptive Design” with interest. It maintains that Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers. It recommends the scientific method of problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. It also advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. Our argument is that it's both feasible and advantageous to adopt Adaptive Design's attributes, while maintaining the TOC advantages. Possible counter-points are provided. The conflict is provided and can be broken by recognizing an erroneous assumption. |
The argument: Upon reading MD John Kenagy's 2009 book “Designed to Adapt: Leading Healthcare in Challenging Times”, several TOCICO members, that are TOC practitioners with experience in healthcare and other environments, have viewed aspects of “Adaptive Design” with considerable interest. Adaptive Design maintains that: Channeling the logistical practices of the Toyota Production System (TPS) is necessary, but not sufficient; and Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers, who approach the work as a disciplined, structured experiment that can safely fail as they discover and stabilize the ultimate, sustainable solution. Adaptive Design recommends the scientific method of 2nd order problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. Our consulting has witnessed significant benefits from properly aligned A3 problem solving in various venues from the U.S. Naval Underwater Warfare Center, to defense contractors, to a major Korean manufacturer of high-performance thermoplastic composites. The approach enables leaders to build and sustain a culture of critical thinking and problem solving throughout the organization, while aligning people to constancy of purpose. This accelerates buy-in and change at the lowest levels by building trust, optimism and resilience via decision making that is both responsibility-based and fact-based. Adaptive Design advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. However, the argument here is that it is both feasible and advantageous to adopt attributes of Adaptive Design, while maintaining the advantages of TOC at the same time, with some caveats. Some possible counter-points: 1. Reports and teams working to improve non-constraints are not properly focused. 2. Organizations do not have enough resources and time to adopt both Adaptive Design and TOC. 3. TOC's Categories of Legitimate Reservation provide logic tools to scrutinize cause and effect in Root Cause Analysis. 4. TOC has a long history of successes in a variety of settings, including healthcare, while Adaptive Design is relatively new. 5. Others. The conflict is provided. The DD' conflict can be broken by recognizing an erroneous assumption, namely that a firm cannot adopt both TOC principles and elements of Adaptive Design at the same time. A recommended caveat is to assure that blending Adaptive Design with TOC does not: Steal scarce resources that support constraints management (TOC) principles, or Jeopardize TOC efforts, such as reducing needed protective capacity at non-constraints. In a more generalized way, we may substitute Lean, TPS, or Lean Six Sigma for Adaptive Design with similar logic, argument and counter-points. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1363 |
Conference Proceedings |
Sullivan, Tim |
Healthcare's “adaptive design” and TOC |
2014 |
Washington, DC |
The argument: Several TOCICO members read MD John Kenagy's 2009 book describing “Adaptive Design” with interest. It maintains that Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers. It recommends the scientific method of problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. It also advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. Our argument is that it's both feasible and advantageous to adopt Adaptive Design's attributes, while maintaining the TOC advantages. Possible counter-points are provided. The conflict is provided and can be broken by recognizing an erroneous assumption. |
The argument: Upon reading MD John Kenagy's 2009 book “Designed to Adapt: Leading Healthcare in Challenging Times”, several TOCICO members, that are TOC practitioners with experience in healthcare and other environments, have viewed aspects of “Adaptive Design” with considerable interest. Adaptive Design maintains that: Channeling the logistical practices of the Toyota Production System (TPS) is necessary, but not sufficient; and Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers, who approach the work as a disciplined, structured experiment that can safely fail as they discover and stabilize the ultimate, sustainable solution. Adaptive Design recommends the scientific method of 2nd order problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. Our consulting has witnessed significant benefits from properly aligned A3 problem solving in various venues from the U.S. Naval Underwater Warfare Center, to defense contractors, to a major Korean manufacturer of high-performance thermoplastic composites. The approach enables leaders to build and sustain a culture of critical thinking and problem solving throughout the organization, while aligning people to constancy of purpose. This accelerates buy-in and change at the lowest levels by building trust, optimism and resilience via decision making that is both responsibility-based and fact-based. Adaptive Design advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. However, the argument here is that it is both feasible and advantageous to adopt attributes of Adaptive Design, while maintaining the advantages of TOC at the same time, with some caveats. Some possible counter-points: 1. Reports and teams working to improve non-constraints are not properly focused. 2. Organizations do not have enough resources and time to adopt both Adaptive Design and TOC. 3. TOC's Categories of Legitimate Reservation provide logic tools to scrutinize cause and effect in Root Cause Analysis. 4. TOC has a long history of successes in a variety of settings, including healthcare, while Adaptive Design is relatively new. 5. Others. The conflict is provided. The DD' conflict can be broken by recognizing an erroneous assumption, namely that a firm cannot adopt both TOC principles and elements of Adaptive Design at the same time. A recommended caveat is to assure that blending Adaptive Design with TOC does not: Steal scarce resources that support constraints management (TOC) principles, or Jeopardize TOC efforts, such as reducing needed protective capacity at non-constraints. In a more generalized way, we may substitute Lean, TPS, or Lean Six Sigma for Adaptive Design with similar logic, argument and counter-points. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1364 |
Conference Proceedings |
Stewart, Cynthia |
Healthcare's “adaptive design” and TOC |
2014 |
Washington, DC |
The argument: Several TOCICO members read MD John Kenagy's 2009 book describing “Adaptive Design” with interest. It maintains that Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers. It recommends the scientific method of problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. It also advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. Our argument is that it's both feasible and advantageous to adopt Adaptive Design's attributes, while maintaining the TOC advantages. Possible counter-points are provided. The conflict is provided and can be broken by recognizing an erroneous assumption. |
The argument: Upon reading MD John Kenagy's 2009 book “Designed to Adapt: Leading Healthcare in Challenging Times”, several TOCICO members, that are TOC practitioners with experience in healthcare and other environments, have viewed aspects of “Adaptive Design” with considerable interest. Adaptive Design maintains that: Channeling the logistical practices of the Toyota Production System (TPS) is necessary, but not sufficient; and Toyota's decisive competitive edge is sharpened mostly by their DNA that empowers supervisors as teachers and leaders and employees as problem-solvers, who approach the work as a disciplined, structured experiment that can safely fail as they discover and stabilize the ultimate, sustainable solution. Adaptive Design recommends the scientific method of 2nd order problem solving with A3, for use at healthcare's frontlines to guide and document improvement “experiments” with discipline and structure. Our consulting has witnessed significant benefits from properly aligned A3 problem solving in various venues from the U.S. Naval Underwater Warfare Center, to defense contractors, to a major Korean manufacturer of high-performance thermoplastic composites. The approach enables leaders to build and sustain a culture of critical thinking and problem solving throughout the organization, while aligning people to constancy of purpose. This accelerates buy-in and change at the lowest levels by building trust, optimism and resilience via decision making that is both responsibility-based and fact-based. Adaptive Design advocates the why of “Ideal Patient Care” with the how of improving healthcare - one problem at a time, as close in time and place to its initial occurrence as possible. For many TOC practitioners, this approach appears to have potential conflicts with fundamental TOC principles. However, the argument here is that it is both feasible and advantageous to adopt attributes of Adaptive Design, while maintaining the advantages of TOC at the same time, with some caveats. Some possible counter-points: 1. Reports and teams working to improve non-constraints are not properly focused. 2. Organizations do not have enough resources and time to adopt both Adaptive Design and TOC. 3. TOC's Categories of Legitimate Reservation provide logic tools to scrutinize cause and effect in Root Cause Analysis. 4. TOC has a long history of successes in a variety of settings, including healthcare, while Adaptive Design is relatively new. 5. Others. The conflict is provided. The DD' conflict can be broken by recognizing an erroneous assumption, namely that a firm cannot adopt both TOC principles and elements of Adaptive Design at the same time. A recommended caveat is to assure that blending Adaptive Design with TOC does not: Steal scarce resources that support constraints management (TOC) principles, or Jeopardize TOC efforts, such as reducing needed protective capacity at non-constraints. In a more generalized way, we may substitute Lean, TPS, or Lean Six Sigma for Adaptive Design with similar logic, argument and counter-points. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1365 |
Conference Proceedings |
Horowitz, Roy |
Does merchandising improve or hurt store performance? |
2014 |
Washington, DC |
This presentation aims to expand on the retail TOC body of knowledge. It is based on real Viable Vision implementation of Goldratt Consulting with a large well known retail chain in India. In retail, it is well known that slow performing stores often drag down the entire retail chain performance. These stores accumulate slow moving products and high OE. In environments where product cycle life is highly limited, slow performing stores can take needed stock from higher performing stores. How should we treat slow performing stores? Does the cause lie in their traffic (clients “walk in's”) or in the way merchandizing is managed at the store? The answer to this question goes much beyond the traditional pull-based TOC replenishment solution. In this presentation, using a real case study, practical methods will be presented to answer these questions. Identifying what should be changed, and in which stores the changes should be implemented, can impact the entire retail chain profitability in a surprisingly short time. For the closer, an actual case study will be presented, demonstrating the turnaround in stores performance once they get the right merchandising to them. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1366 |
Conference Proceedings |
|
Does merchandising improve or hurt store performance? |
2014 |
Washington, DC |
This presentation aims to expand on the retail TOC body of knowledge. It is based on real Viable Vision implementation of Goldratt Consulting with a large well known retail chain in India. In retail, it is well known that slow performing stores often drag down the entire retail chain performance. These stores accumulate slow moving products and high OE. In environments where product cycle life is highly limited, slow performing stores can take needed stock from higher performing stores. How should we treat slow performing stores? Does the cause lie in their traffic (clients “walk in's”) or in the way merchandizing is managed at the store? The answer to this question goes much beyond the traditional pull-based TOC replenishment solution. In this presentation, using a real case study, practical methods will be presented to answer these questions. Identifying what should be changed, and in which stores the changes should be implemented, can impact the entire retail chain profitability in a surprisingly short time. For the closer, an actual case study will be presented, demonstrating the turnaround in stores performance once they get the right merchandising to them. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1367 |
Conference Proceedings |
Holt, James R. |
Resource loading in multi-project environments: An algorithmic approach and a surprise benefit from the resource bench |
2014 |
Washington, DC |
Overloaded resources is a primary cause of bad multi-tasking in projects. Yet, in the highly variable project environment, it is very difficult to determine the workload placed upon any particular resource at any moment in time. This paper outlines a simple algorithm that provides a ‘good enough' indicator to give management the information needed to initiate additional projects or delay active projects. |
In project management, the constraint is the longest chain of activities (with resources considered) from the start of the project until the end of the project. Most projects involve many different resources at different times. The effective use of these resources defines the effectiveness of the organization.. The Dilemma: To be a good project management organization, the organization must make effective use of its limited resources. This pressures managers to heavily load the resources so key resources can be kept busy. But, good project management means quality projects are completed quickly. And, this can't happen when key resources are overloaded or distracted. Management too often errors on the side of overloading resource in the hope individuals will 'somehow find a way'. And, too often the results are delayed projects with less than high quality content. Too little work can starve key resources. And, it is obvious that too much blocks progress. Why can't we predict when our key resources will be used? Well, production type scheduling doesn't work in projects. There is too much variability in actual task durations and in project schedules. Scheduling key resources to complete tasks in advance sounds like a good idea. However, key resources are often used many times in a project and frequently shared between projects. Even a small delay in a task can cause chaos in such a complicated and interrelated schedule. Attempts to schedule are soon abandoned. While it may be possible to estimate the current workload on-hand ( and also the pending future workload already released) for a specific resource at any moment in time, it is difficult to be accurate. There is so much variability that even the best estimates have a wide confidence interval about the estimates. And, to make things worse, the constantly changing status makes any estimate short lived. The inability to estimate workload is the primary cause for bad multi-tasking. Even if we could know the exact resource loading for all resource at any moment we choose, the chaotic variation of the momentary resource loading would provide little value to managers trying to manage multiple projects. The Resource Loading Algorithmic Solution: When real life data are chaotic, a smoothing algorithm can help determine averages and trending problems before it is too late to respond to the problems. Examining the workload of key resources in advance, in a general way, can yield leading indicators for managers to effectively use these resources. Queuing Theory in Projects: Before discussing the specifics of the algorithm, let's consider the impact of having overloaded resources on projects. If we consider that every task in a project is performed by someone who is a 'server', we can use Queuing Theory to help us estimate the impact of overloading the server with too many tasks. Queuing Theory explains that the 'time to wait' for service is proportional to the percent of time the server is busy divided by the percent of time the server is not busy. This means that if a server is busy half the time, the delay factor is 50%/50% or 1. Increasing the arrival rate in a queue to where the server is busy 66% of the time gives a delay factor of 2 (66%/33%). Increasing the arrival to 75% busy gives a delay of 3. Going up to 80%, the factor is 4. Going to 90% causes a delay factor of 9 (that that is three times longer than 75%)! In projects tasks move from resource to resource and each time the task enters a new queue for the next resource. Project resources that are loaded to 90% have at least three times more waiting to begin tasks than the resources loaded to only 75%. This very significant delay happens with just a little more work assigned. By choking back the release of work just a bit, a major portion of the delays in projects can be removed. And, many more projects will be able to be completed in the same period of time. The Algorithm Limitations: The Resource Loading Algorithm looks forward in time for a finite period and estimates the workload of key resources during that period. It does not look at exact work schedules but the general backload of work released for the resources. It also assumes there is adequate work in the system to allow the resources to have work most of the time. It does not look at unique timing situations which may overload even the best planned schedule. The Look Ahead Period: Some projects are long and some are short. The Resource Loading Algorithm examines all the active projects of an organization and takes a simple average of the planned length of the projects. The average is simply the sum total of the planned length of each project divided by the number of projects. The Look Ahead Period will change each time a project ends or another project starts. The Resource Loading: The algorithm examines the all uncompleted tasks remaining in each active project for Look Ahead Period. Tasks that are planned to start after the Look Ahead Period are not considered. Tasks that are partially completed are considered uncompleted. The algorithm looks at each resource type involved in the active projects, adds up the estimated uncompleted task durations required during the Look Ahead Period. This total task load time for each resource type is divided by the number of resources of that type and again by the Look Ahead Period. The key resources are those that have more than a 50% workload. Managing Resource Loading: The Resource Loading Algorithm can quickly identify the Key Resources of the organization. These resources determine the rate at which projects can be completed. If these resources are more than 100% loaded, the project organization has overloaded the resources and project progress is almost at a standstill. Keeping the key resource loading at about 75% generates fast, quality projects and optimizes the project resources. When key resource utilization falls below 75%, the key resources can be starved and the organization is not being efficient of effective. Forecasting Release of New Projects Using the Algorithm: The Resource Loading Algorithm is a good tool for monitoring active work. It can also help plan ahead for the release of new work. The Resource Loading Algorithm allows a, “What if … ?” capability to show what impact releasing a project will have on the key resource workload. For the “What if...?” a temporary Look Ahead Period is calculated which includes all the active projects and the project that is being considered for release. A “What if...?” key resource loading is calculated considering the proposed project along with the active projects. Management can compare the different impact of starting different projects at some point in the future and make informed decisions. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1368 |
Conference Proceedings |
Srinivasan, Mandyam |
Resource loading in multi-project environments: An algorithmic approach and a surprise benefit from the resource bench |
2014 |
Washington, DC |
Overloaded resources is a primary cause of bad multi-tasking in projects. Yet, in the highly variable project environment, it is very difficult to determine the workload placed upon any particular resource at any moment in time. This paper outlines a simple algorithm that provides a ‘good enough' indicator to give management the information needed to initiate additional projects or delay active projects. |
In project management, the constraint is the longest chain of activities (with resources considered) from the start of the project until the end of the project. Most projects involve many different resources at different times. The effective use of these resources defines the effectiveness of the organization.. The Dilemma: To be a good project management organization, the organization must make effective use of its limited resources. This pressures managers to heavily load the resources so key resources can be kept busy. But, good project management means quality projects are completed quickly. And, this can't happen when key resources are overloaded or distracted. Management too often errors on the side of overloading resource in the hope individuals will 'somehow find a way'. And, too often the results are delayed projects with less than high quality content. Too little work can starve key resources. And, it is obvious that too much blocks progress. Why can't we predict when our key resources will be used? Well, production type scheduling doesn't work in projects. There is too much variability in actual task durations and in project schedules. Scheduling key resources to complete tasks in advance sounds like a good idea. However, key resources are often used many times in a project and frequently shared between projects. Even a small delay in a task can cause chaos in such a complicated and interrelated schedule. Attempts to schedule are soon abandoned. While it may be possible to estimate the current workload on-hand ( and also the pending future workload already released) for a specific resource at any moment in time, it is difficult to be accurate. There is so much variability that even the best estimates have a wide confidence interval about the estimates. And, to make things worse, the constantly changing status makes any estimate short lived. The inability to estimate workload is the primary cause for bad multi-tasking. Even if we could know the exact resource loading for all resource at any moment we choose, the chaotic variation of the momentary resource loading would provide little value to managers trying to manage multiple projects. The Resource Loading Algorithmic Solution: When real life data are chaotic, a smoothing algorithm can help determine averages and trending problems before it is too late to respond to the problems. Examining the workload of key resources in advance, in a general way, can yield leading indicators for managers to effectively use these resources. Queuing Theory in Projects: Before discussing the specifics of the algorithm, let's consider the impact of having overloaded resources on projects. If we consider that every task in a project is performed by someone who is a 'server', we can use Queuing Theory to help us estimate the impact of overloading the server with too many tasks. Queuing Theory explains that the 'time to wait' for service is proportional to the percent of time the server is busy divided by the percent of time the server is not busy. This means that if a server is busy half the time, the delay factor is 50%/50% or 1. Increasing the arrival rate in a queue to where the server is busy 66% of the time gives a delay factor of 2 (66%/33%). Increasing the arrival to 75% busy gives a delay of 3. Going up to 80%, the factor is 4. Going to 90% causes a delay factor of 9 (that that is three times longer than 75%)! In projects tasks move from resource to resource and each time the task enters a new queue for the next resource. Project resources that are loaded to 90% have at least three times more waiting to begin tasks than the resources loaded to only 75%. This very significant delay happens with just a little more work assigned. By choking back the release of work just a bit, a major portion of the delays in projects can be removed. And, many more projects will be able to be completed in the same period of time. The Algorithm Limitations: The Resource Loading Algorithm looks forward in time for a finite period and estimates the workload of key resources during that period. It does not look at exact work schedules but the general backload of work released for the resources. It also assumes there is adequate work in the system to allow the resources to have work most of the time. It does not look at unique timing situations which may overload even the best planned schedule. The Look Ahead Period: Some projects are long and some are short. The Resource Loading Algorithm examines all the active projects of an organization and takes a simple average of the planned length of the projects. The average is simply the sum total of the planned length of each project divided by the number of projects. The Look Ahead Period will change each time a project ends or another project starts. The Resource Loading: The algorithm examines the all uncompleted tasks remaining in each active project for Look Ahead Period. Tasks that are planned to start after the Look Ahead Period are not considered. Tasks that are partially completed are considered uncompleted. The algorithm looks at each resource type involved in the active projects, adds up the estimated uncompleted task durations required during the Look Ahead Period. This total task load time for each resource type is divided by the number of resources of that type and again by the Look Ahead Period. The key resources are those that have more than a 50% workload. Managing Resource Loading: The Resource Loading Algorithm can quickly identify the Key Resources of the organization. These resources determine the rate at which projects can be completed. If these resources are more than 100% loaded, the project organization has overloaded the resources and project progress is almost at a standstill. Keeping the key resource loading at about 75% generates fast, quality projects and optimizes the project resources. When key resource utilization falls below 75%, the key resources can be starved and the organization is not being efficient of effective. Forecasting Release of New Projects Using the Algorithm: The Resource Loading Algorithm is a good tool for monitoring active work. It can also help plan ahead for the release of new work. The Resource Loading Algorithm allows a, “What if … ?” capability to show what impact releasing a project will have on the key resource workload. For the “What if...?” a temporary Look Ahead Period is calculated which includes all the active projects and the project that is being considered for release. A “What if...?” key resource loading is calculated considering the proposed project along with the active projects. Management can compare the different impact of starting different projects at some point in the future and make informed decisions. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1369 |
Conference Proceedings |
Clark ,Robin |
Resource loading in multi-project environments: An algorithmic approach and a surprise benefit from the resource bench |
2014 |
Washington, DC |
Overloaded resources is a primary cause of bad multi-tasking in projects. Yet, in the highly variable project environment, it is very difficult to determine the workload placed upon any particular resource at any moment in time. This paper outlines a simple algorithm that provides a ‘good enough' indicator to give management the information needed to initiate additional projects or delay active projects. |
In project management, the constraint is the longest chain of activities (with resources considered) from the start of the project until the end of the project. Most projects involve many different resources at different times. The effective use of these resources defines the effectiveness of the organization.. The Dilemma: To be a good project management organization, the organization must make effective use of its limited resources. This pressures managers to heavily load the resources so key resources can be kept busy. But, good project management means quality projects are completed quickly. And, this can't happen when key resources are overloaded or distracted. Management too often errors on the side of overloading resource in the hope individuals will 'somehow find a way'. And, too often the results are delayed projects with less than high quality content. Too little work can starve key resources. And, it is obvious that too much blocks progress. Why can't we predict when our key resources will be used? Well, production type scheduling doesn't work in projects. There is too much variability in actual task durations and in project schedules. Scheduling key resources to complete tasks in advance sounds like a good idea. However, key resources are often used many times in a project and frequently shared between projects. Even a small delay in a task can cause chaos in such a complicated and interrelated schedule. Attempts to schedule are soon abandoned. While it may be possible to estimate the current workload on-hand ( and also the pending future workload already released) for a specific resource at any moment in time, it is difficult to be accurate. There is so much variability that even the best estimates have a wide confidence interval about the estimates. And, to make things worse, the constantly changing status makes any estimate short lived. The inability to estimate workload is the primary cause for bad multi-tasking. Even if we could know the exact resource loading for all resource at any moment we choose, the chaotic variation of the momentary resource loading would provide little value to managers trying to manage multiple projects. The Resource Loading Algorithmic Solution: When real life data are chaotic, a smoothing algorithm can help determine averages and trending problems before it is too late to respond to the problems. Examining the workload of key resources in advance, in a general way, can yield leading indicators for managers to effectively use these resources. Queuing Theory in Projects: Before discussing the specifics of the algorithm, let's consider the impact of having overloaded resources on projects. If we consider that every task in a project is performed by someone who is a 'server', we can use Queuing Theory to help us estimate the impact of overloading the server with too many tasks. Queuing Theory explains that the 'time to wait' for service is proportional to the percent of time the server is busy divided by the percent of time the server is not busy. This means that if a server is busy half the time, the delay factor is 50%/50% or 1. Increasing the arrival rate in a queue to where the server is busy 66% of the time gives a delay factor of 2 (66%/33%). Increasing the arrival to 75% busy gives a delay of 3. Going up to 80%, the factor is 4. Going to 90% causes a delay factor of 9 (that that is three times longer than 75%)! In projects tasks move from resource to resource and each time the task enters a new queue for the next resource. Project resources that are loaded to 90% have at least three times more waiting to begin tasks than the resources loaded to only 75%. This very significant delay happens with just a little more work assigned. By choking back the release of work just a bit, a major portion of the delays in projects can be removed. And, many more projects will be able to be completed in the same period of time. The Algorithm Limitations: The Resource Loading Algorithm looks forward in time for a finite period and estimates the workload of key resources during that period. It does not look at exact work schedules but the general backload of work released for the resources. It also assumes there is adequate work in the system to allow the resources to have work most of the time. It does not look at unique timing situations which may overload even the best planned schedule. The Look Ahead Period: Some projects are long and some are short. The Resource Loading Algorithm examines all the active projects of an organization and takes a simple average of the planned length of the projects. The average is simply the sum total of the planned length of each project divided by the number of projects. The Look Ahead Period will change each time a project ends or another project starts. The Resource Loading: The algorithm examines the all uncompleted tasks remaining in each active project for Look Ahead Period. Tasks that are planned to start after the Look Ahead Period are not considered. Tasks that are partially completed are considered uncompleted. The algorithm looks at each resource type involved in the active projects, adds up the estimated uncompleted task durations required during the Look Ahead Period. This total task load time for each resource type is divided by the number of resources of that type and again by the Look Ahead Period. The key resources are those that have more than a 50% workload. Managing Resource Loading: The Resource Loading Algorithm can quickly identify the Key Resources of the organization. These resources determine the rate at which projects can be completed. If these resources are more than 100% loaded, the project organization has overloaded the resources and project progress is almost at a standstill. Keeping the key resource loading at about 75% generates fast, quality projects and optimizes the project resources. When key resource utilization falls below 75%, the key resources can be starved and the organization is not being efficient of effective. Forecasting Release of New Projects Using the Algorithm: The Resource Loading Algorithm is a good tool for monitoring active work. It can also help plan ahead for the release of new work. The Resource Loading Algorithm allows a, “What if … ?” capability to show what impact releasing a project will have on the key resource workload. For the “What if...?” a temporary Look Ahead Period is calculated which includes all the active projects and the project that is being considered for release. A “What if...?” key resource loading is calculated considering the proposed project along with the active projects. Management can compare the different impact of starting different projects at some point in the future and make informed decisions. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1370 |
Conference Proceedings |
|
Resource loading in multi-project environments: An algorithmic approach and a surprise benefit from the resource bench |
2014 |
Washington, DC |
Overloaded resources is a primary cause of bad multi-tasking in projects. Yet, in the highly variable project environment, it is very difficult to determine the workload placed upon any particular resource at any moment in time. This paper outlines a simple algorithm that provides a ‘good enough' indicator to give management the information needed to initiate additional projects or delay active projects. |
In project management, the constraint is the longest chain of activities (with resources considered) from the start of the project until the end of the project. Most projects involve many different resources at different times. The effective use of these resources defines the effectiveness of the organization.. The Dilemma: To be a good project management organization, the organization must make effective use of its limited resources. This pressures managers to heavily load the resources so key resources can be kept busy. But, good project management means quality projects are completed quickly. And, this can't happen when key resources are overloaded or distracted. Management too often errors on the side of overloading resource in the hope individuals will 'somehow find a way'. And, too often the results are delayed projects with less than high quality content. Too little work can starve key resources. And, it is obvious that too much blocks progress. Why can't we predict when our key resources will be used? Well, production type scheduling doesn't work in projects. There is too much variability in actual task durations and in project schedules. Scheduling key resources to complete tasks in advance sounds like a good idea. However, key resources are often used many times in a project and frequently shared between projects. Even a small delay in a task can cause chaos in such a complicated and interrelated schedule. Attempts to schedule are soon abandoned. While it may be possible to estimate the current workload on-hand ( and also the pending future workload already released) for a specific resource at any moment in time, it is difficult to be accurate. There is so much variability that even the best estimates have a wide confidence interval about the estimates. And, to make things worse, the constantly changing status makes any estimate short lived. The inability to estimate workload is the primary cause for bad multi-tasking. Even if we could know the exact resource loading for all resource at any moment we choose, the chaotic variation of the momentary resource loading would provide little value to managers trying to manage multiple projects. The Resource Loading Algorithmic Solution: When real life data are chaotic, a smoothing algorithm can help determine averages and trending problems before it is too late to respond to the problems. Examining the workload of key resources in advance, in a general way, can yield leading indicators for managers to effectively use these resources. Queuing Theory in Projects: Before discussing the specifics of the algorithm, let's consider the impact of having overloaded resources on projects. If we consider that every task in a project is performed by someone who is a 'server', we can use Queuing Theory to help us estimate the impact of overloading the server with too many tasks. Queuing Theory explains that the 'time to wait' for service is proportional to the percent of time the server is busy divided by the percent of time the server is not busy. This means that if a server is busy half the time, the delay factor is 50%/50% or 1. Increasing the arrival rate in a queue to where the server is busy 66% of the time gives a delay factor of 2 (66%/33%). Increasing the arrival to 75% busy gives a delay of 3. Going up to 80%, the factor is 4. Going to 90% causes a delay factor of 9 (that that is three times longer than 75%)! In projects tasks move from resource to resource and each time the task enters a new queue for the next resource. Project resources that are loaded to 90% have at least three times more waiting to begin tasks than the resources loaded to only 75%. This very significant delay happens with just a little more work assigned. By choking back the release of work just a bit, a major portion of the delays in projects can be removed. And, many more projects will be able to be completed in the same period of time. The Algorithm Limitations: The Resource Loading Algorithm looks forward in time for a finite period and estimates the workload of key resources during that period. It does not look at exact work schedules but the general backload of work released for the resources. It also assumes there is adequate work in the system to allow the resources to have work most of the time. It does not look at unique timing situations which may overload even the best planned schedule. The Look Ahead Period: Some projects are long and some are short. The Resource Loading Algorithm examines all the active projects of an organization and takes a simple average of the planned length of the projects. The average is simply the sum total of the planned length of each project divided by the number of projects. The Look Ahead Period will change each time a project ends or another project starts. The Resource Loading: The algorithm examines the all uncompleted tasks remaining in each active project for Look Ahead Period. Tasks that are planned to start after the Look Ahead Period are not considered. Tasks that are partially completed are considered uncompleted. The algorithm looks at each resource type involved in the active projects, adds up the estimated uncompleted task durations required during the Look Ahead Period. This total task load time for each resource type is divided by the number of resources of that type and again by the Look Ahead Period. The key resources are those that have more than a 50% workload. Managing Resource Loading: The Resource Loading Algorithm can quickly identify the Key Resources of the organization. These resources determine the rate at which projects can be completed. If these resources are more than 100% loaded, the project organization has overloaded the resources and project progress is almost at a standstill. Keeping the key resource loading at about 75% generates fast, quality projects and optimizes the project resources. When key resource utilization falls below 75%, the key resources can be starved and the organization is not being efficient of effective. Forecasting Release of New Projects Using the Algorithm: The Resource Loading Algorithm is a good tool for monitoring active work. It can also help plan ahead for the release of new work. The Resource Loading Algorithm allows a, “What if … ?” capability to show what impact releasing a project will have on the key resource workload. For the “What if...?” a temporary Look Ahead Period is calculated which includes all the active projects and the project that is being considered for release. A “What if...?” key resource loading is calculated considering the proposed project along with the active projects. Management can compare the different impact of starting different projects at some point in the future and make informed decisions. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1371 |
Conference Proceedings |
Holt, James R. |
Improving critical chain project management implementations: CCPM maturity model |
2014 |
Washington, DC |
Too many critical chain project management (CCPM) implementations don't deliver as much improvement as possible. Many implementations only happen at a basic level. Those that had a high level of performance tend to deteriorate over time from various reasons. Both problem areas need revitalizing and improvement. A periodic assessment has shown that low level implementations can improve and deteriorated implementations can return to high performance levels. This presentation outlines five areas critical to effective CCPM: Choke the release, Buffer management, Aggressive scheduling, planning & prioritization, and Evaluation & improvement. These five areas should be evaluated upon their levels of maturity and suggestion on how each area can improve its performance. |
Critical Chain Project Management (CCPM) is a powerful tool to increase on-time delivery of work and to increase the amount of work performed over a period of time. CCPM principles can be applied to most work flow situations (even to many manufacturing environments). Implementing even one element of CCPM can provide quick results. And, with each additional principle applied, the continues to improve as the CCPM principles interact with each other in positive ways.
However, the effectiveness of CCPM implementations depends upon the organizations ability to apply the principles correctly and to maintain the change in culture that is needed. Too often organizations become satisfied with a small level of improvement and do not implement the full capability of CCPM. And, too often organizations who initiate the full CCPM solution (with its inevitable success) find over time that they drift away from using the CCPM principles in full. This deterioration of the CCPM solution happens for a variety of reasons. The result is that most CCPM implementations are not performing as well as they could be.
There are five specific areas of CCPM that provide significant improvements to project management that are missing from traditional project work. Each one of these principles can be implemented at a basic level, a moderate level, a mature level or advanced level. Understanding the range or maturity of implementing a CCPM principle and periodically evaluating how well the organization is performing in these areas can help an organization elevate its CCPM performance and keep the organization on track. 1. Choke the Release: Controlling the release of new work into the system is the easiest and fastest way to reduce back multi-tasking. Little's Law says the flow time through the system in proportional to the amount of work in the system. However, Little's Law understates the problem. When the work in process is high, the delay is much more than just proportional. Choking the Release is a first step to improvement and also a critical control mechanism to maintain reliable, on-time delivery. This critical principle requires as significant and mature management approach. Releasing too much damages reliability and releasing too little damages productivity. Organizations must know how well they are doing on this critical element. 2. Buffer Management: Buffer Management must be the only priority system during work execution. The forward looking measures of Buffer Management can compensate for too much work in the system and for bad planning. For Buffer Management to work well, information active tasks is reported daily. ""When will the task be completed?"" ""What are you awaiting?"" ""How can we help?"" are three questions that feed Buffer Management. Management actions based upon Percent Project Complete, Percent Buffer Consumed and Rate of Buffer Consumption guide individual resources to take the best action for the benefit of the organization. Organizations must know how well they are doing on this critical element. 3. Aggressive Scheduling. Before determining the release of new work, each work package should be planned aggressively and have strategically placed buffers (both project buffers and feeding buffers). Without Aggressive Scheduling, the real workload in process cannot be determined. Inflated schedules distort the estimates and lead to both shortages and overloading of resources. This in-turn leads to the return of traditional project management culture. In creating the Aggressive Schedule, all the activities on the Critical Chain should be challenged and removed or relocated. The more variability in the task durations, the more important the Aggressive Schedule is to effective CCPM. Organizations must know how well they are doing on this critical element. 4. Planning and Prioritization: The wise CCPM management team knows each planned project well and carefully plans the release of the project based upon the Throughput to the organization and the impact on the capabilities of execution. Planning and Prioritization are carefully linked with Choke and Release. Excellent Planning and Prioritization can filter out less important projects and amplify the success of the organization. Also, careful Planning and Prioritization can keep valuable resources busy without overloading them. Planning and Prioritization should be the main focus of top management in finding rewarding work, aligning resources and expanding capability. Organizations must know how well they are doing on this critical element. 5. Evaluation and Improvement: Using CCPM creates a competitive advantage for the organization. Evaluating the CCPM performance determines how well the competitive advantage is being maintained or how it can be enhanced. The evaluation process includes examining the long term view of the answers given in the Buffer Management Reports. A Pareto analysis of the reasons for delay can focus the improvement efforts to better coordinate and schedule activities. Evaluation of task durations can identify tasks with too high a variability and take actions to cut-off the tail. Evaluation and Improvement determine where the focus should be for the next level of improvement. Organizations must know how well they are doing on this critical element. This presentation suggests measures to determine the levels of maturity for each of these five CCPM principles. We also suggest that these measures should become a regular, recurring assesment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1372 |
Conference Proceedings |
Price, Jared |
Improving critical chain project management implementations: CCPM maturity model |
2014 |
Washington, DC |
Too many critical chain project management (CCPM) implementations don't deliver as much improvement as possible. Many implementations only happen at a basic level. Those that had a high level of performance tend to deteriorate over time from various reasons. Both problem areas need revitalizing and improvement. A periodic assessment has shown that low level implementations can improve and deteriorated implementations can return to high performance levels. This presentation outlines five areas critical to effective CCPM: Choke the release, Buffer management, Aggressive scheduling, planning & prioritization, and Evaluation & improvement. These five areas should be evaluated upon their levels of maturity and suggestion on how each area can improve its performance. |
Critical Chain Project Management (CCPM) is a powerful tool to increase on-time delivery of work and to increase the amount of work performed over a period of time. CCPM principles can be applied to most work flow situations (even to many manufacturing environments). Implementing even one element of CCPM can provide quick results. And, with each additional principle applied, the continues to improve as the CCPM principles interact with each other in positive ways.
However, the effectiveness of CCPM implementations depends upon the organizations ability to apply the principles correctly and to maintain the change in culture that is needed. Too often organizations become satisfied with a small level of improvement and do not implement the full capability of CCPM. And, too often organizations who initiate the full CCPM solution (with its inevitable success) find over time that they drift away from using the CCPM principles in full. This deterioration of the CCPM solution happens for a variety of reasons. The result is that most CCPM implementations are not performing as well as they could be.
There are five specific areas of CCPM that provide significant improvements to project management that are missing from traditional project work. Each one of these principles can be implemented at a basic level, a moderate level, a mature level or advanced level. Understanding the range or maturity of implementing a CCPM principle and periodically evaluating how well the organization is performing in these areas can help an organization elevate its CCPM performance and keep the organization on track. 1. Choke the Release: Controlling the release of new work into the system is the easiest and fastest way to reduce back multi-tasking. Little's Law says the flow time through the system in proportional to the amount of work in the system. However, Little's Law understates the problem. When the work in process is high, the delay is much more than just proportional. Choking the Release is a first step to improvement and also a critical control mechanism to maintain reliable, on-time delivery. This critical principle requires as significant and mature management approach. Releasing too much damages reliability and releasing too little damages productivity. Organizations must know how well they are doing on this critical element. 2. Buffer Management: Buffer Management must be the only priority system during work execution. The forward looking measures of Buffer Management can compensate for too much work in the system and for bad planning. For Buffer Management to work well, information active tasks is reported daily. ""When will the task be completed?"" ""What are you awaiting?"" ""How can we help?"" are three questions that feed Buffer Management. Management actions based upon Percent Project Complete, Percent Buffer Consumed and Rate of Buffer Consumption guide individual resources to take the best action for the benefit of the organization. Organizations must know how well they are doing on this critical element. 3. Aggressive Scheduling. Before determining the release of new work, each work package should be planned aggressively and have strategically placed buffers (both project buffers and feeding buffers). Without Aggressive Scheduling, the real workload in process cannot be determined. Inflated schedules distort the estimates and lead to both shortages and overloading of resources. This in-turn leads to the return of traditional project management culture. In creating the Aggressive Schedule, all the activities on the Critical Chain should be challenged and removed or relocated. The more variability in the task durations, the more important the Aggressive Schedule is to effective CCPM. Organizations must know how well they are doing on this critical element. 4. Planning and Prioritization: The wise CCPM management team knows each planned project well and carefully plans the release of the project based upon the Throughput to the organization and the impact on the capabilities of execution. Planning and Prioritization are carefully linked with Choke and Release. Excellent Planning and Prioritization can filter out less important projects and amplify the success of the organization. Also, careful Planning and Prioritization can keep valuable resources busy without overloading them. Planning and Prioritization should be the main focus of top management in finding rewarding work, aligning resources and expanding capability. Organizations must know how well they are doing on this critical element. 5. Evaluation and Improvement: Using CCPM creates a competitive advantage for the organization. Evaluating the CCPM performance determines how well the competitive advantage is being maintained or how it can be enhanced. The evaluation process includes examining the long term view of the answers given in the Buffer Management Reports. A Pareto analysis of the reasons for delay can focus the improvement efforts to better coordinate and schedule activities. Evaluation of task durations can identify tasks with too high a variability and take actions to cut-off the tail. Evaluation and Improvement determine where the focus should be for the next level of improvement. Organizations must know how well they are doing on this critical element. This presentation suggests measures to determine the levels of maturity for each of these five CCPM principles. We also suggest that these measures should become a regular, recurring assesment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1373 |
Conference Proceedings |
Reedy ,Skip |
Improving critical chain project management implementations: CCPM maturity model |
2014 |
Washington, DC |
Too many critical chain project management (CCPM) implementations don't deliver as much improvement as possible. Many implementations only happen at a basic level. Those that had a high level of performance tend to deteriorate over time from various reasons. Both problem areas need revitalizing and improvement. A periodic assessment has shown that low level implementations can improve and deteriorated implementations can return to high performance levels. This presentation outlines five areas critical to effective CCPM: Choke the release, Buffer management, Aggressive scheduling, planning & prioritization, and Evaluation & improvement. These five areas should be evaluated upon their levels of maturity and suggestion on how each area can improve its performance. |
Critical Chain Project Management (CCPM) is a powerful tool to increase on-time delivery of work and to increase the amount of work performed over a period of time. CCPM principles can be applied to most work flow situations (even to many manufacturing environments). Implementing even one element of CCPM can provide quick results. And, with each additional principle applied, the continues to improve as the CCPM principles interact with each other in positive ways.
However, the effectiveness of CCPM implementations depends upon the organizations ability to apply the principles correctly and to maintain the change in culture that is needed. Too often organizations become satisfied with a small level of improvement and do not implement the full capability of CCPM. And, too often organizations who initiate the full CCPM solution (with its inevitable success) find over time that they drift away from using the CCPM principles in full. This deterioration of the CCPM solution happens for a variety of reasons. The result is that most CCPM implementations are not performing as well as they could be.
There are five specific areas of CCPM that provide significant improvements to project management that are missing from traditional project work. Each one of these principles can be implemented at a basic level, a moderate level, a mature level or advanced level. Understanding the range or maturity of implementing a CCPM principle and periodically evaluating how well the organization is performing in these areas can help an organization elevate its CCPM performance and keep the organization on track. 1. Choke the Release: Controlling the release of new work into the system is the easiest and fastest way to reduce back multi-tasking. Little's Law says the flow time through the system in proportional to the amount of work in the system. However, Little's Law understates the problem. When the work in process is high, the delay is much more than just proportional. Choking the Release is a first step to improvement and also a critical control mechanism to maintain reliable, on-time delivery. This critical principle requires as significant and mature management approach. Releasing too much damages reliability and releasing too little damages productivity. Organizations must know how well they are doing on this critical element. 2. Buffer Management: Buffer Management must be the only priority system during work execution. The forward looking measures of Buffer Management can compensate for too much work in the system and for bad planning. For Buffer Management to work well, information active tasks is reported daily. ""When will the task be completed?"" ""What are you awaiting?"" ""How can we help?"" are three questions that feed Buffer Management. Management actions based upon Percent Project Complete, Percent Buffer Consumed and Rate of Buffer Consumption guide individual resources to take the best action for the benefit of the organization. Organizations must know how well they are doing on this critical element. 3. Aggressive Scheduling. Before determining the release of new work, each work package should be planned aggressively and have strategically placed buffers (both project buffers and feeding buffers). Without Aggressive Scheduling, the real workload in process cannot be determined. Inflated schedules distort the estimates and lead to both shortages and overloading of resources. This in-turn leads to the return of traditional project management culture. In creating the Aggressive Schedule, all the activities on the Critical Chain should be challenged and removed or relocated. The more variability in the task durations, the more important the Aggressive Schedule is to effective CCPM. Organizations must know how well they are doing on this critical element. 4. Planning and Prioritization: The wise CCPM management team knows each planned project well and carefully plans the release of the project based upon the Throughput to the organization and the impact on the capabilities of execution. Planning and Prioritization are carefully linked with Choke and Release. Excellent Planning and Prioritization can filter out less important projects and amplify the success of the organization. Also, careful Planning and Prioritization can keep valuable resources busy without overloading them. Planning and Prioritization should be the main focus of top management in finding rewarding work, aligning resources and expanding capability. Organizations must know how well they are doing on this critical element. 5. Evaluation and Improvement: Using CCPM creates a competitive advantage for the organization. Evaluating the CCPM performance determines how well the competitive advantage is being maintained or how it can be enhanced. The evaluation process includes examining the long term view of the answers given in the Buffer Management Reports. A Pareto analysis of the reasons for delay can focus the improvement efforts to better coordinate and schedule activities. Evaluation of task durations can identify tasks with too high a variability and take actions to cut-off the tail. Evaluation and Improvement determine where the focus should be for the next level of improvement. Organizations must know how well they are doing on this critical element. This presentation suggests measures to determine the levels of maturity for each of these five CCPM principles. We also suggest that these measures should become a regular, recurring assesment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1374 |
Conference Proceedings |
Gauthier, Chuck |
Improving critical chain project management implementations: CCPM maturity model |
2014 |
Washington, DC |
Too many critical chain project management (CCPM) implementations don't deliver as much improvement as possible. Many implementations only happen at a basic level. Those that had a high level of performance tend to deteriorate over time from various reasons. Both problem areas need revitalizing and improvement. A periodic assessment has shown that low level implementations can improve and deteriorated implementations can return to high performance levels. This presentation outlines five areas critical to effective CCPM: Choke the release, Buffer management, Aggressive scheduling, planning & prioritization, and Evaluation & improvement. These five areas should be evaluated upon their levels of maturity and suggestion on how each area can improve its performance. |
Critical Chain Project Management (CCPM) is a powerful tool to increase on-time delivery of work and to increase the amount of work performed over a period of time. CCPM principles can be applied to most work flow situations (even to many manufacturing environments). Implementing even one element of CCPM can provide quick results. And, with each additional principle applied, the continues to improve as the CCPM principles interact with each other in positive ways.
However, the effectiveness of CCPM implementations depends upon the organizations ability to apply the principles correctly and to maintain the change in culture that is needed. Too often organizations become satisfied with a small level of improvement and do not implement the full capability of CCPM. And, too often organizations who initiate the full CCPM solution (with its inevitable success) find over time that they drift away from using the CCPM principles in full. This deterioration of the CCPM solution happens for a variety of reasons. The result is that most CCPM implementations are not performing as well as they could be.
There are five specific areas of CCPM that provide significant improvements to project management that are missing from traditional project work. Each one of these principles can be implemented at a basic level, a moderate level, a mature level or advanced level. Understanding the range or maturity of implementing a CCPM principle and periodically evaluating how well the organization is performing in these areas can help an organization elevate its CCPM performance and keep the organization on track. 1. Choke the Release: Controlling the release of new work into the system is the easiest and fastest way to reduce back multi-tasking. Little's Law says the flow time through the system in proportional to the amount of work in the system. However, Little's Law understates the problem. When the work in process is high, the delay is much more than just proportional. Choking the Release is a first step to improvement and also a critical control mechanism to maintain reliable, on-time delivery. This critical principle requires as significant and mature management approach. Releasing too much damages reliability and releasing too little damages productivity. Organizations must know how well they are doing on this critical element. 2. Buffer Management: Buffer Management must be the only priority system during work execution. The forward looking measures of Buffer Management can compensate for too much work in the system and for bad planning. For Buffer Management to work well, information active tasks is reported daily. ""When will the task be completed?"" ""What are you awaiting?"" ""How can we help?"" are three questions that feed Buffer Management. Management actions based upon Percent Project Complete, Percent Buffer Consumed and Rate of Buffer Consumption guide individual resources to take the best action for the benefit of the organization. Organizations must know how well they are doing on this critical element. 3. Aggressive Scheduling. Before determining the release of new work, each work package should be planned aggressively and have strategically placed buffers (both project buffers and feeding buffers). Without Aggressive Scheduling, the real workload in process cannot be determined. Inflated schedules distort the estimates and lead to both shortages and overloading of resources. This in-turn leads to the return of traditional project management culture. In creating the Aggressive Schedule, all the activities on the Critical Chain should be challenged and removed or relocated. The more variability in the task durations, the more important the Aggressive Schedule is to effective CCPM. Organizations must know how well they are doing on this critical element. 4. Planning and Prioritization: The wise CCPM management team knows each planned project well and carefully plans the release of the project based upon the Throughput to the organization and the impact on the capabilities of execution. Planning and Prioritization are carefully linked with Choke and Release. Excellent Planning and Prioritization can filter out less important projects and amplify the success of the organization. Also, careful Planning and Prioritization can keep valuable resources busy without overloading them. Planning and Prioritization should be the main focus of top management in finding rewarding work, aligning resources and expanding capability. Organizations must know how well they are doing on this critical element. 5. Evaluation and Improvement: Using CCPM creates a competitive advantage for the organization. Evaluating the CCPM performance determines how well the competitive advantage is being maintained or how it can be enhanced. The evaluation process includes examining the long term view of the answers given in the Buffer Management Reports. A Pareto analysis of the reasons for delay can focus the improvement efforts to better coordinate and schedule activities. Evaluation of task durations can identify tasks with too high a variability and take actions to cut-off the tail. Evaluation and Improvement determine where the focus should be for the next level of improvement. Organizations must know how well they are doing on this critical element. This presentation suggests measures to determine the levels of maturity for each of these five CCPM principles. We also suggest that these measures should become a regular, recurring assesment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1375 |
Conference Proceedings |
|
Improving critical chain project management implementations: CCPM maturity model |
2014 |
Washington, DC |
Too many critical chain project management (CCPM) implementations don't deliver as much improvement as possible. Many implementations only happen at a basic level. Those that had a high level of performance tend to deteriorate over time from various reasons. Both problem areas need revitalizing and improvement. A periodic assessment has shown that low level implementations can improve and deteriorated implementations can return to high performance levels. This presentation outlines five areas critical to effective CCPM: Choke the release, Buffer management, Aggressive scheduling, planning & prioritization, and Evaluation & improvement. These five areas should be evaluated upon their levels of maturity and suggestion on how each area can improve its performance. |
Critical Chain Project Management (CCPM) is a powerful tool to increase on-time delivery of work and to increase the amount of work performed over a period of time. CCPM principles can be applied to most work flow situations (even to many manufacturing environments). Implementing even one element of CCPM can provide quick results. And, with each additional principle applied, the continues to improve as the CCPM principles interact with each other in positive ways.
However, the effectiveness of CCPM implementations depends upon the organizations ability to apply the principles correctly and to maintain the change in culture that is needed. Too often organizations become satisfied with a small level of improvement and do not implement the full capability of CCPM. And, too often organizations who initiate the full CCPM solution (with its inevitable success) find over time that they drift away from using the CCPM principles in full. This deterioration of the CCPM solution happens for a variety of reasons. The result is that most CCPM implementations are not performing as well as they could be.
There are five specific areas of CCPM that provide significant improvements to project management that are missing from traditional project work. Each one of these principles can be implemented at a basic level, a moderate level, a mature level or advanced level. Understanding the range or maturity of implementing a CCPM principle and periodically evaluating how well the organization is performing in these areas can help an organization elevate its CCPM performance and keep the organization on track. 1. Choke the Release: Controlling the release of new work into the system is the easiest and fastest way to reduce back multi-tasking. Little's Law says the flow time through the system in proportional to the amount of work in the system. However, Little's Law understates the problem. When the work in process is high, the delay is much more than just proportional. Choking the Release is a first step to improvement and also a critical control mechanism to maintain reliable, on-time delivery. This critical principle requires as significant and mature management approach. Releasing too much damages reliability and releasing too little damages productivity. Organizations must know how well they are doing on this critical element. 2. Buffer Management: Buffer Management must be the only priority system during work execution. The forward looking measures of Buffer Management can compensate for too much work in the system and for bad planning. For Buffer Management to work well, information active tasks is reported daily. ""When will the task be completed?"" ""What are you awaiting?"" ""How can we help?"" are three questions that feed Buffer Management. Management actions based upon Percent Project Complete, Percent Buffer Consumed and Rate of Buffer Consumption guide individual resources to take the best action for the benefit of the organization. Organizations must know how well they are doing on this critical element. 3. Aggressive Scheduling. Before determining the release of new work, each work package should be planned aggressively and have strategically placed buffers (both project buffers and feeding buffers). Without Aggressive Scheduling, the real workload in process cannot be determined. Inflated schedules distort the estimates and lead to both shortages and overloading of resources. This in-turn leads to the return of traditional project management culture. In creating the Aggressive Schedule, all the activities on the Critical Chain should be challenged and removed or relocated. The more variability in the task durations, the more important the Aggressive Schedule is to effective CCPM. Organizations must know how well they are doing on this critical element. 4. Planning and Prioritization: The wise CCPM management team knows each planned project well and carefully plans the release of the project based upon the Throughput to the organization and the impact on the capabilities of execution. Planning and Prioritization are carefully linked with Choke and Release. Excellent Planning and Prioritization can filter out less important projects and amplify the success of the organization. Also, careful Planning and Prioritization can keep valuable resources busy without overloading them. Planning and Prioritization should be the main focus of top management in finding rewarding work, aligning resources and expanding capability. Organizations must know how well they are doing on this critical element. 5. Evaluation and Improvement: Using CCPM creates a competitive advantage for the organization. Evaluating the CCPM performance determines how well the competitive advantage is being maintained or how it can be enhanced. The evaluation process includes examining the long term view of the answers given in the Buffer Management Reports. A Pareto analysis of the reasons for delay can focus the improvement efforts to better coordinate and schedule activities. Evaluation of task durations can identify tasks with too high a variability and take actions to cut-off the tail. Evaluation and Improvement determine where the focus should be for the next level of improvement. Organizations must know how well they are doing on this critical element. This presentation suggests measures to determine the levels of maturity for each of these five CCPM principles. We also suggest that these measures should become a regular, recurring assesment. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1376 |
Conference Proceedings |
Holt, James |
Basics workshop: TOC project and multi-project management |
2014 |
Washington, DC |
This workshop is an introduction to Project Management the TOC way. We discuss the nature of the projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical Chain Project Management scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO online Basics Critical Chain Project Management exam, in advance of the TOCICO Fundamentals Exam. |
1 hr. 16 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1377 |
Conference Proceedings |
|
Basics workshop: TOC project and multi-project management |
2014 |
Washington, DC |
This workshop is an introduction to Project Management the TOC way. We discuss the nature of the projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical Chain Project Management scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO online Basics Critical Chain Project Management exam, in advance of the TOCICO Fundamentals Exam. |
1 hr. 16 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1378 |
Conference Proceedings |
Holt, Steven |
Why TOC says that companies on the red curve should hire more managers |
2014 |
Washington, DC |
It's been suggested that in many companies, whether based on TOC or not, management attention is the most limited resource. If so, we can use the thinking process tools to determine what to do. For a growing company, on the red curve, the number of issues is ever increasing and the 5 focusing steps and conflict cloud injections clearly show that the company should hire an ever increasing number of managers. This presentation shows why. |
It has been said that management attention is the most limited resource in many companies (for example, Rami Goldratt, TOCICO 2012). Organizations rely on their managers to handle issues related to complexity, uncertainty and conflict. As companies grow, relying on management to resolve issues can become a constraint to further improvement. We can use the tools of TOC to determine how to break this constraint.
Consider the issue stated with the 5 Focusing Steps:
1) Identify the Constraint: We know that going in, it's Management Attention and Focus to deal with issues.
2) Exploit the Constraint: We know this, too. Get as much out of current managers by using low WIP plans, prioritization, Buffer Management, and similar methods to focus their attention on the things that most need their help.
3) Subordinate: This is easy, by definition people are “subordinate” to management, so people should just do what Management tells them to do.
4) Elevate the Constraint: If growth is such that the actions of 2 and 3 are insufficient, hire more managers.
5) If Constraint is broken return to 1. But it won't be, we are on a Red Curve of constant growth, so continue hiring managers so that the constraint is constantly broken by elevation and we aren't limited.
One initial (flawed) way to show the conflict cloud:
Counter Argument: This is an example of a Policy Constraint and, therefore, the logic does not hold.
The TOCICO Dictionary entry on Policy Constraint says “Bad policies are not the constraint, rather they hinder effective constraint management by inhibiting the ability to fully exploit or subordinate to the constraint.”
This is true, so what do we do instead? What is the real constraint? And, is there a better solution?
The real constraint and real injection will be based on first showing the false assumptions in the cloud and then by making the right injections to more appropriately exploit and subordinate.
In the initial cloud, all of the assumptions are at least partly wrong. The primary false assumptions are that ONLY managers can resolve issues and that future issues are known and predictable. Today's businesses are often increasingly operating in Complex situations in which there will be emergent, unpredictable events. Like forest fires, problems often start out small and are easy to put out by anyone (most likely a non-manager) who is nearby.
A better way to draw the cloud is:
The real solution is to break the cloud at the B-D link by creating a workforce that is capable of identifying and resolving issues by themselves while maintaining alignment. That is, essentially a “company of managers” or empowered “manager-like” employees. Instead of literally increasing the number of managers the company could increase the number of people who could think like managers and resolve problems the way that managers would.
There are several solutions, one is to adopt a command and control system based on the ideas of Mission Command in which leaders are clear on what is desired and why it is important (Commander's Intent) and then subordinates come up with approaches as to how the actions will be taken and discuss it with the leader (back-brief). The subordinate understands how their manager would operate even when the manager is not there.
Learning Objectives:
1) Understand the difference between Policy Constraints and “real” constraints.
2) Understand that resolving Policy Constraints means looking beyond the apparent constraint.
3) Understand that we need to think in order to use the Thinking Process tools.
Typical Questions:
1) If the company is growing why wouldn't it increase the number of managers?
2) If everyone is empowered then what is the role of management?
3) Taken to its limits, wouldn't this approach mean that we no longer need any managers? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1379 |
Conference Proceedings |
|
Why TOC says that companies on the red curve should hire more managers |
2014 |
Washington, DC |
It's been suggested that in many companies, whether based on TOC or not, management attention is the most limited resource. If so, we can use the thinking process tools to determine what to do. For a growing company, on the red curve, the number of issues is ever increasing and the 5 focusing steps and conflict cloud injections clearly show that the company should hire an ever increasing number of managers. This presentation shows why. |
It has been said that management attention is the most limited resource in many companies (for example, Rami Goldratt, TOCICO 2012). Organizations rely on their managers to handle issues related to complexity, uncertainty and conflict. As companies grow, relying on management to resolve issues can become a constraint to further improvement. We can use the tools of TOC to determine how to break this constraint.
Consider the issue stated with the 5 Focusing Steps:
1) Identify the Constraint: We know that going in, it's Management Attention and Focus to deal with issues.
2) Exploit the Constraint: We know this, too. Get as much out of current managers by using low WIP plans, prioritization, Buffer Management, and similar methods to focus their attention on the things that most need their help.
3) Subordinate: This is easy, by definition people are “subordinate” to management, so people should just do what Management tells them to do.
4) Elevate the Constraint: If growth is such that the actions of 2 and 3 are insufficient, hire more managers.
5) If Constraint is broken return to 1. But it won't be, we are on a Red Curve of constant growth, so continue hiring managers so that the constraint is constantly broken by elevation and we aren't limited.
One initial (flawed) way to show the conflict cloud:
Counter Argument: This is an example of a Policy Constraint and, therefore, the logic does not hold.
The TOCICO Dictionary entry on Policy Constraint says “Bad policies are not the constraint, rather they hinder effective constraint management by inhibiting the ability to fully exploit or subordinate to the constraint.”
This is true, so what do we do instead? What is the real constraint? And, is there a better solution?
The real constraint and real injection will be based on first showing the false assumptions in the cloud and then by making the right injections to more appropriately exploit and subordinate.
In the initial cloud, all of the assumptions are at least partly wrong. The primary false assumptions are that ONLY managers can resolve issues and that future issues are known and predictable. Today's businesses are often increasingly operating in Complex situations in which there will be emergent, unpredictable events. Like forest fires, problems often start out small and are easy to put out by anyone (most likely a non-manager) who is nearby.
A better way to draw the cloud is:
The real solution is to break the cloud at the B-D link by creating a workforce that is capable of identifying and resolving issues by themselves while maintaining alignment. That is, essentially a “company of managers” or empowered “manager-like” employees. Instead of literally increasing the number of managers the company could increase the number of people who could think like managers and resolve problems the way that managers would.
There are several solutions, one is to adopt a command and control system based on the ideas of Mission Command in which leaders are clear on what is desired and why it is important (Commander's Intent) and then subordinates come up with approaches as to how the actions will be taken and discuss it with the leader (back-brief). The subordinate understands how their manager would operate even when the manager is not there.
Learning Objectives:
1) Understand the difference between Policy Constraints and “real” constraints.
2) Understand that resolving Policy Constraints means looking beyond the apparent constraint.
3) Understand that we need to think in order to use the Thinking Process tools.
Typical Questions:
1) If the company is growing why wouldn't it increase the number of managers?
2) If everyone is empowered then what is the role of management?
3) Taken to its limits, wouldn't this approach mean that we no longer need any managers? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1380 |
Conference Proceedings |
Holt, Steven |
Breaking the management constraint: using mission command and theory of constraints to create a culture of action |
2014 |
Washington, DC |
The Theory of Constraints thinking process and applications provide time tested means to improve company performance and plan successful strategic moves. Both create means to help managers focus attention on issues that should be resolved by using such things as: low WIP plans, buffer management, fever charts, etc. These are all forms of workarounds to deal with a larger constraint which generally remains unrecognized: The belief is that only management can resolve such issues. Using the ""Standing on the Shoulders of Giants"" process this presentation shows the current limitation and how a command and control approach called Mission Command, developed by the military, can break the current constraint and allow improved levels of performance in TOC companies. |
The Theory of Constraints Thinking Process and Applications provide time tested means to improve organizational performance. The Strategy & Tactics Tree enables organizational leadership to plan the steps necessary to be successful. Once implementation begins, however, the discovery of both risks and opportunities as well as unpredictable, emergent behavior is inevitable: a competitor introduces a new product, a critical resource is no longer available, people don't follow priorities and are still multi-tasking. The typical way to handle such situations is for management to deal with them. This is essentially the default standard method for dealing with variation and uncertainty to the extent that it has been suggested that management attention is an organization's most limited resource. For example, Rami Goldratt (TOCICO 2012) suggested that the common reaction is the attempted imposition of simplicity, certainty, and compromise…but that these cause additional problems. As predicted by the Standing on the Shoulders of Giants Process, TOC practitioners have developed a series of heuristics to help deal with this issue: Low WIP schedules with no more than 300 tasks, Buffers, Buffer Management, Run Rules, Prioritization, Fever Charts, etc. The intent is to help managers know where to focus and fix issues. But, this assumes that knowledgeable managers are following a known and predetermined path. The approach works unless and until the level of complexity becomes too high and/or the size of the effort grows to be too large. In the face of increasing complexity and scale it becomes more and more difficult for a manager or group of managers to keep the organization aligned. They simply face too many issues, all demanding their attention. This, in turn, fuels the Engines of Disharmony. There is another environment that has had to deal with similar issues for thousands of years—the military. Carl von Clausewitz described the “fog of war” and the concept of “Friction” that makes simple things difficult and difficult things impossible. Helmuth von Moltke said, “No plan survives first contact with the enemy.” As wars became more complex and armies larger the same issue of how to align and synchronize thousands of people to a common goal with an efficient and effective command and control system became not just important but a matter of survival. A solution developed in the form of Mission Command—a command and control technique in which leaders express orders (or directives) in terms of “What” is to be accomplished and “Why” it is important (the Commander's Intent of the action) and then the subordinate comes up with the “How” and feeds it back to the leader in a “back-brief.” They continue until each has a mutual understanding of the other's intent and planned actions. Done well, this allows for increased local autonomy and flexibility to resolve immediate issues while remaining aligned with the larger organization's goals without requiring the detailed help/attention of senior leaders. It resolves problems related to both “Responsibility without Authority” and “micro-management.” The TOC Body of Knowledge has partially addressed some of the same issues as Mission Command. Notably in the use of the Necessary, Parallel, and Sufficiency assumptions in the Strategy & Tactics Tree, in The Lieutenant's Cloud and in Management Skills Workshop #4. MSW #4 says that the 2 core problems preventing people from doing their jobs are: 1. Misalignment between Authority and Responsibility (also the Lieutenant's Cloud). 2. Lack of clear instructions when the responsibility is given. The solution/injections are to help the subordinate understand what their new authority is and to use a Transition Tree to give clear instructions. The 3 assumptions in the S&T Trees explain “Why” the elements are needed. These are perfectly good solutions when the need is to align a subordinate's actions within an overall plan and/or how to interpret and implement existing policies. But this presupposes that the overall plan is and will remain the path forward unless and until changed by management and that such a path is knowable in the first place. Just as with the other focusing approaches, these injections can also be overwhelmed with increasing complexity and scale. What is needed is a way that subordinates can remain aligned in the face of emergent, unplanned or rapidly changing situations which have not been (and often cannot be) worked out in advance. This presentation shows the limitation of the current approach and then, using the Standing on the Shoulders of Giants process, how a command and control approach based on Mission Command as a part of a TOC implementation breaks the constraint and provides aligned, synchronized action in complex, large scale efforts. Besides theory, the presentation will reference Mission Command examples from history and from Col. John Boyd, Col. Chet Richards, and Dr. Stephen Bungay. When seen through a TOC lens, it's clear that Mission Command is an Injection to the core conflict of Command and Control (a variant of the Local/Global Cloud) and that Col. Boyd's other three conditions for organizational success (Skill, Trust and Common Focus) are Necessary Conditions or Intermediate Objectives to implement Mission Command. The logic and derivation of the core conflict and IO Map will be shown. Note that this approach is equally valid with Bill Dettmer's Constraint Management Model for strategy development and deployment (especially for Steps 6 and 7: Deploying and Reviewing the Strategy which, he points out, are not covered by the TOC Thinking Process). (Ref. Chapter 19 in “The TOC Handbook”.) The Thinking Process tools of TOC show why Mission Command works and Mission Command can help TOC Applications create a high performance, sustainable culture of action in organizations with a level of success greater than allowed by today's limitations. This presentation will show how the current limitations can be removed and presents actionable steps that leaders at all levels can take to use Mission Command to increase their organization's effectiveness and performance when used with TOC.
Learning Objectives:
1. Understand the limitations inherent in many TOC implementations of relying on managers to resolve issues of complexity, uncertainty, and conflict.
2. Understand how Mission Command is used in military units and how to apply it in non-military organizations.
3. Understand how Mission Command used with TOC would break the current management limitation and allow a new level of improved performance.
Example questions:
1. What would it take to have everyone use a Mission Command approach?
2. Are there any organizations using this approach outside the military?
3. How is this related to Management By Objectives, Hoshin Kanri and “catch-ball” planning? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1381 |
Conference Proceedings |
|
Breaking the management constraint: using mission command and theory of constraints to create a culture of action |
2014 |
Washington, DC |
The Theory of Constraints thinking process and applications provide time tested means to improve company performance and plan successful strategic moves. Both create means to help managers focus attention on issues that should be resolved by using such things as: low WIP plans, buffer management, fever charts, etc. These are all forms of workarounds to deal with a larger constraint which generally remains unrecognized: The belief is that only management can resolve such issues. Using the ""Standing on the Shoulders of Giants"" process this presentation shows the current limitation and how a command and control approach called Mission Command, developed by the military, can break the current constraint and allow improved levels of performance in TOC companies. |
The Theory of Constraints Thinking Process and Applications provide time tested means to improve organizational performance. The Strategy & Tactics Tree enables organizational leadership to plan the steps necessary to be successful. Once implementation begins, however, the discovery of both risks and opportunities as well as unpredictable, emergent behavior is inevitable: a competitor introduces a new product, a critical resource is no longer available, people don't follow priorities and are still multi-tasking. The typical way to handle such situations is for management to deal with them. This is essentially the default standard method for dealing with variation and uncertainty to the extent that it has been suggested that management attention is an organization's most limited resource. For example, Rami Goldratt (TOCICO 2012) suggested that the common reaction is the attempted imposition of simplicity, certainty, and compromise…but that these cause additional problems. As predicted by the Standing on the Shoulders of Giants Process, TOC practitioners have developed a series of heuristics to help deal with this issue: Low WIP schedules with no more than 300 tasks, Buffers, Buffer Management, Run Rules, Prioritization, Fever Charts, etc. The intent is to help managers know where to focus and fix issues. But, this assumes that knowledgeable managers are following a known and predetermined path. The approach works unless and until the level of complexity becomes too high and/or the size of the effort grows to be too large. In the face of increasing complexity and scale it becomes more and more difficult for a manager or group of managers to keep the organization aligned. They simply face too many issues, all demanding their attention. This, in turn, fuels the Engines of Disharmony. There is another environment that has had to deal with similar issues for thousands of years—the military. Carl von Clausewitz described the “fog of war” and the concept of “Friction” that makes simple things difficult and difficult things impossible. Helmuth von Moltke said, “No plan survives first contact with the enemy.” As wars became more complex and armies larger the same issue of how to align and synchronize thousands of people to a common goal with an efficient and effective command and control system became not just important but a matter of survival. A solution developed in the form of Mission Command—a command and control technique in which leaders express orders (or directives) in terms of “What” is to be accomplished and “Why” it is important (the Commander's Intent of the action) and then the subordinate comes up with the “How” and feeds it back to the leader in a “back-brief.” They continue until each has a mutual understanding of the other's intent and planned actions. Done well, this allows for increased local autonomy and flexibility to resolve immediate issues while remaining aligned with the larger organization's goals without requiring the detailed help/attention of senior leaders. It resolves problems related to both “Responsibility without Authority” and “micro-management.” The TOC Body of Knowledge has partially addressed some of the same issues as Mission Command. Notably in the use of the Necessary, Parallel, and Sufficiency assumptions in the Strategy & Tactics Tree, in The Lieutenant's Cloud and in Management Skills Workshop #4. MSW #4 says that the 2 core problems preventing people from doing their jobs are: 1. Misalignment between Authority and Responsibility (also the Lieutenant's Cloud). 2. Lack of clear instructions when the responsibility is given. The solution/injections are to help the subordinate understand what their new authority is and to use a Transition Tree to give clear instructions. The 3 assumptions in the S&T Trees explain “Why” the elements are needed. These are perfectly good solutions when the need is to align a subordinate's actions within an overall plan and/or how to interpret and implement existing policies. But this presupposes that the overall plan is and will remain the path forward unless and until changed by management and that such a path is knowable in the first place. Just as with the other focusing approaches, these injections can also be overwhelmed with increasing complexity and scale. What is needed is a way that subordinates can remain aligned in the face of emergent, unplanned or rapidly changing situations which have not been (and often cannot be) worked out in advance. This presentation shows the limitation of the current approach and then, using the Standing on the Shoulders of Giants process, how a command and control approach based on Mission Command as a part of a TOC implementation breaks the constraint and provides aligned, synchronized action in complex, large scale efforts. Besides theory, the presentation will reference Mission Command examples from history and from Col. John Boyd, Col. Chet Richards, and Dr. Stephen Bungay. When seen through a TOC lens, it's clear that Mission Command is an Injection to the core conflict of Command and Control (a variant of the Local/Global Cloud) and that Col. Boyd's other three conditions for organizational success (Skill, Trust and Common Focus) are Necessary Conditions or Intermediate Objectives to implement Mission Command. The logic and derivation of the core conflict and IO Map will be shown. Note that this approach is equally valid with Bill Dettmer's Constraint Management Model for strategy development and deployment (especially for Steps 6 and 7: Deploying and Reviewing the Strategy which, he points out, are not covered by the TOC Thinking Process). (Ref. Chapter 19 in “The TOC Handbook”.) The Thinking Process tools of TOC show why Mission Command works and Mission Command can help TOC Applications create a high performance, sustainable culture of action in organizations with a level of success greater than allowed by today's limitations. This presentation will show how the current limitations can be removed and presents actionable steps that leaders at all levels can take to use Mission Command to increase their organization's effectiveness and performance when used with TOC.
Learning Objectives:
1. Understand the limitations inherent in many TOC implementations of relying on managers to resolve issues of complexity, uncertainty, and conflict.
2. Understand how Mission Command is used in military units and how to apply it in non-military organizations.
3. Understand how Mission Command used with TOC would break the current management limitation and allow a new level of improved performance.
Example questions:
1. What would it take to have everyone use a Mission Command approach?
2. Are there any organizations using this approach outside the military?
3. How is this related to Management By Objectives, Hoshin Kanri and “catch-ball” planning? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1382 |
Conference Proceedings |
Goto, Tomohiro |
Bottom-up implementation of multi-project CCPM -Case study of Mazda, Japan |
2014 |
Washington, DC |
My presentation is a study the process of a "bottom-up" type implementation of multi-project CCPM in Mazda Motor Corporation, from the perspective of the author's various experiences of CCPM implementations and consultations to many companies in Japan including Mazda's case. Why Japanese GEMBA people resist the Top-down decision of CCPM introduction? Why do many of Japanese companies select the bottom-up approach rather than top-down? Through this study, the author is trying to figure out the key factor of the successful CCPM introduction to Japanese companies. |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1383 |
Conference Proceedings |
|
Bottom-up implementation of multi-project CCPM -Case study of Mazda, Japan |
2014 |
Washington, DC |
My presentation is a study the process of a "bottom-up" type implementation of multi-project CCPM in Mazda Motor Corporation, from the perspective of the author's various experiences of CCPM implementations and consultations to many companies in Japan including Mazda's case. Why Japanese GEMBA people resist the Top-down decision of CCPM introduction? Why do many of Japanese companies select the bottom-up approach rather than top-down? Through this study, the author is trying to figure out the key factor of the successful CCPM introduction to Japanese companies. |
29 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1384 |
Conference Proceedings |
Goldratt, Rami |
Delivering value - Removing business constraints for growth |
2014 |
Washington, DC |
Great businesses are built around the idea of delivering exceptional value. The question is, how do we know what exceptional value is? The answer is that this kind of value is created by removing a significant limitation to the customer in a way that was not possible before, and to the extent that no significant competitor can compete with. Companies thrive in the periods they are able to do exactly this. Prominent examples are companies such as Walmart, IKEA, Google, and Apple. For Walmart, the concept of an “everyday low price” enabled many families to stretch their family budget. IKEA was the first to offer contemporary furniture at very affordable price points. Google considerably improved our access to information and advertisers' access to their target audiences. Apple used tight integration between software and hardware and its ability to cooperate with media providers to simplify the way we consume digital entertainment. When assessing value we have to be careful not to put too much emphasis on market surveys. Most often, customers take limitation as part of reality. They don't foresee a reality without limitation, and therefore are not in the best position to evaluate new possibilities. Traditional strategic thinking focuses on analyzing the competitive landscape (known as “Porter analysis”). This forces us to focus on the competitive position too soon. When we do this, we “put the cart before the horse”. We must first and exclusively strive to understand the value we plan to deliver, rather than think about how to protect our business. When we start with competitive analysis, the main focus is on how to limit the competition using vertical integration and high switching cost. We are less likely to come up with a vision of exceptional value. Moreover, it is the quest to deliver value that generates the assets that then create the competitive edge. There are four major layers of protection that are created in the pursuit to deliver value: paradigm shift, leadership position, unique processes, and benefits of scale. This presentation highlights the importance of the arguments stated above as well as a demonstration of a TOC-based methodology for business innovation techniques to identify clients/market limitations, and design a business model around a value proposition to remove them. |
39 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1385 |
Conference Proceedings |
|
Delivering value - Removing business constraints for growth |
2014 |
Washington, DC |
Great businesses are built around the idea of delivering exceptional value. The question is, how do we know what exceptional value is? The answer is that this kind of value is created by removing a significant limitation to the customer in a way that was not possible before, and to the extent that no significant competitor can compete with. Companies thrive in the periods they are able to do exactly this. Prominent examples are companies such as Walmart, IKEA, Google, and Apple. For Walmart, the concept of an “everyday low price” enabled many families to stretch their family budget. IKEA was the first to offer contemporary furniture at very affordable price points. Google considerably improved our access to information and advertisers' access to their target audiences. Apple used tight integration between software and hardware and its ability to cooperate with media providers to simplify the way we consume digital entertainment. When assessing value we have to be careful not to put too much emphasis on market surveys. Most often, customers take limitation as part of reality. They don't foresee a reality without limitation, and therefore are not in the best position to evaluate new possibilities. Traditional strategic thinking focuses on analyzing the competitive landscape (known as “Porter analysis”). This forces us to focus on the competitive position too soon. When we do this, we “put the cart before the horse”. We must first and exclusively strive to understand the value we plan to deliver, rather than think about how to protect our business. When we start with competitive analysis, the main focus is on how to limit the competition using vertical integration and high switching cost. We are less likely to come up with a vision of exceptional value. Moreover, it is the quest to deliver value that generates the assets that then create the competitive edge. There are four major layers of protection that are created in the pursuit to deliver value: paradigm shift, leadership position, unique processes, and benefits of scale. This presentation highlights the importance of the arguments stated above as well as a demonstration of a TOC-based methodology for business innovation techniques to identify clients/market limitations, and design a business model around a value proposition to remove them. |
39 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1386 |
Conference Proceedings |
Fox, Robert |
How-to upgrade workshop: TLS-Breakthrough of just another tool? |
2014 |
Washington, DC |
The success of TLS implementations is reportedly mixed. Some have achieved very good results, others not so much. Whenever a tool, machine, process or methodology produces such mixed result, the cause is most likely in how it is being used and not in the thing itself. This thesis is reinforced by two factors. First the contrast between comments like “TLS is just another good tool in our tool box” and “TLS is the way organizations should be run” highlights the great gulf in the perception of TLS. Secondly¸ implementers of TLS often have quite different perspectives - TOC people look at the problem from one angle, Lean folks from another and Six Sigma supporters from a third. It should be no surprise that there is a wide diversity of outcomes. The problem is that none of these perspectives are sufficient to unleash the power of TLS. In order to do so, we need to start with three first principles – what are we trying to improve, where do we focus our efforts and how do we know when we have made an improvement? So what is it we are trying to make better – as Yogi Berra supposedly said, “if you don't know where you're going, any road will get you there”. The workshop will explore this basic question, because until it is clearly answered, improvement efforts can be like shooting in the dark. Incidentally, the answer is not exactly the same for all types of organizations. |
1 hr. 22 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1387 |
Conference Proceedings |
|
How-to upgrade workshop: TLS-Breakthrough of just another tool? |
2014 |
Washington, DC |
The success of TLS implementations is reportedly mixed. Some have achieved very good results, others not so much. Whenever a tool, machine, process or methodology produces such mixed result, the cause is most likely in how it is being used and not in the thing itself. This thesis is reinforced by two factors. First the contrast between comments like “TLS is just another good tool in our tool box” and “TLS is the way organizations should be run” highlights the great gulf in the perception of TLS. Secondly¸ implementers of TLS often have quite different perspectives - TOC people look at the problem from one angle, Lean folks from another and Six Sigma supporters from a third. It should be no surprise that there is a wide diversity of outcomes. The problem is that none of these perspectives are sufficient to unleash the power of TLS. In order to do so, we need to start with three first principles – what are we trying to improve, where do we focus our efforts and how do we know when we have made an improvement? So what is it we are trying to make better – as Yogi Berra supposedly said, “if you don't know where you're going, any road will get you there”. The workshop will explore this basic question, because until it is clearly answered, improvement efforts can be like shooting in the dark. Incidentally, the answer is not exactly the same for all types of organizations. |
1 hr. 22 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1388 |
Conference Proceedings |
Mycue, Alfredo |
Rapid process improvement efforts at Texas Workforce Commission a Texas-Sized undertaking |
2014 |
Washington, DC |
Our talk will discuss the experiences of The Texas Workforce Commission in applying TOC as the lead methodology in their Rapid Process Improvement initiative launched in 2012. While initially focused on Lean and Six Sigma methods, the success of using TOC to focus and guide the process during its pilot phase shifted the center of the effort toward following a TOC-guided approach. The initial pilot resulted in substantial improvements which were publicized in a report to the Texas State Legislature in August 2012. From there the agency rapidly expanded the process to all of its departments and the agency as a whole, under Alfredo Mycue's direction and with the assistance of Kevin Fox from Viable Vision. We will recount the journey so far and discuss the many challenges and lessons learned in fostering rapid improvement in a large government agency. Among these were the difficulties in overcoming resistance to change, operating within a budgeting process that typically creates a disincentive to improve, and in finding new measurements to guide and motivate correct action within the many constraints of government. We will share the strategies used, successes, obstacles and many of the lessons learned along the way. |
The Texas Workforce Commission was charged by the Texas State Legislature to pilot an operational improvement process based on the principles of Lean, Six Sigma or TOC within the agency. The Legislature received testimony from Kristen Cox from the State of Utah that applying Lean or Six Sigma without using TOC would be a waste of time, helping to prompt the agency to include a TOC component in their pilot. The major objectives of the program were to improve the effectiveness and efficiency of the agency's operations. This was particularly important given that special federal subsidies were soon expiring and the agency would be required to operate at a much higher level of efficiency to meet the needs of taxpayers.
The agency planned to use the pilot to develop and test a specific improvement model to meet its needs and if proven effective to roll out the process across agency-wide. The larger roll-out would establish a culture of continuous improvement, produce savings that could be used to support additional programs, and improve the timeliness and effectiveness of services they deliver.
The transformation began with a pilot project to be conducted in the agency's Work Opportunity Tax Credit (WOTC) department, which was suffering under a large backlog of work and was unable to process applications in a timely fashion. Viable Vision and NOVACES supported the initial pilot which was quickly expanded to two other areas. Training in TOC and Lean led to the development of Throughput Operating Strategies (TOS) for the pilot processes facilitating a focused process to identify and improve the bottlenecks, break policy constraints and overcome various obstacles in the workflow.
During this time the organization hired Alfredo Mycue as Director of Business Transformation in an executive staff position to lead and oversee the complete transformation of the agency. A cadre of experts was trained more deeply in the principles of Lean, TOC and the TOS process and received extensive coaching from the consultants and Mr. Mycue. Through focused workshops led by Messrs Mycue and Fox, each of the agency's many departments created their own TOS as a model for applying TOC's Five Focusing Steps, and used their TOS to identify the areas where focused improvements would have the greatest impact on performance. An Agency TOS, guiding the pursuit of the Agency's overall mission, was developed with the Executive Director and his staff. The TOS's were and continue to be used to focus improvement efforts, leading to dramatic improvements in performance and a sea-change in the culture of the organization and their approach to management.
Improvements include:
• WOTC operation cut its backlog from 197 days to 32 days while reducing overtime
• Workforce department's RFP process was cut from 230 to 135 days
• Civil Rights Division's cycle time was cut from 142 days to 92 days
• IT procurement times have been cut by more than 50%
(the majority of the implementation was done in 2013 so results continue to grow)
Along the way a number of challenges were encountered and overcome. Each of the departments faced the common challenge of overcoming people's natural resistance to change, hardened by years of less than successful improvement programs. The focusing methods of TOC which ensured that efforts targeted the real constraints in each system produced rapid and substantial results; shifting mindsets from skeptical to energized.
Another challenge common in government is that everything is seen as important. In an environment with many stakeholders (including, the Governor, Legislature, numerous federal authorities, special interest groups, and individual citizens) there is a strong culture to treat every request, inquiry, and report with equal urgency. TOC helped:
• clarify the underlying mission of the agency, giving people a way to more effectively weigh the importance of issues
• people to see that underneath all this “noise” there were really very few root causes to address,
• people to realize how multi-tasking was greatly reducing their ability to resolve issues
A third major challenge was producing results within the environment of big government where improvements like spending less or increasing efficiency can be seen as signs of poor management or produce penalties like reduced funding the next year. Understanding not only how TOC can produce improvements, but also understanding how these improvements are going to impact existing metrics and perceptions has been critical to TWC in charting its improvement path in this environment. In particular the activity of defining clear goals and supporting metrics has been vital. Unlike the for-profit sector where the goal of a business is simple and obvious, government agencies have much less clarity around what they are trying to accomplish through each of their programs and departments. Defining the goals of and appropriate measures for each business unit demanded has been a challenging but highly rewarding activity.
3 Questions
• How do you deal with government budgeting processes that don't reward “saving money”?
• How would you recommend introducing TOC to other governments, especially in a world where Lean is far more established?
• How are you ensuring that the results and the culture for improvement are sustained and expanded upon in the future? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1389 |
Conference Proceedings |
Fox, Kevin |
Rapid process improvement efforts at Texas Workforce Commission a Texas-Sized undertaking |
2014 |
Washington, DC |
Our talk will discuss the experiences of The Texas Workforce Commission in applying TOC as the lead methodology in their Rapid Process Improvement initiative launched in 2012. While initially focused on Lean and Six Sigma methods, the success of using TOC to focus and guide the process during its pilot phase shifted the center of the effort toward following a TOC-guided approach. The initial pilot resulted in substantial improvements which were publicized in a report to the Texas State Legislature in August 2012. From there the agency rapidly expanded the process to all of its departments and the agency as a whole, under Alfredo Mycue's direction and with the assistance of Kevin Fox from Viable Vision. We will recount the journey so far and discuss the many challenges and lessons learned in fostering rapid improvement in a large government agency. Among these were the difficulties in overcoming resistance to change, operating within a budgeting process that typically creates a disincentive to improve, and in finding new measurements to guide and motivate correct action within the many constraints of government. We will share the strategies used, successes, obstacles and many of the lessons learned along the way. |
The Texas Workforce Commission was charged by the Texas State Legislature to pilot an operational improvement process based on the principles of Lean, Six Sigma or TOC within the agency. The Legislature received testimony from Kristen Cox from the State of Utah that applying Lean or Six Sigma without using TOC would be a waste of time, helping to prompt the agency to include a TOC component in their pilot. The major objectives of the program were to improve the effectiveness and efficiency of the agency's operations. This was particularly important given that special federal subsidies were soon expiring and the agency would be required to operate at a much higher level of efficiency to meet the needs of taxpayers.
The agency planned to use the pilot to develop and test a specific improvement model to meet its needs and if proven effective to roll out the process across agency-wide. The larger roll-out would establish a culture of continuous improvement, produce savings that could be used to support additional programs, and improve the timeliness and effectiveness of services they deliver.
The transformation began with a pilot project to be conducted in the agency's Work Opportunity Tax Credit (WOTC) department, which was suffering under a large backlog of work and was unable to process applications in a timely fashion. Viable Vision and NOVACES supported the initial pilot which was quickly expanded to two other areas. Training in TOC and Lean led to the development of Throughput Operating Strategies (TOS) for the pilot processes facilitating a focused process to identify and improve the bottlenecks, break policy constraints and overcome various obstacles in the workflow.
During this time the organization hired Alfredo Mycue as Director of Business Transformation in an executive staff position to lead and oversee the complete transformation of the agency. A cadre of experts was trained more deeply in the principles of Lean, TOC and the TOS process and received extensive coaching from the consultants and Mr. Mycue. Through focused workshops led by Messrs Mycue and Fox, each of the agency's many departments created their own TOS as a model for applying TOC's Five Focusing Steps, and used their TOS to identify the areas where focused improvements would have the greatest impact on performance. An Agency TOS, guiding the pursuit of the Agency's overall mission, was developed with the Executive Director and his staff. The TOS's were and continue to be used to focus improvement efforts, leading to dramatic improvements in performance and a sea-change in the culture of the organization and their approach to management.
Improvements include:
• WOTC operation cut its backlog from 197 days to 32 days while reducing overtime
• Workforce department's RFP process was cut from 230 to 135 days
• Civil Rights Division's cycle time was cut from 142 days to 92 days
• IT procurement times have been cut by more than 50%
(the majority of the implementation was done in 2013 so results continue to grow)
Along the way a number of challenges were encountered and overcome. Each of the departments faced the common challenge of overcoming people's natural resistance to change, hardened by years of less than successful improvement programs. The focusing methods of TOC which ensured that efforts targeted the real constraints in each system produced rapid and substantial results; shifting mindsets from skeptical to energized.
Another challenge common in government is that everything is seen as important. In an environment with many stakeholders (including, the Governor, Legislature, numerous federal authorities, special interest groups, and individual citizens) there is a strong culture to treat every request, inquiry, and report with equal urgency. TOC helped:
• clarify the underlying mission of the agency, giving people a way to more effectively weigh the importance of issues
• people to see that underneath all this “noise” there were really very few root causes to address,
• people to realize how multi-tasking was greatly reducing their ability to resolve issues
A third major challenge was producing results within the environment of big government where improvements like spending less or increasing efficiency can be seen as signs of poor management or produce penalties like reduced funding the next year. Understanding not only how TOC can produce improvements, but also understanding how these improvements are going to impact existing metrics and perceptions has been critical to TWC in charting its improvement path in this environment. In particular the activity of defining clear goals and supporting metrics has been vital. Unlike the for-profit sector where the goal of a business is simple and obvious, government agencies have much less clarity around what they are trying to accomplish through each of their programs and departments. Defining the goals of and appropriate measures for each business unit demanded has been a challenging but highly rewarding activity.
3 Questions
• How do you deal with government budgeting processes that don't reward “saving money”?
• How would you recommend introducing TOC to other governments, especially in a world where Lean is far more established?
• How are you ensuring that the results and the culture for improvement are sustained and expanded upon in the future? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1390 |
Conference Proceedings |
|
Rapid process improvement efforts at Texas Workforce Commission a Texas-Sized undertaking |
2014 |
Washington, DC |
Our talk will discuss the experiences of The Texas Workforce Commission in applying TOC as the lead methodology in their Rapid Process Improvement initiative launched in 2012. While initially focused on Lean and Six Sigma methods, the success of using TOC to focus and guide the process during its pilot phase shifted the center of the effort toward following a TOC-guided approach. The initial pilot resulted in substantial improvements which were publicized in a report to the Texas State Legislature in August 2012. From there the agency rapidly expanded the process to all of its departments and the agency as a whole, under Alfredo Mycue's direction and with the assistance of Kevin Fox from Viable Vision. We will recount the journey so far and discuss the many challenges and lessons learned in fostering rapid improvement in a large government agency. Among these were the difficulties in overcoming resistance to change, operating within a budgeting process that typically creates a disincentive to improve, and in finding new measurements to guide and motivate correct action within the many constraints of government. We will share the strategies used, successes, obstacles and many of the lessons learned along the way. |
The Texas Workforce Commission was charged by the Texas State Legislature to pilot an operational improvement process based on the principles of Lean, Six Sigma or TOC within the agency. The Legislature received testimony from Kristen Cox from the State of Utah that applying Lean or Six Sigma without using TOC would be a waste of time, helping to prompt the agency to include a TOC component in their pilot. The major objectives of the program were to improve the effectiveness and efficiency of the agency's operations. This was particularly important given that special federal subsidies were soon expiring and the agency would be required to operate at a much higher level of efficiency to meet the needs of taxpayers.
The agency planned to use the pilot to develop and test a specific improvement model to meet its needs and if proven effective to roll out the process across agency-wide. The larger roll-out would establish a culture of continuous improvement, produce savings that could be used to support additional programs, and improve the timeliness and effectiveness of services they deliver.
The transformation began with a pilot project to be conducted in the agency's Work Opportunity Tax Credit (WOTC) department, which was suffering under a large backlog of work and was unable to process applications in a timely fashion. Viable Vision and NOVACES supported the initial pilot which was quickly expanded to two other areas. Training in TOC and Lean led to the development of Throughput Operating Strategies (TOS) for the pilot processes facilitating a focused process to identify and improve the bottlenecks, break policy constraints and overcome various obstacles in the workflow.
During this time the organization hired Alfredo Mycue as Director of Business Transformation in an executive staff position to lead and oversee the complete transformation of the agency. A cadre of experts was trained more deeply in the principles of Lean, TOC and the TOS process and received extensive coaching from the consultants and Mr. Mycue. Through focused workshops led by Messrs Mycue and Fox, each of the agency's many departments created their own TOS as a model for applying TOC's Five Focusing Steps, and used their TOS to identify the areas where focused improvements would have the greatest impact on performance. An Agency TOS, guiding the pursuit of the Agency's overall mission, was developed with the Executive Director and his staff. The TOS's were and continue to be used to focus improvement efforts, leading to dramatic improvements in performance and a sea-change in the culture of the organization and their approach to management.
Improvements include:
• WOTC operation cut its backlog from 197 days to 32 days while reducing overtime
• Workforce department's RFP process was cut from 230 to 135 days
• Civil Rights Division's cycle time was cut from 142 days to 92 days
• IT procurement times have been cut by more than 50%
(the majority of the implementation was done in 2013 so results continue to grow)
Along the way a number of challenges were encountered and overcome. Each of the departments faced the common challenge of overcoming people's natural resistance to change, hardened by years of less than successful improvement programs. The focusing methods of TOC which ensured that efforts targeted the real constraints in each system produced rapid and substantial results; shifting mindsets from skeptical to energized.
Another challenge common in government is that everything is seen as important. In an environment with many stakeholders (including, the Governor, Legislature, numerous federal authorities, special interest groups, and individual citizens) there is a strong culture to treat every request, inquiry, and report with equal urgency. TOC helped:
• clarify the underlying mission of the agency, giving people a way to more effectively weigh the importance of issues
• people to see that underneath all this “noise” there were really very few root causes to address,
• people to realize how multi-tasking was greatly reducing their ability to resolve issues
A third major challenge was producing results within the environment of big government where improvements like spending less or increasing efficiency can be seen as signs of poor management or produce penalties like reduced funding the next year. Understanding not only how TOC can produce improvements, but also understanding how these improvements are going to impact existing metrics and perceptions has been critical to TWC in charting its improvement path in this environment. In particular the activity of defining clear goals and supporting metrics has been vital. Unlike the for-profit sector where the goal of a business is simple and obvious, government agencies have much less clarity around what they are trying to accomplish through each of their programs and departments. Defining the goals of and appropriate measures for each business unit demanded has been a challenging but highly rewarding activity.
3 Questions
• How do you deal with government budgeting processes that don't reward “saving money”?
• How would you recommend introducing TOC to other governments, especially in a world where Lean is far more established?
• How are you ensuring that the results and the culture for improvement are sustained and expanded upon in the future? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1391 |
Conference Proceedings |
Fox, Kevin |
Fostering on-going improvement in government operations |
2014 |
Washington, DC |
The presentation will convey lessons learned from TOC improvement projects in three different state governments in the US. Mr. Fox will share his experiences in assisting the states of Utah, Hawaii and Texas in designing and implementing lasting and expanding on-going improvement initiatives. The presentation will be given in three sections: 1. Discussion of common challenges faced in each environment. 2. Overview of the simplified TOC knowledge and process used to create a snowball effect within the state. 3. Sharing of the results and lessons learned. In spite of having very different starting points, the three states all faced a number of common challenges that are likely common across most or all government operations: 1.There was strong resistance to change, and many of the staff were de-motivated from past failed initiatives. 2. Goals and a sense of overall purpose were unclear or mis-understood and further muddied by the existence of many different stakeholders and political viewpoints. 3. Local measurements and government budgeting processes rewarded a number of behaviors that were often out of alignment with that goal. 4. There were few rewards (and often penalties) for doing things better, whereas there were considerable risks and penalties associated with efforts to do anything differently. 5. The annual budgeting process had created a mindset that the options for improvement were very narrow: Increase spending, or automate with IT solutions. A simplified model for applying TOC's five focusing steps was used in each state to initiate the process in a couple of pilot areas. The essential elements of the model were: 1. Very short (4 hrs or less) workshops on the basic flow principles of TOC (Throughput and the Five Steps); 2. A facilitated discussion and definition of the goal and key metrics of the operation, 3. The creation of a simple flow map of the operation and documentation of how to apply the five focusing steps to that picture, 4. A gap analysis to identify where to focus improvement efforts, and 5. A “plan-do-measure” feedback loop to drive and monitor improvement efforts. In each case the process was facilitated so that managers and team members fully owned the goal, metrics, strategy map, and improvement actions. The definition of the goal and metrics quickly clarified what everyone was about, and with the strategy map created a strong alignment within everyone of the business process where this was undertaken. The model made it easy for managers and staff alike to determine and maintain their focus on the current system constraints. This sharp focus ensured that their actions produced results. The model gave everyone a way to sustain and expand the results producing on-going gains long after the consultants were through. Through examples from each of the three states we will highlight how this simplified approach helped each state overcome the significant obstacles outlined above, as well as how each state is internalizing the model and spreading it from within. In the final section of the presentation we will share samples of the results achieved, the sustainment and expansion models being used in each state, and summarize our lessons learned. |
Some sample results include:
Utah:
• Saving $14 million in annual expenses while improving service levels in Eligibility Services
• Criminal Juvenile Justice agency- Throughput up 60% while reducing processing times by 50%
• Department of Technology Services- on-time project delivery above 80% from less than 25%
Hawaii:
• Tax Department- Reduced tax processing times more than 50% with 50% fewer temps
• HR Department- Increased application processing 110%, cut turnaround times 75%
Texas:
• WOTC department cut turnaround time from 196 days to under 30, eliminated OT
• Civil Rights Division cut cycle time more than 35%
3 Questions
• What are the biggest differences between dealing with government operations vs. for profit companies?
• What things would you do differently in retrospect?
• What are some of the pitfalls encountered and how does one avoid them? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1392 |
Conference Proceedings |
|
Fostering on-going improvement in government operations |
2014 |
Washington, DC |
The presentation will convey lessons learned from TOC improvement projects in three different state governments in the US. Mr. Fox will share his experiences in assisting the states of Utah, Hawaii and Texas in designing and implementing lasting and expanding on-going improvement initiatives. The presentation will be given in three sections: 1. Discussion of common challenges faced in each environment. 2. Overview of the simplified TOC knowledge and process used to create a snowball effect within the state. 3. Sharing of the results and lessons learned. In spite of having very different starting points, the three states all faced a number of common challenges that are likely common across most or all government operations: 1.There was strong resistance to change, and many of the staff were de-motivated from past failed initiatives. 2. Goals and a sense of overall purpose were unclear or mis-understood and further muddied by the existence of many different stakeholders and political viewpoints. 3. Local measurements and government budgeting processes rewarded a number of behaviors that were often out of alignment with that goal. 4. There were few rewards (and often penalties) for doing things better, whereas there were considerable risks and penalties associated with efforts to do anything differently. 5. The annual budgeting process had created a mindset that the options for improvement were very narrow: Increase spending, or automate with IT solutions. A simplified model for applying TOC's five focusing steps was used in each state to initiate the process in a couple of pilot areas. The essential elements of the model were: 1. Very short (4 hrs or less) workshops on the basic flow principles of TOC (Throughput and the Five Steps); 2. A facilitated discussion and definition of the goal and key metrics of the operation, 3. The creation of a simple flow map of the operation and documentation of how to apply the five focusing steps to that picture, 4. A gap analysis to identify where to focus improvement efforts, and 5. A “plan-do-measure” feedback loop to drive and monitor improvement efforts. In each case the process was facilitated so that managers and team members fully owned the goal, metrics, strategy map, and improvement actions. The definition of the goal and metrics quickly clarified what everyone was about, and with the strategy map created a strong alignment within everyone of the business process where this was undertaken. The model made it easy for managers and staff alike to determine and maintain their focus on the current system constraints. This sharp focus ensured that their actions produced results. The model gave everyone a way to sustain and expand the results producing on-going gains long after the consultants were through. Through examples from each of the three states we will highlight how this simplified approach helped each state overcome the significant obstacles outlined above, as well as how each state is internalizing the model and spreading it from within. In the final section of the presentation we will share samples of the results achieved, the sustainment and expansion models being used in each state, and summarize our lessons learned. |
Some sample results include:
Utah:
• Saving $14 million in annual expenses while improving service levels in Eligibility Services
• Criminal Juvenile Justice agency- Throughput up 60% while reducing processing times by 50%
• Department of Technology Services- on-time project delivery above 80% from less than 25%
Hawaii:
• Tax Department- Reduced tax processing times more than 50% with 50% fewer temps
• HR Department- Increased application processing 110%, cut turnaround times 75%
Texas:
• WOTC department cut turnaround time from 196 days to under 30, eliminated OT
• Civil Rights Division cut cycle time more than 35%
3 Questions
• What are the biggest differences between dealing with government operations vs. for profit companies?
• What things would you do differently in retrospect?
• What are some of the pitfalls encountered and how does one avoid them? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1393 |
Conference Proceedings |
Freitas, Pushpika |
Simplifying the simplicity: Application of TOC in a NGO |
2014 |
Washington, DC |
‘MarketPlace: Handwork of India' is a NGO in the US, working to provide employment to the poor, unemployed women in India. Most of these women live in slums and they don't have enough financial freedom and money in their hands to provide a better life for their children. This NGO was started by the author in 1980 with a GOAL to provide employment to the maximum number of such women in India. It was realized by the author, that the way the supply chain is managed, it will need significantly more investment in inventories to fulfill increasing demand and to provide employment to more and more women. There was a strong need to improve performance of the supply chain without significant further investments. It was learnt that TOC can be of great help in achieving this GOAL. A TOC expert from India offered help to develop TOC solutions for NGO. However considering the various infrastructural, managerial and educational limitations, the current form of simple TOC solutions also looked very complex. The case study is about how the simple TOC solutions were simplified, how the simplicity of TOC can impact the life of people whom NGO is supporting and if the TOC expert community decides to help NGOs, what a wonderful impact it can make on the lives of people who need help. |
27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1394 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
Simplifying the simplicity: Application of TOC in a NGO |
2014 |
Washington, DC |
‘MarketPlace: Handwork of India' is a NGO in the US, working to provide employment to the poor, unemployed women in India. Most of these women live in slums and they don't have enough financial freedom and money in their hands to provide a better life for their children. This NGO was started by the author in 1980 with a GOAL to provide employment to the maximum number of such women in India. It was realized by the author, that the way the supply chain is managed, it will need significantly more investment in inventories to fulfill increasing demand and to provide employment to more and more women. There was a strong need to improve performance of the supply chain without significant further investments. It was learnt that TOC can be of great help in achieving this GOAL. A TOC expert from India offered help to develop TOC solutions for NGO. However considering the various infrastructural, managerial and educational limitations, the current form of simple TOC solutions also looked very complex. The case study is about how the simple TOC solutions were simplified, how the simplicity of TOC can impact the life of people whom NGO is supporting and if the TOC expert community decides to help NGOs, what a wonderful impact it can make on the lives of people who need help. |
27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1395 |
Conference Proceedings |
|
Simplifying the simplicity: Application of TOC in a NGO |
2014 |
Washington, DC |
‘MarketPlace: Handwork of India' is a NGO in the US, working to provide employment to the poor, unemployed women in India. Most of these women live in slums and they don't have enough financial freedom and money in their hands to provide a better life for their children. This NGO was started by the author in 1980 with a GOAL to provide employment to the maximum number of such women in India. It was realized by the author, that the way the supply chain is managed, it will need significantly more investment in inventories to fulfill increasing demand and to provide employment to more and more women. There was a strong need to improve performance of the supply chain without significant further investments. It was learnt that TOC can be of great help in achieving this GOAL. A TOC expert from India offered help to develop TOC solutions for NGO. However considering the various infrastructural, managerial and educational limitations, the current form of simple TOC solutions also looked very complex. The case study is about how the simple TOC solutions were simplified, how the simplicity of TOC can impact the life of people whom NGO is supporting and if the TOC expert community decides to help NGOs, what a wonderful impact it can make on the lives of people who need help. |
27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1396 |
Conference Proceedings |
Fiallos, Julio |
Back to basics: The power of POOGI |
2014 |
Washington, DC |
In this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns. From the beginning of the implementation POOGI has being established as a common practice on the plant. Its implementation begun at the management level, with weekly meetings, through which huge achievements were obtained. One of them was the amount of hidden capacity found without any large investment: from 40k to 60k batteries, which equals the levels of production expected from level three on the plant expansion plan, which required a minimum of 5 Million USD investment. On July 2013 a new POOGI focus was established: POOGI Junior, led by middle management. As a result of the biweekly sessions, one of the achievements obtained is the accomplishment of many micro-projects which generated set up time reductions, reductions in waste of times on the bottleneck and that revealed around 18% additional capacity on the plant. In order to close the cycle of ongoing improvement, there is a new project: Baby POOGI, led by people on the operational levels, producing a huge change in the culture of the entire company. |
“20% of the operational improvements, in any TOC implementation, are obtained from the application of the logistics solutions (S-DBR, BM, etc.), but 80% are generated as a result of the correct application of POOGI”.
Dr. Eli Goldratt, 7/sep/2009
Now and into the Future event, Guayaquil, Ecuador
On this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns and the positive impact its continuous application generate, not only on the manufacturing level, on the culture of the whole company.
As a result from the formalization of POOGI on the organization, these principles have being escalated through the whole company, from the higher levels of management to the lower levels, assuring that every single individual maintain the focus on flow and on ways to assure that the bottleneck is being exploited permanently. That's why three formal instances have being established: POOGI, POOGI Jr. y Baby POOGI.
From the beginning of the implementation POOGI has being established as a common practice at the plant. Its implementation began with POOGI sessions led by the highest plant management; meetings were established once a week and as a result of these sessions, huge achievements were obtained. One of the principle achievements obtained was the amount of hidden capacity made available so far, without any large investment. They've manage to achieve an improvement of 50% in terms of the numbers of units produced: from 40k to 60k; these equals the levels of production expected from the implementation of level three built on their plant 5 yr expansion plan, which would have required a minimum of 5MM USD investment (the expansion plan has not started yet). For obvious reasons this has been a huge learning experience for the management team, as
they were able to internalize and assimilate the flow principles and experience its direct impact on the levels of production.
With the aim of increasing the benefits obtained through POOGI within all the levels of the organization, on July 2013 a new POOGI process focus was established: POOGI Jr. in which middle management has the leadership and responsibility, and it is focused on improvements within the plant floor. As in the original POOGI process, biweekly meetings are held with the middle management and plant supervisors of the organization. One of the achievements obtained from this process is that they have accomplished the execution of many micro-projects which generated important set up time reductions, reductions in waste of bottleneck availability and has revealed around 18% additional capacity on the plant as a whole.
In order to close the cycle of ongoing improvement within the whole organization and making this process a part of the company's DNA, there is a new process on the way: Baby POOGI, in which POOGI processes are going to be established at the operational levels as well with the objective of maintaining and improving flow on the bottleneck area. We and the company expect to produce a huge change in the culture of the entire company, when this level of the organization is fully engaged. All these produced a significant impact on the culture of the company; every improvement project, including methodologies, equipment, labor, materials and so on, have to be filtered through the POOGI perspective and, only if the initiatives generate a positive impact on flow (throughput) they are approved and implemented. It's important to mention that even if the proposed projects have an impact on flow; their execution is scheduled through the priority scheme to avoid multitasking. Maintaining the management attention focused on the simple and robust process of POOGI has created a harmonious |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1397 |
Conference Proceedings |
Fondevila, Erica |
Back to basics: The power of POOGI |
2014 |
Washington, DC |
In this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns. From the beginning of the implementation POOGI has being established as a common practice on the plant. Its implementation begun at the management level, with weekly meetings, through which huge achievements were obtained. One of them was the amount of hidden capacity found without any large investment: from 40k to 60k batteries, which equals the levels of production expected from level three on the plant expansion plan, which required a minimum of 5 Million USD investment. On July 2013 a new POOGI focus was established: POOGI Junior, led by middle management. As a result of the biweekly sessions, one of the achievements obtained is the accomplishment of many micro-projects which generated set up time reductions, reductions in waste of times on the bottleneck and that revealed around 18% additional capacity on the plant. In order to close the cycle of ongoing improvement, there is a new project: Baby POOGI, led by people on the operational levels, producing a huge change in the culture of the entire company. |
“20% of the operational improvements, in any TOC implementation, are obtained from the application of the logistics solutions (S-DBR, BM, etc.), but 80% are generated as a result of the correct application of POOGI”.
Dr. Eli Goldratt, 7/sep/2009
Now and into the Future event, Guayaquil, Ecuador
On this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns and the positive impact its continuous application generate, not only on the manufacturing level, on the culture of the whole company.
As a result from the formalization of POOGI on the organization, these principles have being escalated through the whole company, from the higher levels of management to the lower levels, assuring that every single individual maintain the focus on flow and on ways to assure that the bottleneck is being exploited permanently. That's why three formal instances have being established: POOGI, POOGI Jr. y Baby POOGI.
From the beginning of the implementation POOGI has being established as a common practice at the plant. Its implementation began with POOGI sessions led by the highest plant management; meetings were established once a week and as a result of these sessions, huge achievements were obtained. One of the principle achievements obtained was the amount of hidden capacity made available so far, without any large investment. They've manage to achieve an improvement of 50% in terms of the numbers of units produced: from 40k to 60k; these equals the levels of production expected from the implementation of level three built on their plant 5 yr expansion plan, which would have required a minimum of 5MM USD investment (the expansion plan has not started yet). For obvious reasons this has been a huge learning experience for the management team, as
they were able to internalize and assimilate the flow principles and experience its direct impact on the levels of production.
With the aim of increasing the benefits obtained through POOGI within all the levels of the organization, on July 2013 a new POOGI process focus was established: POOGI Jr. in which middle management has the leadership and responsibility, and it is focused on improvements within the plant floor. As in the original POOGI process, biweekly meetings are held with the middle management and plant supervisors of the organization. One of the achievements obtained from this process is that they have accomplished the execution of many micro-projects which generated important set up time reductions, reductions in waste of bottleneck availability and has revealed around 18% additional capacity on the plant as a whole.
In order to close the cycle of ongoing improvement within the whole organization and making this process a part of the company's DNA, there is a new process on the way: Baby POOGI, in which POOGI processes are going to be established at the operational levels as well with the objective of maintaining and improving flow on the bottleneck area. We and the company expect to produce a huge change in the culture of the entire company, when this level of the organization is fully engaged. All these produced a significant impact on the culture of the company; every improvement project, including methodologies, equipment, labor, materials and so on, have to be filtered through the POOGI perspective and, only if the initiatives generate a positive impact on flow (throughput) they are approved and implemented. It's important to mention that even if the proposed projects have an impact on flow; their execution is scheduled through the priority scheme to avoid multitasking. Maintaining the management attention focused on the simple and robust process of POOGI has created a harmonious |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1398 |
Conference Proceedings |
|
Back to basics: The power of POOGI |
2014 |
Washington, DC |
In this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns. From the beginning of the implementation POOGI has being established as a common practice on the plant. Its implementation begun at the management level, with weekly meetings, through which huge achievements were obtained. One of them was the amount of hidden capacity found without any large investment: from 40k to 60k batteries, which equals the levels of production expected from level three on the plant expansion plan, which required a minimum of 5 Million USD investment. On July 2013 a new POOGI focus was established: POOGI Junior, led by middle management. As a result of the biweekly sessions, one of the achievements obtained is the accomplishment of many micro-projects which generated set up time reductions, reductions in waste of times on the bottleneck and that revealed around 18% additional capacity on the plant. In order to close the cycle of ongoing improvement, there is a new project: Baby POOGI, led by people on the operational levels, producing a huge change in the culture of the entire company. |
“20% of the operational improvements, in any TOC implementation, are obtained from the application of the logistics solutions (S-DBR, BM, etc.), but 80% are generated as a result of the correct application of POOGI”.
Dr. Eli Goldratt, 7/sep/2009
Now and into the Future event, Guayaquil, Ecuador
On this presentation we will describe the power of the fifth focusing step for sustaining the decisive competitive edge of a successful implementation based on inventory turns and the positive impact its continuous application generate, not only on the manufacturing level, on the culture of the whole company.
As a result from the formalization of POOGI on the organization, these principles have being escalated through the whole company, from the higher levels of management to the lower levels, assuring that every single individual maintain the focus on flow and on ways to assure that the bottleneck is being exploited permanently. That's why three formal instances have being established: POOGI, POOGI Jr. y Baby POOGI.
From the beginning of the implementation POOGI has being established as a common practice at the plant. Its implementation began with POOGI sessions led by the highest plant management; meetings were established once a week and as a result of these sessions, huge achievements were obtained. One of the principle achievements obtained was the amount of hidden capacity made available so far, without any large investment. They've manage to achieve an improvement of 50% in terms of the numbers of units produced: from 40k to 60k; these equals the levels of production expected from the implementation of level three built on their plant 5 yr expansion plan, which would have required a minimum of 5MM USD investment (the expansion plan has not started yet). For obvious reasons this has been a huge learning experience for the management team, as
they were able to internalize and assimilate the flow principles and experience its direct impact on the levels of production.
With the aim of increasing the benefits obtained through POOGI within all the levels of the organization, on July 2013 a new POOGI process focus was established: POOGI Jr. in which middle management has the leadership and responsibility, and it is focused on improvements within the plant floor. As in the original POOGI process, biweekly meetings are held with the middle management and plant supervisors of the organization. One of the achievements obtained from this process is that they have accomplished the execution of many micro-projects which generated important set up time reductions, reductions in waste of bottleneck availability and has revealed around 18% additional capacity on the plant as a whole.
In order to close the cycle of ongoing improvement within the whole organization and making this process a part of the company's DNA, there is a new process on the way: Baby POOGI, in which POOGI processes are going to be established at the operational levels as well with the objective of maintaining and improving flow on the bottleneck area. We and the company expect to produce a huge change in the culture of the entire company, when this level of the organization is fully engaged. All these produced a significant impact on the culture of the company; every improvement project, including methodologies, equipment, labor, materials and so on, have to be filtered through the POOGI perspective and, only if the initiatives generate a positive impact on flow (throughput) they are approved and implemented. It's important to mention that even if the proposed projects have an impact on flow; their execution is scheduled through the priority scheme to avoid multitasking. Maintaining the management attention focused on the simple and robust process of POOGI has created a harmonious |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1399 |
Conference Proceedings |
Fedurko, Jelena |
Sorting out organizational conflicts through organizational interest conflict cloud transferred into a series of dilemma clouds |
2014 |
Washington, DC |
The majority of cases of tension in an organization and the inability to move on are of the nature of an organizational conflict of interests between influential stakeholders: between owners, between owners and top management, among top management, between major organizational functions (sales and production; production planning and purchasing planning; precut development and production; finance and operations, etc). The conflicts are genuine and each side's position is strongly justified. What adds to the difficulty of the situation is that either side in the conflict has the means to fully block the other side from achieving their desired objective. This often brings the company to a stall, loss of control over the situation and frustration of the key people in the company. In the workshop we will learn how to analyze such cases starting from presenting them in a format of an organizational interest conflict cloud and transfer it into a series of internal dilemma clouds of each side. The attendees will be presented with practical recommendations and examples. Through examples and their involvement in constructing the clouds based on a real business case they will learn that: 1. The major difficulty of constructing the interest conflict cloud is to detect A – the common objective between the two sides, and what mistakes typically happen in detecting A. 2. Detecting and having agreement on A helps to open the way to collaboration between the parties on trying to better understand their side and the other side. 3. Better understanding of the position of each side comes through the realization that the conflict between the parties persists because each side is locked into a series of managerial dilemmas regarding the actions demanded by the position of the other side, and without solving their individual dilemmas, neither of the party is able to solve the joint two-sided conflict cloud. The work will be done on a real business case with intensive interaction between the presenter and the audience and will involve the following techniques: Organizational Interest Conflict Cloud construction; Using the protocol of checking logic in the cloud; Developing assumptions; Listing actions that are perceived to be “forced” by each side; Developing a series of internal dilemma clouds for the forced actions; Developing assumptions for each dilemma cloud; If relevant, consolidating dilemma clouds to better understand the core behavioral drive of each side in the conflict; Developing logical reasoning to negate assumptions in individual clouds; Developing injections for individual dilemma clouds; and Listing possible actions within an injection and recording “short-cut” NBRs. We will have the discussion how to use this approach in the presence of the both parties with the objective of mediating between them. |
1 hr. 17 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1400 |
Conference Proceedings |
|
Sorting out organizational conflicts through organizational interest conflict cloud transferred into a series of dilemma clouds |
2014 |
Washington, DC |
The majority of cases of tension in an organization and the inability to move on are of the nature of an organizational conflict of interests between influential stakeholders: between owners, between owners and top management, among top management, between major organizational functions (sales and production; production planning and purchasing planning; precut development and production; finance and operations, etc). The conflicts are genuine and each side's position is strongly justified. What adds to the difficulty of the situation is that either side in the conflict has the means to fully block the other side from achieving their desired objective. This often brings the company to a stall, loss of control over the situation and frustration of the key people in the company. In the workshop we will learn how to analyze such cases starting from presenting them in a format of an organizational interest conflict cloud and transfer it into a series of internal dilemma clouds of each side. The attendees will be presented with practical recommendations and examples. Through examples and their involvement in constructing the clouds based on a real business case they will learn that: 1. The major difficulty of constructing the interest conflict cloud is to detect A – the common objective between the two sides, and what mistakes typically happen in detecting A. 2. Detecting and having agreement on A helps to open the way to collaboration between the parties on trying to better understand their side and the other side. 3. Better understanding of the position of each side comes through the realization that the conflict between the parties persists because each side is locked into a series of managerial dilemmas regarding the actions demanded by the position of the other side, and without solving their individual dilemmas, neither of the party is able to solve the joint two-sided conflict cloud. The work will be done on a real business case with intensive interaction between the presenter and the audience and will involve the following techniques: Organizational Interest Conflict Cloud construction; Using the protocol of checking logic in the cloud; Developing assumptions; Listing actions that are perceived to be “forced” by each side; Developing a series of internal dilemma clouds for the forced actions; Developing assumptions for each dilemma cloud; If relevant, consolidating dilemma clouds to better understand the core behavioral drive of each side in the conflict; Developing logical reasoning to negate assumptions in individual clouds; Developing injections for individual dilemma clouds; and Listing possible actions within an injection and recording “short-cut” NBRs. We will have the discussion how to use this approach in the presence of the both parties with the objective of mediating between them. |
1 hr. 17 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1401 |
Conference Proceedings |
Doi, Hirofum |
Creating a holistic shipbuilding operation |
2014 |
Washington, DC |
Japanese Shipbuilding has developed by the steady cost down approach and has taken the world's No.1 country from 1960s to 1990s. But growth of South Korea and China has pressured the Japanese shipbuilding business to fight in a COST competition even though they have higher salary levels. That means Japanese shipbuilding and MES have to find a new DCE instead of the cost down approach. But we believe that much improvement shall produce many results, then all our activity had been encouraged to decrease manufacturing cost on every item. The main activity is to reduce material costs and another is to reduce man hours. To open a new paradigm, we made the big challenge to implement CCPM into the ship design department first before the full range implementation of CCPM/holistic operation. On 2nd Oct 2012 we started our CCPM implementation. First box freezing produced substantial high flow results in completion of drawings. When our implementation by expert was finished, the lead time was reduced by maximum of 50% and average 67%. Now we are in the 2nd phase to spread TOC to the full range of the holistic operation. Before our full-range implementation, we made an effort to share the CORE conflict in our system by a CORE DILEMMA workshop. The simple questions let our friend to know throughput accounting and the mindset of WIN WIN. Now we are approaching the next world of a holistic shipbuilding business operation. |
The Japanese shipbuilding industry was dominant from the 1960s to the end of 1990s. However, it has gradually lost competitiveness and now the Japanese shipbuilding industry in general struggles due very competitive Chinese and South Korean shipbuilding industries and also the impact of the strong Japanese currency. Performance improvement of our company is strongly and directly linked to fundamental improvement of our shipbuilding operations. In early 2012 volunteers from middle management in the Ship Design Dept, attended a workshop on 'The Goal'. We intended to quickly shorten our design lead time, while not increasing resources time. From October 2012, under the guidance of an external TOC Consultant implementation commenced guided by 3.1.1 of the S & T tree project template. Shipbuilding design is divided between four groups; Hull, Mechanical, Interior/Exterior and Electrical Design. Before the TOC initiative, to “coordinate” these four groups many fixed milestones for each were set. But we got rid of these fixed milestones to allow for buffer management. As a result of the implementation of TOC we have seen significant reductions from averages of 6 month to 4 months or even 3 months, a reduction of 33 - 50%. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1402 |
Conference Proceedings |
|
Creating a holistic shipbuilding operation |
2014 |
Washington, DC |
Japanese Shipbuilding has developed by the steady cost down approach and has taken the world's No.1 country from 1960s to 1990s. But growth of South Korea and China has pressured the Japanese shipbuilding business to fight in a COST competition even though they have higher salary levels. That means Japanese shipbuilding and MES have to find a new DCE instead of the cost down approach. But we believe that much improvement shall produce many results, then all our activity had been encouraged to decrease manufacturing cost on every item. The main activity is to reduce material costs and another is to reduce man hours. To open a new paradigm, we made the big challenge to implement CCPM into the ship design department first before the full range implementation of CCPM/holistic operation. On 2nd Oct 2012 we started our CCPM implementation. First box freezing produced substantial high flow results in completion of drawings. When our implementation by expert was finished, the lead time was reduced by maximum of 50% and average 67%. Now we are in the 2nd phase to spread TOC to the full range of the holistic operation. Before our full-range implementation, we made an effort to share the CORE conflict in our system by a CORE DILEMMA workshop. The simple questions let our friend to know throughput accounting and the mindset of WIN WIN. Now we are approaching the next world of a holistic shipbuilding business operation. |
The Japanese shipbuilding industry was dominant from the 1960s to the end of 1990s. However, it has gradually lost competitiveness and now the Japanese shipbuilding industry in general struggles due very competitive Chinese and South Korean shipbuilding industries and also the impact of the strong Japanese currency. Performance improvement of our company is strongly and directly linked to fundamental improvement of our shipbuilding operations. In early 2012 volunteers from middle management in the Ship Design Dept, attended a workshop on 'The Goal'. We intended to quickly shorten our design lead time, while not increasing resources time. From October 2012, under the guidance of an external TOC Consultant implementation commenced guided by 3.1.1 of the S & T tree project template. Shipbuilding design is divided between four groups; Hull, Mechanical, Interior/Exterior and Electrical Design. Before the TOC initiative, to “coordinate” these four groups many fixed milestones for each were set. But we got rid of these fixed milestones to allow for buffer management. As a result of the implementation of TOC we have seen significant reductions from averages of 6 month to 4 months or even 3 months, a reduction of 33 - 50%. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1403 |
Conference Proceedings |
de Souza, Silverio |
Pilots the TOC way: Navigating the change |
2014 |
Washington, DC |
While managing change in TOC projects the proposed changes are significant and even with the traditional tools and techniques (buy-in layers, change matrix, etc.) the risk perceptions (and consequently the resistance) is quite high. Also many implementations do not reach the proposed objectives even after overcoming the resistance to change. In this presentation we'll explore why these two problems occur and propose pilots in the TOC way as the most effective solution to manage change on an ongoing basis. After the problem is described and the solution is detailed we'll describe a two-level S&T to guide all and any pilots done in TOC projects. |
WHAT TO CHANGE
TOC projects improve organization with significant (deep) changes and therefore encounter a fair amount of resistance to change and heightened risk perception. This resistance and perception are not ill-founded as we realize that most cases it is not easy to understand the future cause and effect relationships and much harder to validate all critical assumptions governing a future reality.
Consequently we observe a great deal of effort is spent in overcoming the resistance to change and when this is achieved and the implementation moves forward a high number of cases end up not meeting the proposed objectives due to unexpected aspects of the future reality.
As the changes are essential to a real POOGI and TOC changes in particular are always challenging deep-seated assumptions and policies it is impetrative that we come up with a simple and effective tool to facilitate the implementation of several changes in a given organization along time
WHAT TO CHANGE TO
The necessary conditions for such a tool are: to allow the organization to quickly experiment with change until they are versed and confident in its cause and effect with little or no risk involved and therefore implement the change in full scale much more effectively.
Pilots done in the TOC way are a tool that satisfies the necessary conditions above and add a process for the organization to learn how to design and implement successfully their own changes in the future.
Pilots the TOC way are characterized by a structured approach in pinpointing the hypothesis, the objectives, the baseline, the implementation obstacles and the evaluation process.
The hypothesis is always an injection to a core cloud that affects the organization significantly and that requires changes in the processes carried out in the organization.
Through the design of the pilot a small area of the organization is selected to receive new processes and procedures that test the hypothesis in a controlled and representative fashion.
An important part of the design is the selection and assessment of the performance of a suitable control group that will be used to evaluate the results of the pilot.
The implementation of the pilot is done in a manner that highlights the impacts (consequences) of the proposed change, but that do not try to solve operational obstacles for the full implementation. Many times the implementation is conducted in a manner that is unfeasible to be used in large scale. This avoids the discussion of obstacles to the full scale implementation until after the hypothesis has been fully validated.
During and after the implementation the selected area's performance is compared to the control group and notable differences in the cause and effect encountered are recorded.
After the pilot is concluded the evaluation not only extrapolates what is the impact of implementing the change organization wide, but also the necessary conceptual changes needed in order to have a robust and effective solution for that particular environment.
This process allows people to be co-authors of the change allowing them to know and capture future aspects of reality and tailoring the solution for their environment in a straightforward way. This in turn reduces greatly the resistance to change, the risk perception (and the effective risk) and improves the chances of reaching the proposed objectives of the change.
HOW TO CAUSE THE CHANGE
In order to successfully implement pilots as a tool to facilitate change we must pay extra detail to the understanding not only of the proposed change but also of the transition process between the current and the future reality.
After describing the process of doing Pilots the TOC Way we present an S&T that contains the minimum elements to achieve a successful Pilot the TOC Way.
The S&T is comprised of a top level entity that explains the pilot and the need for it (vis-à-vis the whole organization objectives) and a second level that lays out the main steps of any Pilot the TOC Way:
1. Design (hypothesis, measures & baseline)
2. Implementation
3. Evaluation
4. Roll-Out (bridge with Current Reality)
After what we conclude with what should be done in order to make the genetic S&T template for Pilots the TOC Way specific to each situation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1404 |
Conference Proceedings |
Baptista, Humberto |
Pilots the TOC way: Navigating the change |
2014 |
Washington, DC |
While managing change in TOC projects the proposed changes are significant and even with the traditional tools and techniques (buy-in layers, change matrix, etc.) the risk perceptions (and consequently the resistance) is quite high. Also many implementations do not reach the proposed objectives even after overcoming the resistance to change. In this presentation we'll explore why these two problems occur and propose pilots in the TOC way as the most effective solution to manage change on an ongoing basis. After the problem is described and the solution is detailed we'll describe a two-level S&T to guide all and any pilots done in TOC projects. |
WHAT TO CHANGE
TOC projects improve organization with significant (deep) changes and therefore encounter a fair amount of resistance to change and heightened risk perception. This resistance and perception are not ill-founded as we realize that most cases it is not easy to understand the future cause and effect relationships and much harder to validate all critical assumptions governing a future reality.
Consequently we observe a great deal of effort is spent in overcoming the resistance to change and when this is achieved and the implementation moves forward a high number of cases end up not meeting the proposed objectives due to unexpected aspects of the future reality.
As the changes are essential to a real POOGI and TOC changes in particular are always challenging deep-seated assumptions and policies it is impetrative that we come up with a simple and effective tool to facilitate the implementation of several changes in a given organization along time
WHAT TO CHANGE TO
The necessary conditions for such a tool are: to allow the organization to quickly experiment with change until they are versed and confident in its cause and effect with little or no risk involved and therefore implement the change in full scale much more effectively.
Pilots done in the TOC way are a tool that satisfies the necessary conditions above and add a process for the organization to learn how to design and implement successfully their own changes in the future.
Pilots the TOC way are characterized by a structured approach in pinpointing the hypothesis, the objectives, the baseline, the implementation obstacles and the evaluation process.
The hypothesis is always an injection to a core cloud that affects the organization significantly and that requires changes in the processes carried out in the organization.
Through the design of the pilot a small area of the organization is selected to receive new processes and procedures that test the hypothesis in a controlled and representative fashion.
An important part of the design is the selection and assessment of the performance of a suitable control group that will be used to evaluate the results of the pilot.
The implementation of the pilot is done in a manner that highlights the impacts (consequences) of the proposed change, but that do not try to solve operational obstacles for the full implementation. Many times the implementation is conducted in a manner that is unfeasible to be used in large scale. This avoids the discussion of obstacles to the full scale implementation until after the hypothesis has been fully validated.
During and after the implementation the selected area's performance is compared to the control group and notable differences in the cause and effect encountered are recorded.
After the pilot is concluded the evaluation not only extrapolates what is the impact of implementing the change organization wide, but also the necessary conceptual changes needed in order to have a robust and effective solution for that particular environment.
This process allows people to be co-authors of the change allowing them to know and capture future aspects of reality and tailoring the solution for their environment in a straightforward way. This in turn reduces greatly the resistance to change, the risk perception (and the effective risk) and improves the chances of reaching the proposed objectives of the change.
HOW TO CAUSE THE CHANGE
In order to successfully implement pilots as a tool to facilitate change we must pay extra detail to the understanding not only of the proposed change but also of the transition process between the current and the future reality.
After describing the process of doing Pilots the TOC Way we present an S&T that contains the minimum elements to achieve a successful Pilot the TOC Way.
The S&T is comprised of a top level entity that explains the pilot and the need for it (vis-à-vis the whole organization objectives) and a second level that lays out the main steps of any Pilot the TOC Way:
1. Design (hypothesis, measures & baseline)
2. Implementation
3. Evaluation
4. Roll-Out (bridge with Current Reality)
After what we conclude with what should be done in order to make the genetic S&T template for Pilots the TOC Way specific to each situation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1405 |
Conference Proceedings |
|
Pilots the TOC way: Navigating the change |
2014 |
Washington, DC |
While managing change in TOC projects the proposed changes are significant and even with the traditional tools and techniques (buy-in layers, change matrix, etc.) the risk perceptions (and consequently the resistance) is quite high. Also many implementations do not reach the proposed objectives even after overcoming the resistance to change. In this presentation we'll explore why these two problems occur and propose pilots in the TOC way as the most effective solution to manage change on an ongoing basis. After the problem is described and the solution is detailed we'll describe a two-level S&T to guide all and any pilots done in TOC projects. |
WHAT TO CHANGE
TOC projects improve organization with significant (deep) changes and therefore encounter a fair amount of resistance to change and heightened risk perception. This resistance and perception are not ill-founded as we realize that most cases it is not easy to understand the future cause and effect relationships and much harder to validate all critical assumptions governing a future reality.
Consequently we observe a great deal of effort is spent in overcoming the resistance to change and when this is achieved and the implementation moves forward a high number of cases end up not meeting the proposed objectives due to unexpected aspects of the future reality.
As the changes are essential to a real POOGI and TOC changes in particular are always challenging deep-seated assumptions and policies it is impetrative that we come up with a simple and effective tool to facilitate the implementation of several changes in a given organization along time
WHAT TO CHANGE TO
The necessary conditions for such a tool are: to allow the organization to quickly experiment with change until they are versed and confident in its cause and effect with little or no risk involved and therefore implement the change in full scale much more effectively.
Pilots done in the TOC way are a tool that satisfies the necessary conditions above and add a process for the organization to learn how to design and implement successfully their own changes in the future.
Pilots the TOC way are characterized by a structured approach in pinpointing the hypothesis, the objectives, the baseline, the implementation obstacles and the evaluation process.
The hypothesis is always an injection to a core cloud that affects the organization significantly and that requires changes in the processes carried out in the organization.
Through the design of the pilot a small area of the organization is selected to receive new processes and procedures that test the hypothesis in a controlled and representative fashion.
An important part of the design is the selection and assessment of the performance of a suitable control group that will be used to evaluate the results of the pilot.
The implementation of the pilot is done in a manner that highlights the impacts (consequences) of the proposed change, but that do not try to solve operational obstacles for the full implementation. Many times the implementation is conducted in a manner that is unfeasible to be used in large scale. This avoids the discussion of obstacles to the full scale implementation until after the hypothesis has been fully validated.
During and after the implementation the selected area's performance is compared to the control group and notable differences in the cause and effect encountered are recorded.
After the pilot is concluded the evaluation not only extrapolates what is the impact of implementing the change organization wide, but also the necessary conceptual changes needed in order to have a robust and effective solution for that particular environment.
This process allows people to be co-authors of the change allowing them to know and capture future aspects of reality and tailoring the solution for their environment in a straightforward way. This in turn reduces greatly the resistance to change, the risk perception (and the effective risk) and improves the chances of reaching the proposed objectives of the change.
HOW TO CAUSE THE CHANGE
In order to successfully implement pilots as a tool to facilitate change we must pay extra detail to the understanding not only of the proposed change but also of the transition process between the current and the future reality.
After describing the process of doing Pilots the TOC Way we present an S&T that contains the minimum elements to achieve a successful Pilot the TOC Way.
The S&T is comprised of a top level entity that explains the pilot and the need for it (vis-à-vis the whole organization objectives) and a second level that lays out the main steps of any Pilot the TOC Way:
1. Design (hypothesis, measures & baseline)
2. Implementation
3. Evaluation
4. Roll-Out (bridge with Current Reality)
After what we conclude with what should be done in order to make the genetic S&T template for Pilots the TOC Way specific to each situation. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1406 |
Conference Proceedings |
de Souza, Silverio |
Challenging the underlying assumptions of choking the release |
2014 |
Washington, DC |
Choking the release is one of the first steps in the implementation in the production environment, both Viable Vision projects or local implementations. Based on the standard S&T for consumer goods or 3R the parallel assumption says: restricting the release of materials, to be just half the current lead time before the corresponding due date, leads only to good results, and to not negative ramifications (lead time is cut to less than half, DDP improves significantly, Throughput goes up and excess capacity is revealed). These results are achieved irrespective of whether a bottleneck exists or not. In environments where the starting situation shows that the vast majority of the production orders in the shop floor are already late (70% or more) or a major part of the touch time occurs at the CCR, the parallel assumption of the entity choking the release in the standard S&T, as described by Eli Goldratt, is not valid. Therefore it is necessary to better understand this specific environment and cause and effects relationships, verbalize clearly what are valid assumptions and elaborate a new tactic for achieving the original objective as described in this entity of the standard S&T. Using the ""Standing on the Shoulders of Giants"" process and the TOC Thinking Process, we have made an analysis on an environment that presented this situation, which is representative of a significant portion of the production environments around the world, for better understanding how these parallel assumptions are not valid, what elements in reality are responsible for it, what are the new assumptions and the required changes in the standard S&T. At the end we will show the new proposal for verbalizing the assumptions for a generic choking the release entity that contemplates these environments which is based on an actual implementation. |
Learning Objectives
1. Better understand the chocking the release cause and effects relationships in this environment
2. Show the hidden parallel assumptions in S&T tree related to chocking the release
3. Expose the real objectives that sustain the needs for implement chocking the release entity
Questions
1. How generic can be this new knowledge?
2. What resistance was found in this implementation?
3. How long did take for you to find out that the standard tactic was not valid? 27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1407 |
Conference Proceedings |
Almeida, Guillerme |
Challenging the underlying assumptions of choking the release |
2014 |
Washington, DC |
Choking the release is one of the first steps in the implementation in the production environment, both Viable Vision projects or local implementations. Based on the standard S&T for consumer goods or 3R the parallel assumption says: restricting the release of materials, to be just half the current lead time before the corresponding due date, leads only to good results, and to not negative ramifications (lead time is cut to less than half, DDP improves significantly, Throughput goes up and excess capacity is revealed). These results are achieved irrespective of whether a bottleneck exists or not. In environments where the starting situation shows that the vast majority of the production orders in the shop floor are already late (70% or more) or a major part of the touch time occurs at the CCR, the parallel assumption of the entity choking the release in the standard S&T, as described by Eli Goldratt, is not valid. Therefore it is necessary to better understand this specific environment and cause and effects relationships, verbalize clearly what are valid assumptions and elaborate a new tactic for achieving the original objective as described in this entity of the standard S&T. Using the ""Standing on the Shoulders of Giants"" process and the TOC Thinking Process, we have made an analysis on an environment that presented this situation, which is representative of a significant portion of the production environments around the world, for better understanding how these parallel assumptions are not valid, what elements in reality are responsible for it, what are the new assumptions and the required changes in the standard S&T. At the end we will show the new proposal for verbalizing the assumptions for a generic choking the release entity that contemplates these environments which is based on an actual implementation. |
Learning Objectives
1. Better understand the chocking the release cause and effects relationships in this environment
2. Show the hidden parallel assumptions in S&T tree related to chocking the release
3. Expose the real objectives that sustain the needs for implement chocking the release entity
Questions
1. How generic can be this new knowledge?
2. What resistance was found in this implementation?
3. How long did take for you to find out that the standard tactic was not valid? 27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1408 |
Conference Proceedings |
|
Challenging the underlying assumptions of choking the release |
2014 |
Washington, DC |
Choking the release is one of the first steps in the implementation in the production environment, both Viable Vision projects or local implementations. Based on the standard S&T for consumer goods or 3R the parallel assumption says: restricting the release of materials, to be just half the current lead time before the corresponding due date, leads only to good results, and to not negative ramifications (lead time is cut to less than half, DDP improves significantly, Throughput goes up and excess capacity is revealed). These results are achieved irrespective of whether a bottleneck exists or not. In environments where the starting situation shows that the vast majority of the production orders in the shop floor are already late (70% or more) or a major part of the touch time occurs at the CCR, the parallel assumption of the entity choking the release in the standard S&T, as described by Eli Goldratt, is not valid. Therefore it is necessary to better understand this specific environment and cause and effects relationships, verbalize clearly what are valid assumptions and elaborate a new tactic for achieving the original objective as described in this entity of the standard S&T. Using the ""Standing on the Shoulders of Giants"" process and the TOC Thinking Process, we have made an analysis on an environment that presented this situation, which is representative of a significant portion of the production environments around the world, for better understanding how these parallel assumptions are not valid, what elements in reality are responsible for it, what are the new assumptions and the required changes in the standard S&T. At the end we will show the new proposal for verbalizing the assumptions for a generic choking the release entity that contemplates these environments which is based on an actual implementation. |
Learning Objectives
1. Better understand the chocking the release cause and effects relationships in this environment
2. Show the hidden parallel assumptions in S&T tree related to chocking the release
3. Expose the real objectives that sustain the needs for implement chocking the release entity
Questions
1. How generic can be this new knowledge?
2. What resistance was found in this implementation?
3. How long did take for you to find out that the standard tactic was not valid? 27 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1409 |
Conference Proceedings |
Cox III, James F. |
TOCICO resources at your service: Using, sharing, and developing the TOC body of knowledge |
2014 |
Washington, DC |
Being a member of TOCICO provides you several excellent resources at your fingertips. In this workshop we describe: 1. The TOCICO website. 2. The TOCICO presentation video & webinar database & how it might be used in consulting / teaching / research. 3. The TOCICO portals. 4. The TOCICO white paper process and series. 5. The Theory of Constraints (TOC) book list. 6. The TOC journal article database. Each of these resources is new to TOCICO and offers a significant resource in learning, teaching, sharing, developing, and contributing to the Theory of Constraints body of knowledge. The use of each will be discussed in some detail. First, the TOCICO website has expanded over the years to include many different resources. We discuss the various TOCICO certification processes and exams. The purpose and content of various exams are discussed. Second, each video of over 500 of the TOCICO annual conference presentation videos and webinars are catalogued with author, title, abstract, and key words (for conducting searches). Each is available at a member's fingertips. Third, the TOCICO portals provide a link to half dozen or more selected videos and webinars on a specific topic. The link also provides an annotated bibliography to all videos and webinars on that specific topic. Currently there are Basics of TOC, Finance and Measures, Government, Healthcare, Manufacturing, Project Management, Sales and Marketing, Service Industry, Strategy and Tactics, Supply Chain, Thinking Processes, TLS (TOC, lean, and six sigma) and ‘What is TOC?' portals. Fourth, the TOCICO White Paper Series is a formal process provided to members to contribute to the TOC body of knowledge. The submission, review and revision processes will be described in detail. Fifth, the TOC Book List is now housed on the TOCICO website. It contains over 150 books originally written in English, TOC originally written in foreign languages and ebooks (only published singly in ebook format). Sixth, a separate database on TOC publications available in the published literature, following on from The World of the Theory of Constraints bibliography, is also being developed and progress will be reported. The attendee will be able to: 1. Find presentations and webinars on a specific topic of interest to them. 2. Introduce clients, faculty, students, and associates to a given topic area where an introductory presentation provides the basics of that subject, a number of case studies are provided and an annotated bibliography is provided on all videos and webinars on that topic. 3. Submit and revise your research submission or assist in the review of other's research efforts for the white paper series. |
1 hr. 8 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1410 |
Conference Proceedings |
Mabin, Vicky |
TOCICO resources at your service: Using, sharing, and developing the TOC body of knowledge |
2014 |
Washington, DC |
Being a member of TOCICO provides you several excellent resources at your fingertips. In this workshop we describe: 1. The TOCICO website. 2. The TOCICO presentation video & webinar database & how it might be used in consulting / teaching / research. 3. The TOCICO portals. 4. The TOCICO white paper process and series. 5. The Theory of Constraints (TOC) book list. 6. The TOC journal article database. Each of these resources is new to TOCICO and offers a significant resource in learning, teaching, sharing, developing, and contributing to the Theory of Constraints body of knowledge. The use of each will be discussed in some detail. First, the TOCICO website has expanded over the years to include many different resources. We discuss the various TOCICO certification processes and exams. The purpose and content of various exams are discussed. Second, each video of over 500 of the TOCICO annual conference presentation videos and webinars are catalogued with author, title, abstract, and key words (for conducting searches). Each is available at a member's fingertips. Third, the TOCICO portals provide a link to half dozen or more selected videos and webinars on a specific topic. The link also provides an annotated bibliography to all videos and webinars on that specific topic. Currently there are Basics of TOC, Finance and Measures, Government, Healthcare, Manufacturing, Project Management, Sales and Marketing, Service Industry, Strategy and Tactics, Supply Chain, Thinking Processes, TLS (TOC, lean, and six sigma) and ‘What is TOC?' portals. Fourth, the TOCICO White Paper Series is a formal process provided to members to contribute to the TOC body of knowledge. The submission, review and revision processes will be described in detail. Fifth, the TOC Book List is now housed on the TOCICO website. It contains over 150 books originally written in English, TOC originally written in foreign languages and ebooks (only published singly in ebook format). Sixth, a separate database on TOC publications available in the published literature, following on from The World of the Theory of Constraints bibliography, is also being developed and progress will be reported. The attendee will be able to: 1. Find presentations and webinars on a specific topic of interest to them. 2. Introduce clients, faculty, students, and associates to a given topic area where an introductory presentation provides the basics of that subject, a number of case studies are provided and an annotated bibliography is provided on all videos and webinars on that topic. 3. Submit and revise your research submission or assist in the review of other's research efforts for the white paper series. |
1 hr. 8 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1411 |
Conference Proceedings |
Banks, Jessica |
TOCICO resources at your service: Using, sharing, and developing the TOC body of knowledge |
2014 |
Washington, DC |
Being a member of TOCICO provides you several excellent resources at your fingertips. In this workshop we describe: 1. The TOCICO website. 2. The TOCICO presentation video & webinar database & how it might be used in consulting / teaching / research. 3. The TOCICO portals. 4. The TOCICO white paper process and series. 5. The Theory of Constraints (TOC) book list. 6. The TOC journal article database. Each of these resources is new to TOCICO and offers a significant resource in learning, teaching, sharing, developing, and contributing to the Theory of Constraints body of knowledge. The use of each will be discussed in some detail. First, the TOCICO website has expanded over the years to include many different resources. We discuss the various TOCICO certification processes and exams. The purpose and content of various exams are discussed. Second, each video of over 500 of the TOCICO annual conference presentation videos and webinars are catalogued with author, title, abstract, and key words (for conducting searches). Each is available at a member's fingertips. Third, the TOCICO portals provide a link to half dozen or more selected videos and webinars on a specific topic. The link also provides an annotated bibliography to all videos and webinars on that specific topic. Currently there are Basics of TOC, Finance and Measures, Government, Healthcare, Manufacturing, Project Management, Sales and Marketing, Service Industry, Strategy and Tactics, Supply Chain, Thinking Processes, TLS (TOC, lean, and six sigma) and ‘What is TOC?' portals. Fourth, the TOCICO White Paper Series is a formal process provided to members to contribute to the TOC body of knowledge. The submission, review and revision processes will be described in detail. Fifth, the TOC Book List is now housed on the TOCICO website. It contains over 150 books originally written in English, TOC originally written in foreign languages and ebooks (only published singly in ebook format). Sixth, a separate database on TOC publications available in the published literature, following on from The World of the Theory of Constraints bibliography, is also being developed and progress will be reported. The attendee will be able to: 1. Find presentations and webinars on a specific topic of interest to them. 2. Introduce clients, faculty, students, and associates to a given topic area where an introductory presentation provides the basics of that subject, a number of case studies are provided and an annotated bibliography is provided on all videos and webinars on that topic. 3. Submit and revise your research submission or assist in the review of other's research efforts for the white paper series. |
1 hr. 8 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1412 |
Conference Proceedings |
Mirzaei, Maryam |
TOCICO resources at your service: Using, sharing, and developing the TOC body of knowledge |
2014 |
Washington, DC |
Being a member of TOCICO provides you several excellent resources at your fingertips. In this workshop we describe: 1. The TOCICO website. 2. The TOCICO presentation video & webinar database & how it might be used in consulting / teaching / research. 3. The TOCICO portals. 4. The TOCICO white paper process and series. 5. The Theory of Constraints (TOC) book list. 6. The TOC journal article database. Each of these resources is new to TOCICO and offers a significant resource in learning, teaching, sharing, developing, and contributing to the Theory of Constraints body of knowledge. The use of each will be discussed in some detail. First, the TOCICO website has expanded over the years to include many different resources. We discuss the various TOCICO certification processes and exams. The purpose and content of various exams are discussed. Second, each video of over 500 of the TOCICO annual conference presentation videos and webinars are catalogued with author, title, abstract, and key words (for conducting searches). Each is available at a member's fingertips. Third, the TOCICO portals provide a link to half dozen or more selected videos and webinars on a specific topic. The link also provides an annotated bibliography to all videos and webinars on that specific topic. Currently there are Basics of TOC, Finance and Measures, Government, Healthcare, Manufacturing, Project Management, Sales and Marketing, Service Industry, Strategy and Tactics, Supply Chain, Thinking Processes, TLS (TOC, lean, and six sigma) and ‘What is TOC?' portals. Fourth, the TOCICO White Paper Series is a formal process provided to members to contribute to the TOC body of knowledge. The submission, review and revision processes will be described in detail. Fifth, the TOC Book List is now housed on the TOCICO website. It contains over 150 books originally written in English, TOC originally written in foreign languages and ebooks (only published singly in ebook format). Sixth, a separate database on TOC publications available in the published literature, following on from The World of the Theory of Constraints bibliography, is also being developed and progress will be reported. The attendee will be able to: 1. Find presentations and webinars on a specific topic of interest to them. 2. Introduce clients, faculty, students, and associates to a given topic area where an introductory presentation provides the basics of that subject, a number of case studies are provided and an annotated bibliography is provided on all videos and webinars on that topic. 3. Submit and revise your research submission or assist in the review of other's research efforts for the white paper series. |
1 hr. 8 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1413 |
Conference Proceedings |
|
TOCICO resources at your service: Using, sharing, and developing the TOC body of knowledge |
2014 |
Washington, DC |
Being a member of TOCICO provides you several excellent resources at your fingertips. In this workshop we describe: 1. The TOCICO website. 2. The TOCICO presentation video & webinar database & how it might be used in consulting / teaching / research. 3. The TOCICO portals. 4. The TOCICO white paper process and series. 5. The Theory of Constraints (TOC) book list. 6. The TOC journal article database. Each of these resources is new to TOCICO and offers a significant resource in learning, teaching, sharing, developing, and contributing to the Theory of Constraints body of knowledge. The use of each will be discussed in some detail. First, the TOCICO website has expanded over the years to include many different resources. We discuss the various TOCICO certification processes and exams. The purpose and content of various exams are discussed. Second, each video of over 500 of the TOCICO annual conference presentation videos and webinars are catalogued with author, title, abstract, and key words (for conducting searches). Each is available at a member's fingertips. Third, the TOCICO portals provide a link to half dozen or more selected videos and webinars on a specific topic. The link also provides an annotated bibliography to all videos and webinars on that specific topic. Currently there are Basics of TOC, Finance and Measures, Government, Healthcare, Manufacturing, Project Management, Sales and Marketing, Service Industry, Strategy and Tactics, Supply Chain, Thinking Processes, TLS (TOC, lean, and six sigma) and ‘What is TOC?' portals. Fourth, the TOCICO White Paper Series is a formal process provided to members to contribute to the TOC body of knowledge. The submission, review and revision processes will be described in detail. Fifth, the TOC Book List is now housed on the TOCICO website. It contains over 150 books originally written in English, TOC originally written in foreign languages and ebooks (only published singly in ebook format). Sixth, a separate database on TOC publications available in the published literature, following on from The World of the Theory of Constraints bibliography, is also being developed and progress will be reported. The attendee will be able to: 1. Find presentations and webinars on a specific topic of interest to them. 2. Introduce clients, faculty, students, and associates to a given topic area where an introductory presentation provides the basics of that subject, a number of case studies are provided and an annotated bibliography is provided on all videos and webinars on that topic. 3. Submit and revise your research submission or assist in the review of other's research efforts for the white paper series. |
1 hr. 8 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1414 |
Conference Proceedings |
Cox, Kristen |
Level 3 basics workshop: Theory to practice in a social service environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 20 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1415 |
Conference Proceedings |
Mulitalo, Jeff |
Level 3 basics workshop: Theory to practice in a social service environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 20 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1416 |
Conference Proceedings |
Gardner, Greg |
Level 3 basics workshop: Theory to practice in a social service environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 20 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1417 |
Conference Proceedings |
Bahadir, Inozu |
Level 3 basics workshop: Theory to practice in a social service environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 20 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1418 |
Conference Proceedings |
|
Level 3 basics workshop: Theory to practice in a social service environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 20 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1419 |
Conference Proceedings |
Cox, Kristen |
Level 2 basics workshop: TOC in government: Theory to practice in a processing or resource environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1420 |
Conference Proceedings |
Mulitalo, Jeff |
Level 2 basics workshop: TOC in government: Theory to practice in a processing or resource environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1421 |
Conference Proceedings |
Little, Rick |
Level 2 basics workshop: TOC in government: Theory to practice in a processing or resource environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1422 |
Conference Proceedings |
Whitlock, Chad |
Level 2 basics workshop: TOC in government: Theory to practice in a processing or resource environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1423 |
Conference Proceedings |
|
Level 2 basics workshop: TOC in government: Theory to practice in a processing or resource environment |
2014 |
Washington, DC |
Despite the many differences between private sector and public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations' to significantly improve their profitability; typically without any increase in costs or investment by focusing on their weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster and cheaper government? In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence process jointly developed by the Utah Governor's Office of Management and Budgeting and a group of passionate TOC experts lead by Dr. Alan Barnard (CEO of Goldratt Research Labs), Ken Miller (CEO of Change & Innovation Agency), Dr. Bahadir Inozu (Partner of Novaces) and Kevin Fox (Founding Partner in Viable Vision). See: Baird, Scott: Little, Rick; Tennert, Juliette 2014 Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1424 |
Conference Proceedings |
Cox, Kristen |
Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort |
2014 |
Washington, DC |
Utah State Government Office of Management and Budget. In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence initiative developed by the Utah Governor's Office of Management and Budget (GOMB) called the SUCCESS Framework. In addition to GOMB facilitators, the workshop will also feature a group of passionate TOC experts working with GOMB. |
1 hr. 30 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1425 |
Conference Proceedings |
Baird, Scott |
Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort |
2014 |
Washington, DC |
Utah State Government Office of Management and Budget. In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence initiative developed by the Utah Governor's Office of Management and Budget (GOMB) called the SUCCESS Framework. In addition to GOMB facilitators, the workshop will also feature a group of passionate TOC experts working with GOMB. |
1 hr. 30 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1426 |
Conference Proceedings |
Little, Rick |
Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort |
2014 |
Washington, DC |
Utah State Government Office of Management and Budget. In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence initiative developed by the Utah Governor's Office of Management and Budget (GOMB) called the SUCCESS Framework. In addition to GOMB facilitators, the workshop will also feature a group of passionate TOC experts working with GOMB. |
1 hr. 30 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1427 |
Conference Proceedings |
Tennert, Juliette |
Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort |
2014 |
Washington, DC |
Utah State Government Office of Management and Budget. In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence initiative developed by the Utah Governor's Office of Management and Budget (GOMB) called the SUCCESS Framework. In addition to GOMB facilitators, the workshop will also feature a group of passionate TOC experts working with GOMB. |
1 hr. 30 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1428 |
Conference Proceedings |
|
Level 1 basics workshop: TOC in government: Nuts and bolts of launching and sustaining an enterprise TOC process improvement effort |
2014 |
Washington, DC |
Utah State Government Office of Management and Budget. In this 3-part workshop, the facilitators will share the details of a new Theory of Constraints based operational excellence initiative developed by the Utah Governor's Office of Management and Budget (GOMB) called the SUCCESS Framework. In addition to GOMB facilitators, the workshop will also feature a group of passionate TOC experts working with GOMB. |
1 hr. 30 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1429 |
Conference Proceedings |
Cox, Kristen |
Better, faster, cheaper state government |
2014 |
Washington, DC |
Utah state government has utilized TOC for the past several years and has achieved remarkable results. Based on these results, Utah Governor Gary R. Herbert formally initiated the use of TOC management tools and methods in all cabinet-level state agencies. This effort, which began in January 2013 under the leadership of Kristen Cox, has already proven to be effective across several types of pubic-sector work environments. The focus of the presentation will be to detail the strategies and tactics developed by the Governor's Office of Management and Budget to support state agencies in an enterprise-wide implementation. In addition, the presentation will highlight modifications to tactics based on lessons learned and inherent conflicts in government environments. Basic strategies and tactics of the Utah State Government TOC initiative include: developing necessary infrastructure, communication and messaging Utah's 25 percent improvement target, internal capacity, curriculum and tools, operational excellence initiatives, identification of main “systems” in state government, Throughput Operating Strategies, identification of primary work environments, performance management, adaptation of TOC metrics to government (Quality Throughput/Operating Expense), development of system measures (previous balanced scorecard contained over 400 different metrics and has been reduced to just over 100), operational measurements, budget processes, uncovering hidden capacity before increasing budgets, aggregate buffering, process of ongoing improvement, research and development, and evidence-based practices. In summary, the audience will gain an understanding and appreciation of Utah's ongoing journey to manage operations using TOC tools and methods. We would essentially be telling our story in an effort to motivate others to begin or further their respective government TOC efforts. Three learning objectives: 1. The audience will understand basic strategies for a TOC implementation in state government. 2.The audience will understand a common approach to measuring improvement in state government systems. 3. The audience will understand the intended future for Utah state government operations to utilize TOC management tools and practices, including aggregate buffering. |
Three questions for elaboration: 1. What have been the most difficult aspects of a government implementation and why? 2. How do you tailor your approach to different types of work environments-from production systems to human services? 3. How do you know if you are actually improving a system?
Better, Faster and Cheaper State Government Despite the many differences between private and public sector organizations, they share one common challenge – the increased pressure to achieve more with less. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of “for-profit organizations” to significantly improve their profitability; typically without increased costs or investment by focusing on the weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster, and cheaper government? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1430 |
Conference Proceedings |
|
Better, faster, cheaper state government |
2014 |
Washington, DC |
Utah state government has utilized TOC for the past several years and has achieved remarkable results. Based on these results, Utah Governor Gary R. Herbert formally initiated the use of TOC management tools and methods in all cabinet-level state agencies. This effort, which began in January 2013 under the leadership of Kristen Cox, has already proven to be effective across several types of pubic-sector work environments. The focus of the presentation will be to detail the strategies and tactics developed by the Governor's Office of Management and Budget to support state agencies in an enterprise-wide implementation. In addition, the presentation will highlight modifications to tactics based on lessons learned and inherent conflicts in government environments. Basic strategies and tactics of the Utah State Government TOC initiative include: developing necessary infrastructure, communication and messaging Utah's 25 percent improvement target, internal capacity, curriculum and tools, operational excellence initiatives, identification of main “systems” in state government, Throughput Operating Strategies, identification of primary work environments, performance management, adaptation of TOC metrics to government (Quality Throughput/Operating Expense), development of system measures (previous balanced scorecard contained over 400 different metrics and has been reduced to just over 100), operational measurements, budget processes, uncovering hidden capacity before increasing budgets, aggregate buffering, process of ongoing improvement, research and development, and evidence-based practices. In summary, the audience will gain an understanding and appreciation of Utah's ongoing journey to manage operations using TOC tools and methods. We would essentially be telling our story in an effort to motivate others to begin or further their respective government TOC efforts. Three learning objectives: 1. The audience will understand basic strategies for a TOC implementation in state government. 2.The audience will understand a common approach to measuring improvement in state government systems. 3. The audience will understand the intended future for Utah state government operations to utilize TOC management tools and practices, including aggregate buffering. |
Three questions for elaboration: 1. What have been the most difficult aspects of a government implementation and why? 2. How do you tailor your approach to different types of work environments-from production systems to human services? 3. How do you know if you are actually improving a system?
Better, Faster and Cheaper State Government Despite the many differences between private and public sector organizations, they share one common challenge – the increased pressure to achieve more with less. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of “for-profit organizations” to significantly improve their profitability; typically without increased costs or investment by focusing on the weakest link. Considering the increased budget pressures, challenging work environments and frequent distrust between stakeholders, could TOC really help government agencies achieve better, faster, and cheaper government? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1431 |
Conference Proceedings |
Covington, John |
What I learned about leadership from my dog |
2014 |
Washington, DC |
We all want our TOC initiatives to bear fruit. TOC initiative seeds sown by the various consulting, academic and industrial organizations differ little although the fruit that they bear may vary a lot. Why is that? Ponder a fruit orchard. What we want is more juicy fruit. What determines the quality and quantity of fruit from the tree? It is the soil. Who is the one that determines the added nutrients and the amount of water, etc for the soil? The farmer. So – let's use the analogy that the farmer is the leader who nurtures the soil and that the soil is the culture in which our ideas of improvement grow. The better the leadership, the better the soil thus the more fruit we get from our efforts. This presentation focused on improving leadership. We discussed there were two pathways we could take – an attribute model or a self-awareness model. The attribute model is one where we measure key attributes for proven leaders then measured those same attributes of the person we were trying to develop. We would then do a gap analysis and this person would be sent off to do work to narrow the gaps. That does not make a lot of sense. The self-awareness model is one where the person learns how their leadership behavior impacts others with the idea of adapting their style when needed. The presentation then discussed how dogs were a wonderful mirror one could use in a self-awareness model because they gave you instant feedback and that dogs must have a leader. So – if you are not providing adequate leadership, the dog will quickly let you know. The presentation focused on “trust” and its importance in relationships, leadership and information flow. There were some practical pointers on how to view trust with your employees/co-workers. |
John uses the analogy of building a relationship with his German Shepherd to building a relationship with employees, co-workers, friends and family members. The presentation dives into issues such as trust and what determines trust. The forward to the book was written by Tom Kilgore, the former CEO and President of the Tennessee Valley Authority and is endorsed by industry leaders, an Admiral and professional working dog people, all who gained working knowledge for the analogy. John claims, that the seven items “learned” by writing the book are:
1. Put more effort and science into the selection process. Many in the TOC community gained an interest in Requisite Organization – time span. This is discussed in the book.
2. The need to adapt one's leadership style based on the person, situation and time.
3. Leadership is about relationships and our level of self-awareness is critical
4. Trust your dog if you want better performance.
5. Be in the moment.
6. Learn the language of those you are leading.
7. Be more serious about dominion and its responsibilities. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1432 |
Conference Proceedings |
|
What I learned about leadership from my dog |
2014 |
Washington, DC |
We all want our TOC initiatives to bear fruit. TOC initiative seeds sown by the various consulting, academic and industrial organizations differ little although the fruit that they bear may vary a lot. Why is that? Ponder a fruit orchard. What we want is more juicy fruit. What determines the quality and quantity of fruit from the tree? It is the soil. Who is the one that determines the added nutrients and the amount of water, etc for the soil? The farmer. So – let's use the analogy that the farmer is the leader who nurtures the soil and that the soil is the culture in which our ideas of improvement grow. The better the leadership, the better the soil thus the more fruit we get from our efforts. This presentation focused on improving leadership. We discussed there were two pathways we could take – an attribute model or a self-awareness model. The attribute model is one where we measure key attributes for proven leaders then measured those same attributes of the person we were trying to develop. We would then do a gap analysis and this person would be sent off to do work to narrow the gaps. That does not make a lot of sense. The self-awareness model is one where the person learns how their leadership behavior impacts others with the idea of adapting their style when needed. The presentation then discussed how dogs were a wonderful mirror one could use in a self-awareness model because they gave you instant feedback and that dogs must have a leader. So – if you are not providing adequate leadership, the dog will quickly let you know. The presentation focused on “trust” and its importance in relationships, leadership and information flow. There were some practical pointers on how to view trust with your employees/co-workers. |
John uses the analogy of building a relationship with his German Shepherd to building a relationship with employees, co-workers, friends and family members. The presentation dives into issues such as trust and what determines trust. The forward to the book was written by Tom Kilgore, the former CEO and President of the Tennessee Valley Authority and is endorsed by industry leaders, an Admiral and professional working dog people, all who gained working knowledge for the analogy. John claims, that the seven items “learned” by writing the book are:
1. Put more effort and science into the selection process. Many in the TOC community gained an interest in Requisite Organization – time span. This is discussed in the book.
2. The need to adapt one's leadership style based on the person, situation and time.
3. Leadership is about relationships and our level of self-awareness is critical
4. Trust your dog if you want better performance.
5. Be in the moment.
6. Learn the language of those you are leading.
7. Be more serious about dominion and its responsibilities. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1433 |
Conference Proceedings |
Cohen, Oded |
Lessons for production management for MTO using G-Sim simulator: How-to upgrade workshop |
2014 |
Washington, DC |
The Goldratt Simulator (GSim) was built by Eli Schragenheim in 1986 on the base of the computerized OPT game that he developed in 1984. The GSim played a significant role in educating generations of Jonahs and TOC managers around the world. However, it seems that GSim is not widely used anymore and that there are many new members of TOCICO as well as new comers to TOC that hardly know about the simulator and the benefits it gives in transferring the TOC knowledge. The objective of this workshop is to re-introduce the Gsim to the TOC community and to show how it can be used for transferring the most updated TOC knowledge for managing MTO production and operations. The workshop will present how to use the GSim for transferring the understanding how to plan MTO production using the base injections of the solution. If the time permits, some views about how to transfer the execution control understanding using GSim will be presented. |
Introduction Since early days of TOC and even before it was called TOC- a major challenge has been – how to transfer the conceptual understanding of managing the TOC way. Today we have the TOC solution for MTO in a very structured way. Nevertheless, we still experience difficulties in comprehension of the injections of the MTO solution. Participants in the training programs appreciate some hands-on work and experience in class so to get better feeling about the essence and meaning of the injections. Just telling them is not enough. Games and computer simulators can significantly help. We have a high quality simulator – the GSim. Even though it was built for DBR, it can be effectively used for demonstrating S-DBR and the MTO solution. By better knowledge of the GSim and the use of it as an educational tool – the GSim can be integrated into the work of the TOC practitioners and to better support the successful implementation of the MTO solution.
The Structure of the workshop:
The workshop starts with a quick overview of the MTO solution through the three parts: mindset, quick improvements in DDP and POOGI. Thereafter the simulator is presented and explanation how to run it.
Run #1 – the intuitive run
The group is given the layout of the plant are asked to production plan for a week. A team of two people (who have not run in before) are asked to come to the front and run the simulator according to their plan. The entire group will watch them following their plan. By the end of each day – an observation will be given about the progress.
By the end of the simulated week:
• Introducing MTO-Injection 1
• Establishing the contribution of production to the bottom line performance of the company through on-time delivery
• Gap analysis – the reasons for the low performance (common excuses and the TOC suggested core problem)
• Direction of solution – Planning the material release
• Establishing the “Drum: - sequencing the customers' orders
Preparation for Run #2
• Introducing MTO-Injection 2
• Establishing the Production Buffer(s)
• Preparing the Work Orders (WOs)
• Planning how to handle the open WOs
• Releasing of New WOs
• Dealing with common parts (B3)
Run #2 –
• Assigning responsibilities
• Working on open WOs
• Releasing new WOs
• Recording LoS (Length of Stay)
Preparing for Execution Control (optional): Injection 3 – assigning resources (not handled by GSim); Injection 4 – recovery actions and dealing with “Murphy” – machine breakdown and scrap.
Summary
The use of GSim for MTO planning: demonstrating injections 1 and 2.
Show how GSim is used to demonstrate the first 3 of the 5 focusing steps.
Learning Objectives:
1. The way to use the GSim with the implementation team
2. Understanding of the way to communicate MTO-Injection 1 and 2
3. A better appreciation of the practicalities of GSim for checking the comprehension of the changes to production planning
Questions that may be asked:
1. Why there is a different terminology between MTO and the GSim?
2. Why people cannot get the message just by playing the game themselves (self learning)?
3. How to model their reality into the GSim? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1434 |
Conference Proceedings |
|
Lessons for production management for MTO using G-Sim simulator: How-to upgrade workshop |
2014 |
Washington, DC |
The Goldratt Simulator (GSim) was built by Eli Schragenheim in 1986 on the base of the computerized OPT game that he developed in 1984. The GSim played a significant role in educating generations of Jonahs and TOC managers around the world. However, it seems that GSim is not widely used anymore and that there are many new members of TOCICO as well as new comers to TOC that hardly know about the simulator and the benefits it gives in transferring the TOC knowledge. The objective of this workshop is to re-introduce the Gsim to the TOC community and to show how it can be used for transferring the most updated TOC knowledge for managing MTO production and operations. The workshop will present how to use the GSim for transferring the understanding how to plan MTO production using the base injections of the solution. If the time permits, some views about how to transfer the execution control understanding using GSim will be presented. |
Introduction Since early days of TOC and even before it was called TOC- a major challenge has been – how to transfer the conceptual understanding of managing the TOC way. Today we have the TOC solution for MTO in a very structured way. Nevertheless, we still experience difficulties in comprehension of the injections of the MTO solution. Participants in the training programs appreciate some hands-on work and experience in class so to get better feeling about the essence and meaning of the injections. Just telling them is not enough. Games and computer simulators can significantly help. We have a high quality simulator – the GSim. Even though it was built for DBR, it can be effectively used for demonstrating S-DBR and the MTO solution. By better knowledge of the GSim and the use of it as an educational tool – the GSim can be integrated into the work of the TOC practitioners and to better support the successful implementation of the MTO solution.
The Structure of the workshop:
The workshop starts with a quick overview of the MTO solution through the three parts: mindset, quick improvements in DDP and POOGI. Thereafter the simulator is presented and explanation how to run it.
Run #1 – the intuitive run
The group is given the layout of the plant are asked to production plan for a week. A team of two people (who have not run in before) are asked to come to the front and run the simulator according to their plan. The entire group will watch them following their plan. By the end of each day – an observation will be given about the progress.
By the end of the simulated week:
• Introducing MTO-Injection 1
• Establishing the contribution of production to the bottom line performance of the company through on-time delivery
• Gap analysis – the reasons for the low performance (common excuses and the TOC suggested core problem)
• Direction of solution – Planning the material release
• Establishing the “Drum: - sequencing the customers' orders
Preparation for Run #2
• Introducing MTO-Injection 2
• Establishing the Production Buffer(s)
• Preparing the Work Orders (WOs)
• Planning how to handle the open WOs
• Releasing of New WOs
• Dealing with common parts (B3)
Run #2 –
• Assigning responsibilities
• Working on open WOs
• Releasing new WOs
• Recording LoS (Length of Stay)
Preparing for Execution Control (optional): Injection 3 – assigning resources (not handled by GSim); Injection 4 – recovery actions and dealing with “Murphy” – machine breakdown and scrap.
Summary
The use of GSim for MTO planning: demonstrating injections 1 and 2.
Show how GSim is used to demonstrate the first 3 of the 5 focusing steps.
Learning Objectives:
1. The way to use the GSim with the implementation team
2. Understanding of the way to communicate MTO-Injection 1 and 2
3. A better appreciation of the practicalities of GSim for checking the comprehension of the changes to production planning
Questions that may be asked:
1. Why there is a different terminology between MTO and the GSim?
2. Why people cannot get the message just by playing the game themselves (self learning)?
3. How to model their reality into the GSim? |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1435 |
Conference Proceedings |
Cohen, Oded |
TOC thinking processes – TP basics |
2014 |
Washington, DC |
TOC is for people who desire to improve – systems and life. TOC has started in the area of managing production. It presented a different way of managing the flow – in planning as well as in execution. The OPT software that was developed in the 1970's was powerful and brought immediate improvements. At the same time it was difficult to transfer the reasoning of the new approach to those who were supposed to manage production in the new way. That created the need for an effective way to transfer the knowledge and to persuade others about its validity. Another need for such an approach and tools came from the desire to expand the TOC solutions beyond production and logistical flow. This brought Eli Goldratt to initiate the development of a set of tools to systematically develop and/or capture the reasoning underlying the TOC solutions. The result of this development is a comprehensive set of tools that can enable people to develop, record and communicate their reasoning behind their ideas of what is needed to be done in order to improve. These tools are called the TOC TP – Thinking Processes. The workshop will present a quick reference to the spectrum of tools provided by TOC. This is with the view of giving new comers the terminology and the purpose of the different tools. The set of the TP tools contain over twenty items that are structured in five groups: 1. Mindset & Basics – Commitment to logic based management. 2. Current Reality - understanding the problem – answering “What to Change?”. 3. Future Reality - establishing the solution – “What to change to?”. 4. Transition - implementing the solution – “How to cause the change?”. 5. POOGI – Continuous improvement – “How to grow?” |
1 hr. 28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1436 |
Conference Proceedings |
|
TOC thinking processes – TP basics |
2014 |
Washington, DC |
TOC is for people who desire to improve – systems and life. TOC has started in the area of managing production. It presented a different way of managing the flow – in planning as well as in execution. The OPT software that was developed in the 1970's was powerful and brought immediate improvements. At the same time it was difficult to transfer the reasoning of the new approach to those who were supposed to manage production in the new way. That created the need for an effective way to transfer the knowledge and to persuade others about its validity. Another need for such an approach and tools came from the desire to expand the TOC solutions beyond production and logistical flow. This brought Eli Goldratt to initiate the development of a set of tools to systematically develop and/or capture the reasoning underlying the TOC solutions. The result of this development is a comprehensive set of tools that can enable people to develop, record and communicate their reasoning behind their ideas of what is needed to be done in order to improve. These tools are called the TOC TP – Thinking Processes. The workshop will present a quick reference to the spectrum of tools provided by TOC. This is with the view of giving new comers the terminology and the purpose of the different tools. The set of the TP tools contain over twenty items that are structured in five groups: 1. Mindset & Basics – Commitment to logic based management. 2. Current Reality - understanding the problem – answering “What to Change?”. 3. Future Reality - establishing the solution – “What to change to?”. 4. Transition - implementing the solution – “How to cause the change?”. 5. POOGI – Continuous improvement – “How to grow?” |
1 hr. 28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1437 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
UNIVERSE BEYOND THE EARTH: Standing on shoulders of the giant (replenishment solution) |
2014 |
Washington, DC |
TOC replenishment solution is implemented in many companies that are involved in distribution and sale of their products through the network of dealers/distributors, retailers. When the author faced an implementation in a company that sells feed for cows where the company didn't produce many SKUs, the products produced were commodity products and value created through availability of products to end customers was not enough to get a significant jump in performance of the system. That forced the author to think, “How can a substantial value be created to end customers beyond just availability?” The solution developed was: Helping farmers to improve overall profit from cow farming which was not just related to product sold by the company. This forced the author to think of value creation to the end customer's environment by additional solutions other than just availability of product. In one more environment similar solutions were developed and tested in the form of PoC (proof of concept) to validate the assumption “Significant value to end customers can be unleashed by building solutions to go beyond availability”. The entire method is translated into a generic process to enable TOC experts to use it in any distribution environment. The paper also talks about assumptions that are preventing most of the TOC implementations from going beyond availability and inventory turns. |
28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1438 |
Conference Proceedings |
|
UNIVERSE BEYOND THE EARTH: Standing on shoulders of the giant (replenishment solution) |
2014 |
Washington, DC |
TOC replenishment solution is implemented in many companies that are involved in distribution and sale of their products through the network of dealers/distributors, retailers. When the author faced an implementation in a company that sells feed for cows where the company didn't produce many SKUs, the products produced were commodity products and value created through availability of products to end customers was not enough to get a significant jump in performance of the system. That forced the author to think, “How can a substantial value be created to end customers beyond just availability?” The solution developed was: Helping farmers to improve overall profit from cow farming which was not just related to product sold by the company. This forced the author to think of value creation to the end customer's environment by additional solutions other than just availability of product. In one more environment similar solutions were developed and tested in the form of PoC (proof of concept) to validate the assumption “Significant value to end customers can be unleashed by building solutions to go beyond availability”. The entire method is translated into a generic process to enable TOC experts to use it in any distribution environment. The paper also talks about assumptions that are preventing most of the TOC implementations from going beyond availability and inventory turns. |
28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1439 |
Conference Proceedings |
Camp, Henry |
Pulling TOC step 0: How to overcome fear of moving (and staying) on TOC |
2014 |
Washington, DC |
Problem: It is amazing to advocates how slowly TOC is accepted by the cost world. As in the Garden of Eden, once you taste of the apple of knowledge, your innocence is forever lost. Once you even begin to appreciate the benefits of TOC and desire more, two things happen in your brain. First, you experience an irresistible urge to save cost world thinkers by telling them about it and, secondly, you lose the ability to simply explain your aha moment. Strangely, what we try to do is push our TOC knowledge on others, even though we know flow is enhanced by pull, whether it be flow of goods or ideas. It must be a resilient cost world hangover that compels us to push. Thus, a worldwide TOC consulting community has sprung up to serve a market that isn't ready. What is worse, those companies who do decide to move on TOC often underachieve the potential results and too often devolve back into the cost world. My presentation Objective: Share a generic mechanism to help break through natural human fears so that TOC is embraced more easily and quickly. A new left edge reliably achieves sufficiency for any of the TOC Transitional Strategy and Tactic Trees to enhance implementation results and sustainability with emotional human beings. The approach pulls stakeholders to buy-in. Better still, people are looking for this solution and are willing to spend or budget for it. |
This presentation suggests a preliminary step that will open doors to Cost World companies. It is a mistake to start with TOC. Conventional managers are not ready for it for very good reasons, which are detailed in the presentation. It is better to start with the Thinking Processes to solve a problem that every company's management desperately wants to solve. The problem is the degree of pressure, stress, lack of trust and the general sense that too little is getting done inside companies today. Every manager is aware of this problem and those who are neither masochists nor sadists want a solution. Of course, the solution is to create human capacity inside the company by eliminating bad multitasking. Once surviving becomes easy, improving soon arrives on the to-do list and managers become open to TOC knowledge. I have written and will share Strategy and Tactic tree nodes under a new section 2.0 which I recommend be undertaken as a stand-alone engagement or as a first step before a holistic TOC engagement. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1440 |
Conference Proceedings |
|
Pulling TOC step 0: How to overcome fear of moving (and staying) on TOC |
2014 |
Washington, DC |
Problem: It is amazing to advocates how slowly TOC is accepted by the cost world. As in the Garden of Eden, once you taste of the apple of knowledge, your innocence is forever lost. Once you even begin to appreciate the benefits of TOC and desire more, two things happen in your brain. First, you experience an irresistible urge to save cost world thinkers by telling them about it and, secondly, you lose the ability to simply explain your aha moment. Strangely, what we try to do is push our TOC knowledge on others, even though we know flow is enhanced by pull, whether it be flow of goods or ideas. It must be a resilient cost world hangover that compels us to push. Thus, a worldwide TOC consulting community has sprung up to serve a market that isn't ready. What is worse, those companies who do decide to move on TOC often underachieve the potential results and too often devolve back into the cost world. My presentation Objective: Share a generic mechanism to help break through natural human fears so that TOC is embraced more easily and quickly. A new left edge reliably achieves sufficiency for any of the TOC Transitional Strategy and Tactic Trees to enhance implementation results and sustainability with emotional human beings. The approach pulls stakeholders to buy-in. Better still, people are looking for this solution and are willing to spend or budget for it. |
This presentation suggests a preliminary step that will open doors to Cost World companies. It is a mistake to start with TOC. Conventional managers are not ready for it for very good reasons, which are detailed in the presentation. It is better to start with the Thinking Processes to solve a problem that every company's management desperately wants to solve. The problem is the degree of pressure, stress, lack of trust and the general sense that too little is getting done inside companies today. Every manager is aware of this problem and those who are neither masochists nor sadists want a solution. Of course, the solution is to create human capacity inside the company by eliminating bad multitasking. Once surviving becomes easy, improving soon arrives on the to-do list and managers become open to TOC knowledge. I have written and will share Strategy and Tactic tree nodes under a new section 2.0 which I recommend be undertaken as a stand-alone engagement or as a first step before a holistic TOC engagement. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1441 |
Conference Proceedings |
Baptista, Humberto |
Modern TOC distribution or everything you wanted to know about TOC distribution, but were afraid to ask |
2014 |
Washington, DC |
The TOC distribution solution has the widest applicability and at the same time one of the worst documentations and knowledge available. This workshop brings together a comprehensive collection of the knowledge developed in the last decade in many different places and production to retail and how the logic behind the TOC distribution solution applies in many different situations. The topics of setting initial buffers (of what, and by how much); balancing the stocks; the importance of frequency x lead time, DBM the inner workings and its limits and how to adapt it to different situations (like poor availability of the source, very small buffers, buy-once products, fast movers, grids (sets, etc.)); seasonalities (types and how to model them); modeling the life cycle of a product; changes to the supply chain footprint and their impact; dealing with very slow movers; the concept of freshness and fashion (myths and truths) are presented and worked on by the participants to reveal the cause and effect (using the 3 layers of logic) behind each. |
From the basic logic of the TOC distribution solution we analyze what is necessary to implement it, what more than one decade of implementations have gathered as the most effective ways to implement it and to fine tune it. Initially the distribution cloud is reanalyzed and a deeper connection between the 3 logistical applications (operations, projects and distribution) is presented. The design (current and future) of the supply chain is then analyzed so that the cause and effect of the decisions are well understood. Then the supply practices and injections are evaluated and the role of buffers, together with techniques for setting initial values (including how to select which part of the Mix to affect) and the importance of balancing stocks is evaluated. The impacts of frequency and lead time are contrasted and evaluated against usual practices of asset utilization (loading nearly full trucks, routes, dock bays limitations, frequency of picking etc.) The dynamic buffer management injections are then evaluated and the requirements to have it implemented are made explicit. The limits of the classic DBM are evaluated and challenged as we analyze and deal with the exceptions to automatic DBM, very small buffers, fast movers and also how to deal with grids. Seasonalities are very important in the vast majority of supply chains and they are here analyzed in depth and the 3 major types are defined and their boundaries defined: the “in the noise” seasonality; normal seasonality and the super-seasonality (where there are several active CCRs in the supply chain emerging simultaneously due to the seasonality). How to apply seasonalities, to what products and by how much (against different curves of demand) how to get the proper quantities to support them distributed into the supply chain in the proper time are analyzed here. Mix management and category buffer management are then introduced as a very recent advance in managing the mix according to demand and how can it be deployed in accordance to the TOC distribution logic and specifically how it impacts retail operations. In each part participants are invited to explore, challenge and distill the proper cause and effect in the full TOC distribution solution using the 3 layers of logic (causality, magnitude and timing). |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1442 |
Conference Proceedings |
|
Modern TOC distribution or everything you wanted to know about TOC distribution, but were afraid to ask |
2014 |
Washington, DC |
The TOC distribution solution has the widest applicability and at the same time one of the worst documentations and knowledge available. This workshop brings together a comprehensive collection of the knowledge developed in the last decade in many different places and production to retail and how the logic behind the TOC distribution solution applies in many different situations. The topics of setting initial buffers (of what, and by how much); balancing the stocks; the importance of frequency x lead time, DBM the inner workings and its limits and how to adapt it to different situations (like poor availability of the source, very small buffers, buy-once products, fast movers, grids (sets, etc.)); seasonalities (types and how to model them); modeling the life cycle of a product; changes to the supply chain footprint and their impact; dealing with very slow movers; the concept of freshness and fashion (myths and truths) are presented and worked on by the participants to reveal the cause and effect (using the 3 layers of logic) behind each. |
From the basic logic of the TOC distribution solution we analyze what is necessary to implement it, what more than one decade of implementations have gathered as the most effective ways to implement it and to fine tune it. Initially the distribution cloud is reanalyzed and a deeper connection between the 3 logistical applications (operations, projects and distribution) is presented. The design (current and future) of the supply chain is then analyzed so that the cause and effect of the decisions are well understood. Then the supply practices and injections are evaluated and the role of buffers, together with techniques for setting initial values (including how to select which part of the Mix to affect) and the importance of balancing stocks is evaluated. The impacts of frequency and lead time are contrasted and evaluated against usual practices of asset utilization (loading nearly full trucks, routes, dock bays limitations, frequency of picking etc.) The dynamic buffer management injections are then evaluated and the requirements to have it implemented are made explicit. The limits of the classic DBM are evaluated and challenged as we analyze and deal with the exceptions to automatic DBM, very small buffers, fast movers and also how to deal with grids. Seasonalities are very important in the vast majority of supply chains and they are here analyzed in depth and the 3 major types are defined and their boundaries defined: the “in the noise” seasonality; normal seasonality and the super-seasonality (where there are several active CCRs in the supply chain emerging simultaneously due to the seasonality). How to apply seasonalities, to what products and by how much (against different curves of demand) how to get the proper quantities to support them distributed into the supply chain in the proper time are analyzed here. Mix management and category buffer management are then introduced as a very recent advance in managing the mix according to demand and how can it be deployed in accordance to the TOC distribution logic and specifically how it impacts retail operations. In each part participants are invited to explore, challenge and distill the proper cause and effect in the full TOC distribution solution using the 3 layers of logic (causality, magnitude and timing). |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1443 |
Conference Proceedings |
Camp, Henry |
Investing with TOC (Part 2) |
2014 |
Washington, DC |
This presentation details actual results of TOC Equity Partners' first acquisition. So far, the company value has increased 30X, after 18 months. The presentation objective: To be a catalyst to spread TOC through a process: Buy conventional cost world companies. Make them much more profitable using TOC. Sell for big profits, thereby converting investors and employees who want to repeat the process. The outcomes we want are to make money which will increase demand for TOC and make a difference in the world. This is what TOC people should do to make TOC “the way”. The presentation is divided into two parts. Henry Camp will cover: brief review of Part 1, in which the concept of using TOC in private equity was shared; explanation of Hawkeye Engine Services; show year 1 and 2 results: top line to bottom line in 2 years!; and explain the business model. Brian Delfield with then show how the 5 focusing steps were applied; describe the cash constrained environment; explain the decision to focus on profit per quarter instead of profit per engine. He also explains: subordination; flip engines; aggressively moving no-cost parts; supply buffer; sales machine (steam – water – ice); and summarize subordinations as reducing cash-to-cash cycle. Henry Camp then summarizes: put your money where your mind is; and responds to questions. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1444 |
Conference Proceedings |
Delfield, Brian |
Investing with TOC (Part 2) |
2014 |
Washington, DC |
This presentation details actual results of TOC Equity Partners' first acquisition. So far, the company value has increased 30X, after 18 months. The presentation objective: To be a catalyst to spread TOC through a process: Buy conventional cost world companies. Make them much more profitable using TOC. Sell for big profits, thereby converting investors and employees who want to repeat the process. The outcomes we want are to make money which will increase demand for TOC and make a difference in the world. This is what TOC people should do to make TOC “the way”. The presentation is divided into two parts. Henry Camp will cover: brief review of Part 1, in which the concept of using TOC in private equity was shared; explanation of Hawkeye Engine Services; show year 1 and 2 results: top line to bottom line in 2 years!; and explain the business model. Brian Delfield with then show how the 5 focusing steps were applied; describe the cash constrained environment; explain the decision to focus on profit per quarter instead of profit per engine. He also explains: subordination; flip engines; aggressively moving no-cost parts; supply buffer; sales machine (steam – water – ice); and summarize subordinations as reducing cash-to-cash cycle. Henry Camp then summarizes: put your money where your mind is; and responds to questions. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1445 |
Conference Proceedings |
|
Investing with TOC (Part 2) |
2014 |
Washington, DC |
This presentation details actual results of TOC Equity Partners' first acquisition. So far, the company value has increased 30X, after 18 months. The presentation objective: To be a catalyst to spread TOC through a process: Buy conventional cost world companies. Make them much more profitable using TOC. Sell for big profits, thereby converting investors and employees who want to repeat the process. The outcomes we want are to make money which will increase demand for TOC and make a difference in the world. This is what TOC people should do to make TOC “the way”. The presentation is divided into two parts. Henry Camp will cover: brief review of Part 1, in which the concept of using TOC in private equity was shared; explanation of Hawkeye Engine Services; show year 1 and 2 results: top line to bottom line in 2 years!; and explain the business model. Brian Delfield with then show how the 5 focusing steps were applied; describe the cash constrained environment; explain the decision to focus on profit per quarter instead of profit per engine. He also explains: subordination; flip engines; aggressively moving no-cost parts; supply buffer; sales machine (steam – water – ice); and summarize subordinations as reducing cash-to-cash cycle. Henry Camp then summarizes: put your money where your mind is; and responds to questions. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1446 |
Conference Proceedings |
Budd, Charlene |
Decision making in non-internal constraint organizations and why it is difficult to gain the true support of accounting and finance professionals in TOC implementations |
2014 |
Washington, DC |
Everyone is quite familiar with the throughput (T) per constraint time per unit, also known in accounting circles as contribution margin (CM) per constraint unit, that applies to product mix decisions when there is an internal constraint. As Eli Schragenheim recently has pointed out, T/constraint time (T/CU), does not apply when there is no internal constraint. Today, many businesses do not have an internal constraint. Assuming an internal constraint exists where there is none, can result in decisions that not only do not improve results, they actually can cause diminished results. Does Throughput Accounting (TA) have nothing to contribute in non-internal-constraint environments? This session assumes that there is a way for TA to address decision making in companies that do not have internal constraints. Several examples will show the superiority of TA, using relevant information, to the traditional cost accounting full-allocation approach. These examples represent real situations. Methodologies exist to handle decisions in a non-internal constraint environment. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1447 |
Conference Proceedings |
|
Decision making in non-internal constraint organizations and why it is difficult to gain the true support of accounting and finance professionals in TOC implementations |
2014 |
Washington, DC |
Everyone is quite familiar with the throughput (T) per constraint time per unit, also known in accounting circles as contribution margin (CM) per constraint unit, that applies to product mix decisions when there is an internal constraint. As Eli Schragenheim recently has pointed out, T/constraint time (T/CU), does not apply when there is no internal constraint. Today, many businesses do not have an internal constraint. Assuming an internal constraint exists where there is none, can result in decisions that not only do not improve results, they actually can cause diminished results. Does Throughput Accounting (TA) have nothing to contribute in non-internal-constraint environments? This session assumes that there is a way for TA to address decision making in companies that do not have internal constraints. Several examples will show the superiority of TA, using relevant information, to the traditional cost accounting full-allocation approach. These examples represent real situations. Methodologies exist to handle decisions in a non-internal constraint environment. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1448 |
Conference Proceedings |
Brown-Brulant, David |
Extending the critical chain project management body of knowledge to research and development using the lean six-sigma model or how lean six sigma can help when applying CCPM to uncertain projects |
2014 |
Washington, DC |
The goal of this presentation is to illustrate two points. Firstly that, in the context of research and development or uncertain projects, the lean six sigma (LSS) approach to project management has striking similarities with critical chain project management (CCPM). Secondly that the LSS tools may be used to apply CCPM into the area of uncertain projects. We consider LSS as a project management style that can strongly resemble CCPM. The LSS toolbox can also be very useful in resolving the conflicts that arise when we attempt to introduce the theory of constraints focus into a field that is exposed to late stage failure. In the first part of the presentation, we examine the alignment of LSS with CCPM from a first principles point of view. Our findings are that the two styles are directly comparable in the context of high pushback and that the LSS style can resolve a fundamental tension between classic CCPM and uncertain projects. In the 2nd half of the presentation, we draw on examples of real projects across different industries to illustrate the usefulness of the LSS tools from a practical perspective to run fast projects by radically increasing project process effectiveness. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1449 |
Conference Proceedings |
|
Extending the critical chain project management body of knowledge to research and development using the lean six-sigma model or how lean six sigma can help when applying CCPM to uncertain projects |
2014 |
Washington, DC |
The goal of this presentation is to illustrate two points. Firstly that, in the context of research and development or uncertain projects, the lean six sigma (LSS) approach to project management has striking similarities with critical chain project management (CCPM). Secondly that the LSS tools may be used to apply CCPM into the area of uncertain projects. We consider LSS as a project management style that can strongly resemble CCPM. The LSS toolbox can also be very useful in resolving the conflicts that arise when we attempt to introduce the theory of constraints focus into a field that is exposed to late stage failure. In the first part of the presentation, we examine the alignment of LSS with CCPM from a first principles point of view. Our findings are that the two styles are directly comparable in the context of high pushback and that the LSS style can resolve a fundamental tension between classic CCPM and uncertain projects. In the 2nd half of the presentation, we draw on examples of real projects across different industries to illustrate the usefulness of the LSS tools from a practical perspective to run fast projects by radically increasing project process effectiveness. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1450 |
Conference Proceedings |
Barnard, Alan |
Introduction to strategy & tactic: The theory of constraints way |
2014 |
Washington, DC |
For Theory of Constraints to really make a positive impact on “leaving a better world behind,” it has to show that it can reduce avoidable decision mistakes within both our personal or professional lives. These decision mistakes waste our scarcest resources – our limited attention – by causing us to do what we should not (errors of commissions), not do what we should (errors of omission) and repeating mistakes (errors of detection & correction). In the GOAL, Dr. Eli Goldratt suggested we could all be outstanding “scientists” who contribute to leaving a better world behind by following just two simple steps. Step 1 requires the courage to face inconsistencies (e.g. important expectation gaps within our personal or professional lives) and Step 2 requires challenging basic assumptions related to these inconsistencies or stressful expectation gaps. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1451 |
Conference Proceedings |
|
Introduction to strategy & tactic: The theory of constraints way |
2014 |
Washington, DC |
For Theory of Constraints to really make a positive impact on “leaving a better world behind,” it has to show that it can reduce avoidable decision mistakes within both our personal or professional lives. These decision mistakes waste our scarcest resources – our limited attention – by causing us to do what we should not (errors of commissions), not do what we should (errors of omission) and repeating mistakes (errors of detection & correction). In the GOAL, Dr. Eli Goldratt suggested we could all be outstanding “scientists” who contribute to leaving a better world behind by following just two simple steps. Step 1 requires the courage to face inconsistencies (e.g. important expectation gaps within our personal or professional lives) and Step 2 requires challenging basic assumptions related to these inconsistencies or stressful expectation gaps. |
1 hr. 26 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1452 |
Conference Proceedings |
Barnard, Alan |
The bottleneck is always at the top of the bottle: How to increase productivity (in public & private sector) by improving happiness and harmony |
2014 |
Washington, DC |
For Theory of Constraints to really make a positive impact on “leaving a better world behind", it has to show that it can reduce avoidable decision mistakes within both our personal or professional lives. These decision mistakes waste our scarcest resources – our limited attention – by causing us to do what we should not (errors of commissions), not do what we should (errors of omission) and repeating mistakes (errors of detection & correction). In THE GOAL, Dr. Eli Goldratt suggested we could all be outstanding “scientist” who contributes to leaving a better world behind by following just two steps. Step 1 requires the courage to face inconsistencies (e.g. important expectation gaps within our personal or professional lives) and Step 2 requires challenging basic assumptions related to these inconsistencies or stressful expectation gaps. In this paper titled “The Bottleneck is Always at the Top of the Bottle”, Dr. Alan Barnard will present exciting new research findings on new generic classifications, correlations and cause-effects found based on the critical analysis of a unique set of data gathered from over 15 Odyssey Programs that he facilitated with a group of passionate volunteers since 2005. The data analyzed include the full Theory of Constraints Thinking Process (TOC TP) analysis done by close to 1000 Odyssey program attendees from over 30 countries ranging in ages from 15 to 70 years on stressful personal and business expectation gaps to identify their core conflicts and related limiting assumptions and injections. |
38 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1453 |
Conference Proceedings |
|
The bottleneck is always at the top of the bottle: How to increase productivity (in public & private sector) by improving happiness and harmony |
2014 |
Washington, DC |
For Theory of Constraints to really make a positive impact on “leaving a better world behind", it has to show that it can reduce avoidable decision mistakes within both our personal or professional lives. These decision mistakes waste our scarcest resources – our limited attention – by causing us to do what we should not (errors of commissions), not do what we should (errors of omission) and repeating mistakes (errors of detection & correction). In THE GOAL, Dr. Eli Goldratt suggested we could all be outstanding “scientist” who contributes to leaving a better world behind by following just two steps. Step 1 requires the courage to face inconsistencies (e.g. important expectation gaps within our personal or professional lives) and Step 2 requires challenging basic assumptions related to these inconsistencies or stressful expectation gaps. In this paper titled “The Bottleneck is Always at the Top of the Bottle”, Dr. Alan Barnard will present exciting new research findings on new generic classifications, correlations and cause-effects found based on the critical analysis of a unique set of data gathered from over 15 Odyssey Programs that he facilitated with a group of passionate volunteers since 2005. The data analyzed include the full Theory of Constraints Thinking Process (TOC TP) analysis done by close to 1000 Odyssey program attendees from over 30 countries ranging in ages from 15 to 70 years on stressful personal and business expectation gaps to identify their core conflicts and related limiting assumptions and injections. |
38 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1454 |
Conference Proceedings |
Baptista, Humberto |
Real TOC: Why successful TOC implementations fail, fade or revert and what to do about it |
2014 |
Washington, DC |
Why aren't there many known long duration successful TOC implementations? Even standard, from “The Book” implementations yield results that are coveted today and benefit the organizations involved. And this lack of evidence cannot be attributed to lack of successful TOC implementations, the sheer amount of cases, quotes, articles, etc. demonstrate clearly that these are common. If there are a number of successful TOC implementations reported and a few long term successes reported that can be attributed either by a tendency of not revealing the success after a while or a disengaging of the TOC implementations. If an organization was open enough in the beginning to report the TOC implementation success it is not unlikely that the same organization will report it in the future. So we're left with a disengaging of the TOC implementation. And if this is the case the number of successful TOC implementations that either fade, fail or revert point towards a systemic cause that prevents POOGI from taking root and flourishing. In this presentation we'll explore the cause and effect that leads to such a situation and we'll present a probable systemic cause, validate it with predicted effects and then proceed to analyze 3 real cases. The 3 cases presented can be even considered successful from the point of view of the organizations, but yielded (after a while) poor results compared to what could be expected compared with similar TOC cases. there is a clear law of diminishing returns effect present, what should not be seen if there was a healthy POOGI process in place. In each case we'll present the core cloud that explains the slowing down and eventual halt of the TOC activities and derive the generic core cloud of this problem. After the erroneous assumption is surfaced and challenged and a new solution is presented along with its future reality. A process is also suggested to prevent this kind of fate from happening to TOC implementations based on the solution proposed. |
Many if not the vast majority of successful TOC implementations fade, fail or revert back to pre-TOC ways. The mere number and diversity of such cases strongly suggests a common systemic cause for this behaviour. In this presentation we'll explore this reality, formulate an hypothesis and present 3 cases that illustrate this hypothesis and propose a solution for this problem. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1455 |
Conference Proceedings |
|
Real TOC: Why successful TOC implementations fail, fade or revert and what to do about it |
2014 |
Washington, DC |
Why aren't there many known long duration successful TOC implementations? Even standard, from “The Book” implementations yield results that are coveted today and benefit the organizations involved. And this lack of evidence cannot be attributed to lack of successful TOC implementations, the sheer amount of cases, quotes, articles, etc. demonstrate clearly that these are common. If there are a number of successful TOC implementations reported and a few long term successes reported that can be attributed either by a tendency of not revealing the success after a while or a disengaging of the TOC implementations. If an organization was open enough in the beginning to report the TOC implementation success it is not unlikely that the same organization will report it in the future. So we're left with a disengaging of the TOC implementation. And if this is the case the number of successful TOC implementations that either fade, fail or revert point towards a systemic cause that prevents POOGI from taking root and flourishing. In this presentation we'll explore the cause and effect that leads to such a situation and we'll present a probable systemic cause, validate it with predicted effects and then proceed to analyze 3 real cases. The 3 cases presented can be even considered successful from the point of view of the organizations, but yielded (after a while) poor results compared to what could be expected compared with similar TOC cases. there is a clear law of diminishing returns effect present, what should not be seen if there was a healthy POOGI process in place. In each case we'll present the core cloud that explains the slowing down and eventual halt of the TOC activities and derive the generic core cloud of this problem. After the erroneous assumption is surfaced and challenged and a new solution is presented along with its future reality. A process is also suggested to prevent this kind of fate from happening to TOC implementations based on the solution proposed. |
Many if not the vast majority of successful TOC implementations fade, fail or revert back to pre-TOC ways. The mere number and diversity of such cases strongly suggests a common systemic cause for this behaviour. In this presentation we'll explore this reality, formulate an hypothesis and present 3 cases that illustrate this hypothesis and propose a solution for this problem. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1456 |
Conference Proceedings |
Bakardzhiev, Dimitar |
Project planning using Littles Law. |
2014 |
Washington, DC |
Little's Law deals with averages. It can help us calculate the average waiting time of an item in the system or the average lead time for a work item. In project development we break the project delivery into a batch of work items. We are interested in how much time it will take for the batch to be processed by the system. But we need a relationship between the average lead time for a work item and the finite time period over which the project will be delivered. A formula is presented that gives us the relationship between the average lead time for an item and the finite time period over which the project will be delivered. This paper is about planning a project by applying Little's Law and statistical data from Kanban systems. Also covered is how to manage the inherent uncertainty associated with planning and executing a project. |
33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1457 |
Conference Proceedings |
|
Project planning using Littles Law. |
2014 |
Washington, DC |
Little's Law deals with averages. It can help us calculate the average waiting time of an item in the system or the average lead time for a work item. In project development we break the project delivery into a batch of work items. We are interested in how much time it will take for the batch to be processed by the system. But we need a relationship between the average lead time for a work item and the finite time period over which the project will be delivered. A formula is presented that gives us the relationship between the average lead time for an item and the finite time period over which the project will be delivered. This paper is about planning a project by applying Little's Law and statistical data from Kanban systems. Also covered is how to manage the inherent uncertainty associated with planning and executing a project. |
33 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1458 |
Conference Proceedings |
Arevalo, Javier |
Why a decisive competitive edge behaves like a new technology? |
2014 |
Washington, DC |
All of the decisive competitive edge (DCE) solutions are based on breakthroughs. Sometimes we find that customers don't really enjoy the benefits immediately, results lag and we don't understand why. In this presentation we show one case where everyone takes for granted that customers are enjoying the benefits of the offer, but they rarely are. It is the case of Reliability in repetitive products supply, which has broad application in business to business (B2B), and we compare it to the Inventory Turns offer. Looking at the Innovation Curve of Rogers (1962), we can find some keys of how to better exploit the attractiveness of Reliability and what changes to the sales presentation are needed based on the Necessary and Sufficient Questions (N&SQ) for a new technology. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1459 |
Conference Proceedings |
Birrell, Matias |
Why a decisive competitive edge behaves like a new technology? |
2014 |
Washington, DC |
All of the decisive competitive edge (DCE) solutions are based on breakthroughs. Sometimes we find that customers don't really enjoy the benefits immediately, results lag and we don't understand why. In this presentation we show one case where everyone takes for granted that customers are enjoying the benefits of the offer, but they rarely are. It is the case of Reliability in repetitive products supply, which has broad application in business to business (B2B), and we compare it to the Inventory Turns offer. Looking at the Innovation Curve of Rogers (1962), we can find some keys of how to better exploit the attractiveness of Reliability and what changes to the sales presentation are needed based on the Necessary and Sufficient Questions (N&SQ) for a new technology. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1460 |
Conference Proceedings |
|
Why a decisive competitive edge behaves like a new technology? |
2014 |
Washington, DC |
All of the decisive competitive edge (DCE) solutions are based on breakthroughs. Sometimes we find that customers don't really enjoy the benefits immediately, results lag and we don't understand why. In this presentation we show one case where everyone takes for granted that customers are enjoying the benefits of the offer, but they rarely are. It is the case of Reliability in repetitive products supply, which has broad application in business to business (B2B), and we compare it to the Inventory Turns offer. Looking at the Innovation Curve of Rogers (1962), we can find some keys of how to better exploit the attractiveness of Reliability and what changes to the sales presentation are needed based on the Necessary and Sufficient Questions (N&SQ) for a new technology. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1461 |
Conference Proceedings |
Almeida, Guilherme |
Seasonality strategy: Deep and narrow |
2014 |
Washington, DC |
Several business environments, especially retail and distribuition, enjoy a regular spike in customers flow and demand during very short periods of the year, which are known as seasonality events. Therefore it behooves the company to capitalize on these opportunities. These events are an excellent opportunity to increase sales and margins but carry with it big challenges, notably for a supply chain where the reaction time is longer than the peak period. In that case, which accounts for the vast majority of the distribuition business environments, it's necessary to “bet” based on a demand forecast for this period. But forecasting implies, by definition, risks (as it is impossible to accurately forecast in an environment where the number of SKUs and stock locations is very big). The usual practice (used by vast majority of the companies) is to forecast (long) in advance of the demand for these events and push the products to the sales locations (stores or warehouses). Despite that during the peak event these environments experience shortages of best sellers and overstocks of slow movers (the vast majority of the product portfolio) which are then liquidated after the event. Therefore the key challenge is “how we can capitalize on the peak events without incurring major risks? How can we maximize ROI?" In order to address this challenge we performed an analysis based on actual data of 2012 Christmas event of a Fashion Retail Business in Brazil and we propose a seasonality strategy called “Deep and Narrow”. The analysis contemplates a way for classifying the product portfolio and addressing each type in a different way. We claim that this is a more effective way for answering the question above as it increases the availability of best sellers and at the same time reduce risks of overstocks (and consequently liquidation) of slow movers. In the end we propose a generic S&T tree entity for dealing with seasonality. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1462 |
Conference Proceedings |
Fischer, Mathias |
Seasonality strategy: Deep and narrow |
2014 |
Washington, DC |
Several business environments, especially retail and distribuition, enjoy a regular spike in customers flow and demand during very short periods of the year, which are known as seasonality events. Therefore it behooves the company to capitalize on these opportunities. These events are an excellent opportunity to increase sales and margins but carry with it big challenges, notably for a supply chain where the reaction time is longer than the peak period. In that case, which accounts for the vast majority of the distribuition business environments, it's necessary to “bet” based on a demand forecast for this period. But forecasting implies, by definition, risks (as it is impossible to accurately forecast in an environment where the number of SKUs and stock locations is very big). The usual practice (used by vast majority of the companies) is to forecast (long) in advance of the demand for these events and push the products to the sales locations (stores or warehouses). Despite that during the peak event these environments experience shortages of best sellers and overstocks of slow movers (the vast majority of the product portfolio) which are then liquidated after the event. Therefore the key challenge is “how we can capitalize on the peak events without incurring major risks? How can we maximize ROI?" In order to address this challenge we performed an analysis based on actual data of 2012 Christmas event of a Fashion Retail Business in Brazil and we propose a seasonality strategy called “Deep and Narrow”. The analysis contemplates a way for classifying the product portfolio and addressing each type in a different way. We claim that this is a more effective way for answering the question above as it increases the availability of best sellers and at the same time reduce risks of overstocks (and consequently liquidation) of slow movers. In the end we propose a generic S&T tree entity for dealing with seasonality. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1463 |
Conference Proceedings |
|
Seasonality strategy: Deep and narrow |
2014 |
Washington, DC |
Several business environments, especially retail and distribuition, enjoy a regular spike in customers flow and demand during very short periods of the year, which are known as seasonality events. Therefore it behooves the company to capitalize on these opportunities. These events are an excellent opportunity to increase sales and margins but carry with it big challenges, notably for a supply chain where the reaction time is longer than the peak period. In that case, which accounts for the vast majority of the distribuition business environments, it's necessary to “bet” based on a demand forecast for this period. But forecasting implies, by definition, risks (as it is impossible to accurately forecast in an environment where the number of SKUs and stock locations is very big). The usual practice (used by vast majority of the companies) is to forecast (long) in advance of the demand for these events and push the products to the sales locations (stores or warehouses). Despite that during the peak event these environments experience shortages of best sellers and overstocks of slow movers (the vast majority of the product portfolio) which are then liquidated after the event. Therefore the key challenge is “how we can capitalize on the peak events without incurring major risks? How can we maximize ROI?" In order to address this challenge we performed an analysis based on actual data of 2012 Christmas event of a Fashion Retail Business in Brazil and we propose a seasonality strategy called “Deep and Narrow”. The analysis contemplates a way for classifying the product portfolio and addressing each type in a different way. We claim that this is a more effective way for answering the question above as it increases the availability of best sellers and at the same time reduce risks of overstocks (and consequently liquidation) of slow movers. In the end we propose a generic S&T tree entity for dealing with seasonality. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1464 |
Conference Proceedings |
Woeppel, Mark |
Deconstructing critical chain: A failed implementation leads to an evolution |
2014 |
Washington, DC |
What are the core components of critical chain project management? Should we accept the “generally accepted” solution as being the best or correct solution? The main experience in CCPM speaks to revising task estimation and buffering strategies, establishing the roadrunner task completion behaviors, buffer driven priorities and changing the measurements (to what?) to facilitate the above. The planning processes have historically driven implementation tactics, with an emphasis on software, network building, and education. Successful changes have been built on strong leadership and technical skills. With the holistic implementations, there was an impetus to deliver results sooner and the strategy and tactics approach for projects was created. This was a major breakthrough in the implementation approach, exposing many of the change management obstacles and requirements to make the initiative successful. Many implementers and practitioners use the S&T to improve the speed and quality of their implementations. Still, there is an emphasis on planning and software, so, while there are some results coming much faster, the obstacles of software adoption and learning how to plan using probabilities and buffers remain. If we use the “traditional” approach or the currently accepted S&T for projects, there is an undesirable effect – portfolio and senior executives do not see direct benefits until a critical mass of projects come into the new process. The benefits are organizational; there is little in the process for these executives to improve their managerial effectiveness, and thus, their engagement in the management process is limited and distant. Without this engagement, many implementations fail to realize their potential. In this presentation, we are going to show that the core problem that CCPM solves has little to do with planning. Focusing the transformation initiative on the correct conflict and assumptions immediately engages senior and portfolio managers into the day-to-day process of project execution, improving the decision processes at the senior level, enabling leadership to drive their business, and incorporating the entire organization into the process in a matter of weeks. |
39 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1465 |
Conference Proceedings |
|
Deconstructing critical chain: A failed implementation leads to an evolution |
2014 |
Washington, DC |
What are the core components of critical chain project management? Should we accept the “generally accepted” solution as being the best or correct solution? The main experience in CCPM speaks to revising task estimation and buffering strategies, establishing the roadrunner task completion behaviors, buffer driven priorities and changing the measurements (to what?) to facilitate the above. The planning processes have historically driven implementation tactics, with an emphasis on software, network building, and education. Successful changes have been built on strong leadership and technical skills. With the holistic implementations, there was an impetus to deliver results sooner and the strategy and tactics approach for projects was created. This was a major breakthrough in the implementation approach, exposing many of the change management obstacles and requirements to make the initiative successful. Many implementers and practitioners use the S&T to improve the speed and quality of their implementations. Still, there is an emphasis on planning and software, so, while there are some results coming much faster, the obstacles of software adoption and learning how to plan using probabilities and buffers remain. If we use the “traditional” approach or the currently accepted S&T for projects, there is an undesirable effect – portfolio and senior executives do not see direct benefits until a critical mass of projects come into the new process. The benefits are organizational; there is little in the process for these executives to improve their managerial effectiveness, and thus, their engagement in the management process is limited and distant. Without this engagement, many implementations fail to realize their potential. In this presentation, we are going to show that the core problem that CCPM solves has little to do with planning. Focusing the transformation initiative on the correct conflict and assumptions immediately engages senior and portfolio managers into the day-to-day process of project execution, improving the decision processes at the senior level, enabling leadership to drive their business, and incorporating the entire organization into the process in a matter of weeks. |
39 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1466 |
Conference Proceedings |
Wilson, Patrick |
An exploration of the inherent simplicity of the TOC thinking process applications |
2014 |
Washington, DC |
As in the physical sciences, it's a fundamental TOC assumption that there is an inherent simplicity in every complex system. Dr. Goldratt said that our ability to reliably predict the system outcome with the minimum level of inputs is a measure of the complexity of a system. With a better understanding of a system's fundamental elements and their inter-connectedness, we can achieve a greater reduction of the degrees of freedom of that system. By reducing the degrees of freedom, we increase our ability to leverage the system. In other words, when we uncover a more fundamental structure of a system and tie the system entities together better, we simplify it and this allows us to exploit and even elevate it. An indication that our TOC toolset is still too complex is exemplified when I recall Dr. Goldratt saying that it seemed to be out of sheer genius or luck that we gain the insight necessary to break clouds. He wished to build a systematic method of breaking clouds. With this presentation I will take a step in uncovering the fundamental elements, and dimensions of rational systems along with the core integration of all TOC applications in general. However I will primarily focus on a few core Thinking Process applications, with a central emphasis on the evaporating cloud. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1467 |
Conference Proceedings |
|
An exploration of the inherent simplicity of the TOC thinking process applications |
2014 |
Washington, DC |
As in the physical sciences, it's a fundamental TOC assumption that there is an inherent simplicity in every complex system. Dr. Goldratt said that our ability to reliably predict the system outcome with the minimum level of inputs is a measure of the complexity of a system. With a better understanding of a system's fundamental elements and their inter-connectedness, we can achieve a greater reduction of the degrees of freedom of that system. By reducing the degrees of freedom, we increase our ability to leverage the system. In other words, when we uncover a more fundamental structure of a system and tie the system entities together better, we simplify it and this allows us to exploit and even elevate it. An indication that our TOC toolset is still too complex is exemplified when I recall Dr. Goldratt saying that it seemed to be out of sheer genius or luck that we gain the insight necessary to break clouds. He wished to build a systematic method of breaking clouds. With this presentation I will take a step in uncovering the fundamental elements, and dimensions of rational systems along with the core integration of all TOC applications in general. However I will primarily focus on a few core Thinking Process applications, with a central emphasis on the evaporating cloud. |
32 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1468 |
Conference Proceedings |
Watanabe, Kaoru |
New paradigm of information system (business application) design |
2014 |
Washington, DC |
In 2003, Nikkei Computer, the most popular IT industry magazine in Japan, reported that 2/3 of the business applications do not meet business expectations. Many professionals in this industry identified that the most important issue must be the lack of appropriate knowledge for requirements definition and design process. The number of projects held by various companies and organizations generates a certain contribution, however, the aforementioned magazine reported similar result in 2008. It means we could not find a meaningful breakthrough by our traditional “functional approach.” In 2008, Hitachi started to investigate the root cause of this problem to find a meaningful breakthrough using TOC. Immediately after this initiative started in examining their learning process by using the TOC thinking processes (TP), Hitachi identified some wrong assumptions, a flawed paradigm, and a dilemma in these processes. The TOC TP and other various knowledge lead Hitachi to develop a new paradigm, policies and processes. The new methodology “Ex-Approach” is the comprehensive body of knowledge and consists of TOC as foundation, and various frameworks, tools and techniques specific to these processes. “Ex-Approach” contributes to realize collaboration / harmony by and between business users and system engineers and supports them to focus on “needs, not wants”, “what, not how”, “flow, not functionality.” The new paradigm and process are highly welcomed and utilized in various industries including financial services, manufacturing, retail and public sector. Most of the deliverables / outcome of more than 100 system planning, requirement definition and design projects conducted based on this body of knowledge are described as “meet or exceed business expectations” by the clients. These significant results represent that we established actual and robust win-win relationships by and between the “IT user” and the “IT service provider”, which we were longing for but never realized. The presentation will provide: our industry background, our learning process", the wrong assumptions, the flawed paradigm and dilemma, and the “new paradigm, policies and processes” followed by our high level explanation of the new methodology and several proven results in various industries. 3 Learning objectives. -Flawed paradigm vs new paradigm. -The methodology “Ex Approach” body of knowledge for Information system contents design. -Results & actual cases applied. Through the above information, the audience will be able to apply or design to fit their own situation. 3 Questions expected. “ Show further potential” using questions such as; - Is there any specific area where we cannot apply this methodology? -How do we realize the Win-Win relationship? Is there any impact on the clients' IT user and its IT service division? -Do you have any failure case? What was challenges? What is your next challenge or next stage? |
31 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1469 |
Conference Proceedings |
|
New paradigm of information system (business application) design |
2014 |
Washington, DC |
In 2003, Nikkei Computer, the most popular IT industry magazine in Japan, reported that 2/3 of the business applications do not meet business expectations. Many professionals in this industry identified that the most important issue must be the lack of appropriate knowledge for requirements definition and design process. The number of projects held by various companies and organizations generates a certain contribution, however, the aforementioned magazine reported similar result in 2008. It means we could not find a meaningful breakthrough by our traditional “functional approach.” In 2008, Hitachi started to investigate the root cause of this problem to find a meaningful breakthrough using TOC. Immediately after this initiative started in examining their learning process by using the TOC thinking processes (TP), Hitachi identified some wrong assumptions, a flawed paradigm, and a dilemma in these processes. The TOC TP and other various knowledge lead Hitachi to develop a new paradigm, policies and processes. The new methodology “Ex-Approach” is the comprehensive body of knowledge and consists of TOC as foundation, and various frameworks, tools and techniques specific to these processes. “Ex-Approach” contributes to realize collaboration / harmony by and between business users and system engineers and supports them to focus on “needs, not wants”, “what, not how”, “flow, not functionality.” The new paradigm and process are highly welcomed and utilized in various industries including financial services, manufacturing, retail and public sector. Most of the deliverables / outcome of more than 100 system planning, requirement definition and design projects conducted based on this body of knowledge are described as “meet or exceed business expectations” by the clients. These significant results represent that we established actual and robust win-win relationships by and between the “IT user” and the “IT service provider”, which we were longing for but never realized. The presentation will provide: our industry background, our learning process", the wrong assumptions, the flawed paradigm and dilemma, and the “new paradigm, policies and processes” followed by our high level explanation of the new methodology and several proven results in various industries. 3 Learning objectives. -Flawed paradigm vs new paradigm. -The methodology “Ex Approach” body of knowledge for Information system contents design. -Results & actual cases applied. Through the above information, the audience will be able to apply or design to fit their own situation. 3 Questions expected. “ Show further potential” using questions such as; - Is there any specific area where we cannot apply this methodology? -How do we realize the Win-Win relationship? Is there any impact on the clients' IT user and its IT service division? -Do you have any failure case? What was challenges? What is your next challenge or next stage? |
31 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1470 |
Conference Proceedings |
Ujigawa, Koichi |
TOCs answer to agile -- An intuitive way to be more agile with CCPM and to get significant result in “complex” environments |
2014 |
Washington, DC |
Why is Agile chosen instead of CCPM? Software development and similar environments can experience drastic changes in a very short period of time. And people who know both CCPM and Agile tend to recognize these generalizations: agile methods are for getting agility and CCPM is for getting speed; agility and speed share similarities, but also are different from each other; and agility needs speed but speed does not always bring agility. This is one of the big reasons which inevitably lead people to pursue agility/flexibility over speed and therefore people prefer Agile rather than CCPM. “Agile CCPM” was developed from a background of such circumstances in the software development environment. However, if similar conditions exist in other environments, “Agile CCPM” allows us to be more agile and obtain significant results sooner in these environments as well. In other words, “Agile CCPM” is not only for software development and not only for software engineers. In this workshop, my experimental knowledge and tools for performing “Agile CCPM” will be shared with you, and the whole process for each phase such as full-kitting, planning and execution will be covered in detail through accessible subjects and with practical means which won't rely on any specific CCPM software. |
In order to help TOC to become the main way, one of the biggest challenges is to get significant results from CCPM even in so-called “complex” environments. Recently, methods developed under the umbrella of “Agile” are taking wing in software development and similar areas identified as “complex”; while CCPM is still a minor player in such areas. Why is Agile chosen instead of CCPM?
Software development and similar environments can experience drastic changes in a very short period of time. And software developers who know both CCPM and Agile tend to recognize these generalizations:
• Agile methods are for getting Agility and CCPM is for getting Speed.
• Agility and Speed share similarities, but also are different from each other, at least in terms of managing projects.
• Agility needs Speed but Speed does not always bring Agility.
In my opinion, this is one of the big reasons which inevitably lead people to pursue Agility/Flexibility over Speed, and therefore people prefer Agile rather than CCPM. Velocity-Based Buffer Management (VBBM) was developed against the background of such circumstances in the software development environment. However if similar conditions exist in other environments, VBBM allows us to be more agile and obtain significant results sooner in these environments as well. In other words, VBBM is not only for software development. I believe, therefore, we can bring TOC closer to the main way by conveying the concept and the procedure of VBBM to the public rapidly, and to help them become successful through its practice.
Recently, the environments for which VBBM is applicable are fast becoming even more complex. In order to make VBBM more useful for us, and thus to make VBBM be contributory to bring TOC closer to the main way, we must have continuous improvement to keep it simple. Because, the more complex the problem is, the more simple the solution has to be.
Koichi will share his experimental knowledge and tools for performing VBBM so that participants may successfully implement it in their projects, and obtain feedback directly from them. In the workshop, the whole process for each phase such as full-kitting, planning and execution will be covered in detail with accessible subjects, practical means and tools which won't rely on any specific CCPM software. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1471 |
Conference Proceedings |
|
TOCs answer to agile -- An intuitive way to be more agile with CCPM and to get significant result in “complex” environments |
2014 |
Washington, DC |
Why is Agile chosen instead of CCPM? Software development and similar environments can experience drastic changes in a very short period of time. And people who know both CCPM and Agile tend to recognize these generalizations: agile methods are for getting agility and CCPM is for getting speed; agility and speed share similarities, but also are different from each other; and agility needs speed but speed does not always bring agility. This is one of the big reasons which inevitably lead people to pursue agility/flexibility over speed and therefore people prefer Agile rather than CCPM. “Agile CCPM” was developed from a background of such circumstances in the software development environment. However, if similar conditions exist in other environments, “Agile CCPM” allows us to be more agile and obtain significant results sooner in these environments as well. In other words, “Agile CCPM” is not only for software development and not only for software engineers. In this workshop, my experimental knowledge and tools for performing “Agile CCPM” will be shared with you, and the whole process for each phase such as full-kitting, planning and execution will be covered in detail through accessible subjects and with practical means which won't rely on any specific CCPM software. |
In order to help TOC to become the main way, one of the biggest challenges is to get significant results from CCPM even in so-called “complex” environments. Recently, methods developed under the umbrella of “Agile” are taking wing in software development and similar areas identified as “complex”; while CCPM is still a minor player in such areas. Why is Agile chosen instead of CCPM?
Software development and similar environments can experience drastic changes in a very short period of time. And software developers who know both CCPM and Agile tend to recognize these generalizations:
• Agile methods are for getting Agility and CCPM is for getting Speed.
• Agility and Speed share similarities, but also are different from each other, at least in terms of managing projects.
• Agility needs Speed but Speed does not always bring Agility.
In my opinion, this is one of the big reasons which inevitably lead people to pursue Agility/Flexibility over Speed, and therefore people prefer Agile rather than CCPM. Velocity-Based Buffer Management (VBBM) was developed against the background of such circumstances in the software development environment. However if similar conditions exist in other environments, VBBM allows us to be more agile and obtain significant results sooner in these environments as well. In other words, VBBM is not only for software development. I believe, therefore, we can bring TOC closer to the main way by conveying the concept and the procedure of VBBM to the public rapidly, and to help them become successful through its practice.
Recently, the environments for which VBBM is applicable are fast becoming even more complex. In order to make VBBM more useful for us, and thus to make VBBM be contributory to bring TOC closer to the main way, we must have continuous improvement to keep it simple. Because, the more complex the problem is, the more simple the solution has to be.
Koichi will share his experimental knowledge and tools for performing VBBM so that participants may successfully implement it in their projects, and obtain feedback directly from them. In the workshop, the whole process for each phase such as full-kitting, planning and execution will be covered in detail with accessible subjects, practical means and tools which won't rely on any specific CCPM software. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1472 |
Conference Proceedings |
Uga, Ami |
TOC for mental health |
2014 |
Washington, DC |
Mental health issues are ubiquitous among various workplaces around the world, and Japan is not an exception. Depression among employees has been recognized as a serious problem to be tackled in many major corporations. There have been a number of “self-help” books sold, and mental healthcare has become a growing concern in corporations in recent years. Mental health counselors have been taking in clients year after year, trying to resolve their issues on an individual basis. Yet, we have not seen a significant improvement. Reality tells; there must be a wrong assumption in dealing with the issue of depression. |
This presentation describes:
• Underlying the dilemma in dealing with individual mental health issue in workplaces
• Wrong assumption and new proposed assumptions to make a breakthrough holistic approach
• A case study of a Japanese major company who had 18 employees with mental health issues went down to zero.
• Standing on the Shoulders of Giants revealed in this process-New set of assumption |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1473 |
Conference Proceedings |
Kishira, Yuji |
TOC for mental health |
2014 |
Washington, DC |
Mental health issues are ubiquitous among various workplaces around the world, and Japan is not an exception. Depression among employees has been recognized as a serious problem to be tackled in many major corporations. There have been a number of “self-help” books sold, and mental healthcare has become a growing concern in corporations in recent years. Mental health counselors have been taking in clients year after year, trying to resolve their issues on an individual basis. Yet, we have not seen a significant improvement. Reality tells; there must be a wrong assumption in dealing with the issue of depression. |
This presentation describes:
• Underlying the dilemma in dealing with individual mental health issue in workplaces
• Wrong assumption and new proposed assumptions to make a breakthrough holistic approach
• A case study of a Japanese major company who had 18 employees with mental health issues went down to zero.
• Standing on the Shoulders of Giants revealed in this process-New set of assumption |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1474 |
Conference Proceedings |
|
TOC for mental health |
2014 |
Washington, DC |
Mental health issues are ubiquitous among various workplaces around the world, and Japan is not an exception. Depression among employees has been recognized as a serious problem to be tackled in many major corporations. There have been a number of “self-help” books sold, and mental healthcare has become a growing concern in corporations in recent years. Mental health counselors have been taking in clients year after year, trying to resolve their issues on an individual basis. Yet, we have not seen a significant improvement. Reality tells; there must be a wrong assumption in dealing with the issue of depression. |
This presentation describes:
• Underlying the dilemma in dealing with individual mental health issue in workplaces
• Wrong assumption and new proposed assumptions to make a breakthrough holistic approach
• A case study of a Japanese major company who had 18 employees with mental health issues went down to zero.
• Standing on the Shoulders of Giants revealed in this process-New set of assumption |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1475 |
Conference Proceedings |
Torii,Gilson |
Distribution as the key competitive edge in a FMCG (fast-moving consumer goods) supply chain |
2014 |
Washington, DC |
To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict. After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain while coping with better product availability at the store level. Positive results using all concepts and models: 23% less inventory and 13% less stockouts. |
Ø What to change?
While COOP had historically succeeded in managing their day-to-day operation and established itself as one of the largest FMCG (Fast-moving Consumer Goods) retailers in the Brazilian market, the need for a higher performance supply chain was clear. To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict: to manage well, should the company hold less inventory with less cost or should it hold more inventory to protect sales even with higher costs?
It´s obvious that less working capital invested in inventory with less out-of-stocks (in the same time) could mean more results to their operation and, therefore, more return in their win-win relationship with the associate consumers as they receive part of the retailer profit in return for their loyalty.
Ø What to change to?
After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. All the puzzle pieces were there as they already acknowledged the need for changes in processes, technology and people´s mindset. The company also had a great logistic network in order for the distribution implementation so to make it even better, concentrating inventories in fewer points so to have the aggregation effect.
It was clear that with the support of a solution that could consider all inventory in the chain as a system, while protecting it and reacting quickly to potential shortages could dramatically bring expected results. Additional challenges included the management of products with highly seasonal sales, suppliers with high variability in performance and strong out-of-stock sensibility.
Ø How to cause the change?
Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain assuring better product availability at the store level to the end consumer.
The implementation strategy was a typical distribution implementation, first combining inventory at all levels, setting of the replenishment lead times and then the necessary protective buffers where put in place in order to concentrate most of the inventory at one single distribution center that could quickly replenish all the stores.
The pluses and minuses well communicated and a roadmap for implementing one change at a time in order to achieve a vision for the inventory management were fundamental as an implementation strategy as well.
Ø Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
During the project, we identified an opportunity to create a regular meeting between retailer and their main suppliers. The goals relate to increased proximity between companies, additional alignment in the objectives and less supply chain variability with overall better performance for all.
Another challenge found during the project was that the Distribution Center had low available capacity, which forced the retailer to push products to the stores no matter what the demand was. With the implementation of the methods, not only the distribution to the store was more efficient but also the purchasing process was then reviewed so that the capacity was enough to support more operation time before expansion.
As an outcome of the implementation, COOP achieved good overall results, most notably:
§ 23% inventory reduction, while
§ 13% less stockouts (at the same time)
While these were good outcomes, the next step is already defined towards a new wave of implementations, bringing an even faster replenishment process for some items, bringing even more products aggregated on one single Distribution Center with less products on the stores. The concept worked, now it´s time to expand it! |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1476 |
Conference Proceedings |
Manfredi, Camilo |
Distribution as the key competitive edge in a FMCG (fast-moving consumer goods) supply chain |
2014 |
Washington, DC |
To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict. After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain while coping with better product availability at the store level. Positive results using all concepts and models: 23% less inventory and 13% less stockouts. |
Ø What to change?
While COOP had historically succeeded in managing their day-to-day operation and established itself as one of the largest FMCG (Fast-moving Consumer Goods) retailers in the Brazilian market, the need for a higher performance supply chain was clear. To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict: to manage well, should the company hold less inventory with less cost or should it hold more inventory to protect sales even with higher costs?
It´s obvious that less working capital invested in inventory with less out-of-stocks (in the same time) could mean more results to their operation and, therefore, more return in their win-win relationship with the associate consumers as they receive part of the retailer profit in return for their loyalty.
Ø What to change to?
After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. All the puzzle pieces were there as they already acknowledged the need for changes in processes, technology and people´s mindset. The company also had a great logistic network in order for the distribution implementation so to make it even better, concentrating inventories in fewer points so to have the aggregation effect.
It was clear that with the support of a solution that could consider all inventory in the chain as a system, while protecting it and reacting quickly to potential shortages could dramatically bring expected results. Additional challenges included the management of products with highly seasonal sales, suppliers with high variability in performance and strong out-of-stock sensibility.
Ø How to cause the change?
Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain assuring better product availability at the store level to the end consumer.
The implementation strategy was a typical distribution implementation, first combining inventory at all levels, setting of the replenishment lead times and then the necessary protective buffers where put in place in order to concentrate most of the inventory at one single distribution center that could quickly replenish all the stores.
The pluses and minuses well communicated and a roadmap for implementing one change at a time in order to achieve a vision for the inventory management were fundamental as an implementation strategy as well.
Ø Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
During the project, we identified an opportunity to create a regular meeting between retailer and their main suppliers. The goals relate to increased proximity between companies, additional alignment in the objectives and less supply chain variability with overall better performance for all.
Another challenge found during the project was that the Distribution Center had low available capacity, which forced the retailer to push products to the stores no matter what the demand was. With the implementation of the methods, not only the distribution to the store was more efficient but also the purchasing process was then reviewed so that the capacity was enough to support more operation time before expansion.
As an outcome of the implementation, COOP achieved good overall results, most notably:
§ 23% inventory reduction, while
§ 13% less stockouts (at the same time)
While these were good outcomes, the next step is already defined towards a new wave of implementations, bringing an even faster replenishment process for some items, bringing even more products aggregated on one single Distribution Center with less products on the stores. The concept worked, now it´s time to expand it! |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1477 |
Conference Proceedings |
Lopes,Rogério |
Distribution as the key competitive edge in a FMCG (fast-moving consumer goods) supply chain |
2014 |
Washington, DC |
To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict. After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain while coping with better product availability at the store level. Positive results using all concepts and models: 23% less inventory and 13% less stockouts. |
Ø What to change?
While COOP had historically succeeded in managing their day-to-day operation and established itself as one of the largest FMCG (Fast-moving Consumer Goods) retailers in the Brazilian market, the need for a higher performance supply chain was clear. To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict: to manage well, should the company hold less inventory with less cost or should it hold more inventory to protect sales even with higher costs?
It´s obvious that less working capital invested in inventory with less out-of-stocks (in the same time) could mean more results to their operation and, therefore, more return in their win-win relationship with the associate consumers as they receive part of the retailer profit in return for their loyalty.
Ø What to change to?
After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. All the puzzle pieces were there as they already acknowledged the need for changes in processes, technology and people´s mindset. The company also had a great logistic network in order for the distribution implementation so to make it even better, concentrating inventories in fewer points so to have the aggregation effect.
It was clear that with the support of a solution that could consider all inventory in the chain as a system, while protecting it and reacting quickly to potential shortages could dramatically bring expected results. Additional challenges included the management of products with highly seasonal sales, suppliers with high variability in performance and strong out-of-stock sensibility.
Ø How to cause the change?
Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain assuring better product availability at the store level to the end consumer.
The implementation strategy was a typical distribution implementation, first combining inventory at all levels, setting of the replenishment lead times and then the necessary protective buffers where put in place in order to concentrate most of the inventory at one single distribution center that could quickly replenish all the stores.
The pluses and minuses well communicated and a roadmap for implementing one change at a time in order to achieve a vision for the inventory management were fundamental as an implementation strategy as well.
Ø Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
During the project, we identified an opportunity to create a regular meeting between retailer and their main suppliers. The goals relate to increased proximity between companies, additional alignment in the objectives and less supply chain variability with overall better performance for all.
Another challenge found during the project was that the Distribution Center had low available capacity, which forced the retailer to push products to the stores no matter what the demand was. With the implementation of the methods, not only the distribution to the store was more efficient but also the purchasing process was then reviewed so that the capacity was enough to support more operation time before expansion.
As an outcome of the implementation, COOP achieved good overall results, most notably:
§ 23% inventory reduction, while
§ 13% less stockouts (at the same time)
While these were good outcomes, the next step is already defined towards a new wave of implementations, bringing an even faster replenishment process for some items, bringing even more products aggregated on one single Distribution Center with less products on the stores. The concept worked, now it´s time to expand it! |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1478 |
Conference Proceedings |
|
Distribution as the key competitive edge in a FMCG (fast-moving consumer goods) supply chain |
2014 |
Washington, DC |
To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict. After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain while coping with better product availability at the store level. Positive results using all concepts and models: 23% less inventory and 13% less stockouts. |
Ø What to change?
While COOP had historically succeeded in managing their day-to-day operation and established itself as one of the largest FMCG (Fast-moving Consumer Goods) retailers in the Brazilian market, the need for a higher performance supply chain was clear. To be able to manage thousands of SKUs every day in 29 different locations, with suppliers delivering at both store and DC level was no easy task. A more holistic view of the total inventory in their supply chain and quick reaction to consumer demand was impossible, resulting in lost sales and no fine control of inventory turns for all products. This was the classical distribution core conflict: to manage well, should the company hold less inventory with less cost or should it hold more inventory to protect sales even with higher costs?
It´s obvious that less working capital invested in inventory with less out-of-stocks (in the same time) could mean more results to their operation and, therefore, more return in their win-win relationship with the associate consumers as they receive part of the retailer profit in return for their loyalty.
Ø What to change to?
After an initial assessment, NeoGrid advised COOP that a faster responsive supply chain could significantly bring both expected results, using technology to manage inventory levels dynamically according to their end-consumer purchase behavior. All the puzzle pieces were there as they already acknowledged the need for changes in processes, technology and people´s mindset. The company also had a great logistic network in order for the distribution implementation so to make it even better, concentrating inventories in fewer points so to have the aggregation effect.
It was clear that with the support of a solution that could consider all inventory in the chain as a system, while protecting it and reacting quickly to potential shortages could dramatically bring expected results. Additional challenges included the management of products with highly seasonal sales, suppliers with high variability in performance and strong out-of-stock sensibility.
Ø How to cause the change?
Aggregation, leadtime adjustments and dynamic buffer management would build a model that could cope with the linkage of the whole retailer distribution chain as one system, reducing the levels of inventory in the whole chain assuring better product availability at the store level to the end consumer.
The implementation strategy was a typical distribution implementation, first combining inventory at all levels, setting of the replenishment lead times and then the necessary protective buffers where put in place in order to concentrate most of the inventory at one single distribution center that could quickly replenish all the stores.
The pluses and minuses well communicated and a roadmap for implementing one change at a time in order to achieve a vision for the inventory management were fundamental as an implementation strategy as well.
Ø Lessons learned? Include successes, challenges, and obstacles and how they were overcome.
During the project, we identified an opportunity to create a regular meeting between retailer and their main suppliers. The goals relate to increased proximity between companies, additional alignment in the objectives and less supply chain variability with overall better performance for all.
Another challenge found during the project was that the Distribution Center had low available capacity, which forced the retailer to push products to the stores no matter what the demand was. With the implementation of the methods, not only the distribution to the store was more efficient but also the purchasing process was then reviewed so that the capacity was enough to support more operation time before expansion.
As an outcome of the implementation, COOP achieved good overall results, most notably:
§ 23% inventory reduction, while
§ 13% less stockouts (at the same time)
While these were good outcomes, the next step is already defined towards a new wave of implementations, bringing an even faster replenishment process for some items, bringing even more products aggregated on one single Distribution Center with less products on the stores. The concept worked, now it´s time to expand it! |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1479 |
Conference Proceedings |
Tobita, Kojiro |
Quality improvement without improving quality - How to use TOC to create breakthrough in the Gemba where kaizen/5S efforts are showing diminishing returns |
2014 |
Washington, DC |
This presentation will study the wrong assumptions that are causing diminishing returns and how new assumptions can drastically improve quality. Usually, quality management, such as 5S, is one of the key instructions that management among Japanese manufacturers will direct Gemba to do, since management believes that neatness of Gemba brings good quality. So it's necessary to first, clean up the Gemba by 5S. However, these kaizen/5S activities are just corresponding to the effects, not to the causes. Therefore, the kaizen/5S efforts gradually show diminishing returns. In this case study, quality has been improved drastically by solving flooded Gemba, i.e. stagnated flow which has been dissolved by TOC. How important it is to correspond to the primary cause, not to the effects, is revealed in this presentation. |
23 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1480 |
Conference Proceedings |
|
Quality improvement without improving quality - How to use TOC to create breakthrough in the Gemba where kaizen/5S efforts are showing diminishing returns |
2014 |
Washington, DC |
This presentation will study the wrong assumptions that are causing diminishing returns and how new assumptions can drastically improve quality. Usually, quality management, such as 5S, is one of the key instructions that management among Japanese manufacturers will direct Gemba to do, since management believes that neatness of Gemba brings good quality. So it's necessary to first, clean up the Gemba by 5S. However, these kaizen/5S activities are just corresponding to the effects, not to the causes. Therefore, the kaizen/5S efforts gradually show diminishing returns. In this case study, quality has been improved drastically by solving flooded Gemba, i.e. stagnated flow which has been dissolved by TOC. How important it is to correspond to the primary cause, not to the effects, is revealed in this presentation. |
23 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1481 |
Conference Proceedings |
Taylor, Bill |
The 12 questions model for current reality branch, chronic conflict and generics: The Excel app how-to advanced workshop |
2014 |
Washington, DC |
The 12 question Excel Model has evolved from over a decade of practical experience in using the TOC thinking processes to solve a variety of problems involving individuals and organizations from various industries and activities. The latest extensive 12 questions activity relates to healthcare in a study in US healthcare by a group of senior executives and consultants. We have named this study the “Little Prince Pediatric Hospital (LPPH)”. The developing TOC knowledge we will present is the 12 Questions Workshop Process applied to healthcare. In the workshop at the TOCICO conference we will give participants hands-on experience with the 12 Questions Excel model. Participants are encouraged to bring a laptop and download the current Excel file at the workshop. In this manner they can follow the main discussion and simultaneously try to resolve a problem of their own interest (OK, it's multitasking, but probably worth it.) The presenter will introduce the initiation of the LPPH Project, through the first chronic conflict. The workshop group will then participate in the development of the analysis of a discomfort related to the government role in US healthcare (UDE) selected by the participants in this workshop, to illustrate the 12 questions process. After the UDE analysis is complete we intend to center most of the remaining discussion on the fit of the product of the TOCICO exercise with the healthcare LPPH study generic current reality tree for U.S. healthcare. We claim that the process we are presenting is developing new knowledge because we systematically categorize the logical entities produced by the method into 12 categories, which include the alligator, gold, crutches and mermaid model entities in the larger framework. We will also briefly address the relationship with other conflict resolution methods used in conjunction with Strategy and Tactics trees. |
1 hr. 28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1482 |
Conference Proceedings |
|
The 12 questions model for current reality branch, chronic conflict and generics: The Excel app how-to advanced workshop |
2014 |
Washington, DC |
The 12 question Excel Model has evolved from over a decade of practical experience in using the TOC thinking processes to solve a variety of problems involving individuals and organizations from various industries and activities. The latest extensive 12 questions activity relates to healthcare in a study in US healthcare by a group of senior executives and consultants. We have named this study the “Little Prince Pediatric Hospital (LPPH)”. The developing TOC knowledge we will present is the 12 Questions Workshop Process applied to healthcare. In the workshop at the TOCICO conference we will give participants hands-on experience with the 12 Questions Excel model. Participants are encouraged to bring a laptop and download the current Excel file at the workshop. In this manner they can follow the main discussion and simultaneously try to resolve a problem of their own interest (OK, it's multitasking, but probably worth it.) The presenter will introduce the initiation of the LPPH Project, through the first chronic conflict. The workshop group will then participate in the development of the analysis of a discomfort related to the government role in US healthcare (UDE) selected by the participants in this workshop, to illustrate the 12 questions process. After the UDE analysis is complete we intend to center most of the remaining discussion on the fit of the product of the TOCICO exercise with the healthcare LPPH study generic current reality tree for U.S. healthcare. We claim that the process we are presenting is developing new knowledge because we systematically categorize the logical entities produced by the method into 12 categories, which include the alligator, gold, crutches and mermaid model entities in the larger framework. We will also briefly address the relationship with other conflict resolution methods used in conjunction with Strategy and Tactics trees. |
1 hr. 28 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1483 |
Conference Proceedings |
Gupta, Sanjeev |
KANBAN + CCPM CCPM 2.0: Simpler, better, scalable |
2014 |
Washington, DC |
Even in organizations that implement Critical Chain, project results are inconsistent, project management processes do not sustain and there is heavy reliance on exceptional managers. Spreadsheets, To-do lists and PowerPoint slides remain the preferred tools for real project management while formal systems are only used to comply with corporate and customer policies. The underlying problem is that Gantt Charts, on which both traditional project management and CCPM rely, are complex and subjective. Gantt Charts inhibit planning because they are incomprehensible and error prone—it's very difficult to analyze plans and very easy to forget tasks and dependencies between tasks. Moreover, if you give five project managers the same project, chances are you will get five different plans—each with different tasks and dependencies. Gantt Charts cannot be used for execution either, because they provide inflexible schedules and are costly to maintain. (Yes, buffer management solves the problem, but only partially.) Sanjeev Gupta, CEO of Realization Technologies, will show that Gantt Charts are not only impractical but also unnecessary for most projects. He will present an emerging alternative, workstream-based project management, that makes project planning and execution simpler, better and repeatable. Workstream-based project management enables standardization of tasks and dependencies, visual decision making, flexible and easy-to-maintain plans, and DBR scheduling. It reduces planning errors and project management costs while making it easy to adopt best practices like Agile and Kanban. |
56 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1484 |
Conference Proceedings |
|
KANBAN + CCPM CCPM 2.0: Simpler, better, scalable |
2014 |
Washington, DC |
Even in organizations that implement Critical Chain, project results are inconsistent, project management processes do not sustain and there is heavy reliance on exceptional managers. Spreadsheets, To-do lists and PowerPoint slides remain the preferred tools for real project management while formal systems are only used to comply with corporate and customer policies. The underlying problem is that Gantt Charts, on which both traditional project management and CCPM rely, are complex and subjective. Gantt Charts inhibit planning because they are incomprehensible and error prone—it's very difficult to analyze plans and very easy to forget tasks and dependencies between tasks. Moreover, if you give five project managers the same project, chances are you will get five different plans—each with different tasks and dependencies. Gantt Charts cannot be used for execution either, because they provide inflexible schedules and are costly to maintain. (Yes, buffer management solves the problem, but only partially.) Sanjeev Gupta, CEO of Realization Technologies, will show that Gantt Charts are not only impractical but also unnecessary for most projects. He will present an emerging alternative, workstream-based project management, that makes project planning and execution simpler, better and repeatable. Workstream-based project management enables standardization of tasks and dependencies, visual decision making, flexible and easy-to-maintain plans, and DBR scheduling. It reduces planning errors and project management costs while making it easy to adopt best practices like Agile and Kanban. |
56 min. |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1485 |
Conference Proceedings |
Nishihara, Takash |
New sales and marketing innovation – Sales buffer management starting from mafia offer |
2014 |
Washington, DC |
We developed a new implementation method and supporting software in the TOC sales and marketing area. Currently, we are implementing this method at some clients and seeing results. In this presentation, we introduce 3 tools developed for answering 3 questions with an implementation method. This implementation method was developed from the experience of implementing URO and S&T tree detailed to level 5 (sales and marketing) at many companies. We implemented URO at Hitachi Tool Engineering (introduced by Dr. Goldratt in “Standing on the Shoulders of Giants”) for utilizing the ability of short lead time achieved by TOC/DBR within a year (1/4 compared to the original), and actually got a result. After that, we implemented the method at other companies, but we experienced variation of results. So we developed a new implementation method clarifying what to change, what to change to and how to cause the change in implementation based on S&T Tree (detailed to level 5), with LAMDA process used in Lean Product Development. We can call this method as the “S&T Tree detailed to level 6 (sales and marketing).” |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1486 |
Conference Proceedings |
Inagaki, Kimio |
New sales and marketing innovation – Sales buffer management starting from mafia offer |
2014 |
Washington, DC |
We developed a new implementation method and supporting software in the TOC sales and marketing area. Currently, we are implementing this method at some clients and seeing results. In this presentation, we introduce 3 tools developed for answering 3 questions with an implementation method. This implementation method was developed from the experience of implementing URO and S&T tree detailed to level 5 (sales and marketing) at many companies. We implemented URO at Hitachi Tool Engineering (introduced by Dr. Goldratt in “Standing on the Shoulders of Giants”) for utilizing the ability of short lead time achieved by TOC/DBR within a year (1/4 compared to the original), and actually got a result. After that, we implemented the method at other companies, but we experienced variation of results. So we developed a new implementation method clarifying what to change, what to change to and how to cause the change in implementation based on S&T Tree (detailed to level 5), with LAMDA process used in Lean Product Development. We can call this method as the “S&T Tree detailed to level 6 (sales and marketing).” |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1487 |
Conference Proceedings |
|
New sales and marketing innovation – Sales buffer management starting from mafia offer |
2014 |
Washington, DC |
We developed a new implementation method and supporting software in the TOC sales and marketing area. Currently, we are implementing this method at some clients and seeing results. In this presentation, we introduce 3 tools developed for answering 3 questions with an implementation method. This implementation method was developed from the experience of implementing URO and S&T tree detailed to level 5 (sales and marketing) at many companies. We implemented URO at Hitachi Tool Engineering (introduced by Dr. Goldratt in “Standing on the Shoulders of Giants”) for utilizing the ability of short lead time achieved by TOC/DBR within a year (1/4 compared to the original), and actually got a result. After that, we implemented the method at other companies, but we experienced variation of results. So we developed a new implementation method clarifying what to change, what to change to and how to cause the change in implementation based on S&T Tree (detailed to level 5), with LAMDA process used in Lean Product Development. We can call this method as the “S&T Tree detailed to level 6 (sales and marketing).” |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1488 |
Online Multimedia |
Baptista, Humberto |
Modern TOC distribution & retail |
2014 |
Denver, CO |
Expanding on the presentation given on TOCICO 2014 - Washington, we will explore more aspects of TOC distribution & retail solution. Topics include: TOC distribution essentials, supplying, fashion, life cycle, DBM implementation, pricing, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1489 |
Online Multimedia |
|
Modern TOC distribution & retail |
2014 |
Denver, CO |
Expanding on the presentation given on TOCICO 2014 - Washington, we will explore more aspects of TOC distribution & retail solution. Topics include: TOC distribution essentials, supplying, fashion, life cycle, DBM implementation, pricing, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1490 |
Online Multimedia |
|
Modern TOC distribution & retail |
2014 |
Denver, CO |
Expanding on the presentation given on TOCICO 2014 - Washington, we will explore more aspects of TOC distribution & retail solution. Topics include: TOC distribution essentials, supplying, fashion, life cycle, DBM implementation, pricing, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1491 |
Online Multimedia |
AGI Goldratt Institute, |
Work flow prioritization - Cost-effective on-time delivery performance |
2014 |
Denver, CO |
This webinar describes using properly located and sized time buffers to create work flow visibility and prioritization, in order to provide for a more cost-effective use of capacity to deliver on-time. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1492 |
Online Multimedia |
|
Work flow prioritization - Cost-effective on-time delivery performance |
2014 |
Denver, CO |
This webinar describes using properly located and sized time buffers to create work flow visibility and prioritization, in order to provide for a more cost-effective use of capacity to deliver on-time. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1493 |
Online Multimedia |
|
Work flow prioritization - Cost-effective on-time delivery performance |
2014 |
Denver, CO |
This webinar describes using properly located and sized time buffers to create work flow visibility and prioritization, in order to provide for a more cost-effective use of capacity to deliver on-time. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1494 |
Online Multimedia |
Fox, Robert |
TLS - Breakthrough or just another tool? |
2014 |
|
Breakthroughs can be either managerial or technological as illustrated by Ford and Ohno's production systems, electricity and the Internet. My contention is that TLS can be such a breakthrough when deployed via a Throughput Operating Strategy (TOS). |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1495 |
Online Multimedia |
|
TLS - Breakthrough or just another tool? |
2014 |
|
Breakthroughs can be either managerial or technological as illustrated by Ford and Ohno's production systems, electricity and the Internet. My contention is that TLS can be such a breakthrough when deployed via a Throughput Operating Strategy (TOS). |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1496 |
Online Multimedia |
|
TLS - Breakthrough or just another tool? |
2014 |
|
Breakthroughs can be either managerial or technological as illustrated by Ford and Ohno's production systems, electricity and the Internet. My contention is that TLS can be such a breakthrough when deployed via a Throughput Operating Strategy (TOS). |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1497 |
Online Multimedia |
Chaudhari, Chandrashekhar |
Building unique offers for end buyers in engineering products environment |
2014 |
|
The presentation explains a process to build unique offers for the end buyers in a MTA environment. Typically the TOC implementation in MTA focuses on resellers in the supply chain i.e. distributors, dealers, retailers etc. Focus is not provided for building unique offerings for the end buyers in the chain. The presenter has developed a process to analyze the end buyers and develop offers for them. The process works even in the commodity products where normally preference of buyers is cheaper products. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1498 |
Online Multimedia |
|
Building unique offers for end buyers in engineering products environment |
2014 |
|
The presentation explains a process to build unique offers for the end buyers in a MTA environment. Typically the TOC implementation in MTA focuses on resellers in the supply chain i.e. distributors, dealers, retailers etc. Focus is not provided for building unique offerings for the end buyers in the chain. The presenter has developed a process to analyze the end buyers and develop offers for them. The process works even in the commodity products where normally preference of buyers is cheaper products. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1499 |
Online Multimedia |
|
Building unique offers for end buyers in engineering products environment |
2014 |
|
The presentation explains a process to build unique offers for the end buyers in a MTA environment. Typically the TOC implementation in MTA focuses on resellers in the supply chain i.e. distributors, dealers, retailers etc. Focus is not provided for building unique offerings for the end buyers in the chain. The presenter has developed a process to analyze the end buyers and develop offers for them. The process works even in the commodity products where normally preference of buyers is cheaper products. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1500 |
Online Multimedia |
Smith, Debra |
Introduction to smart metrics |
2014 |
|
x |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1501 |
Online Multimedia |
|
Introduction to smart metrics |
2014 |
|
x |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1502 |
Online Multimedia |
|
Introduction to smart metrics |
2014 |
|
x |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1503 |
Online Multimedia |
Schragenheim, Eli |
Demonstrating the new TOC decision support process and software |
2014 |
|
Eli Schragenheim and Vector Consulting India have developed the first phase of the wider throughput accounting principles used to evaluate product-mix decisions. In previous webinars and presentations at past TOCICO conferences the approach, including additional key insights were explained. This time Eli Schragenheim is going to use his MICSS simulator to create the basic environment where decisions regarding the product mix and several large new opportunities require an immediate decision. A new piece of software, developed by Vector Consulting, would be used to support the decision-making process – predicting the new T and OE levels as well the predicted capacity profile. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1504 |
Online Multimedia |
|
Demonstrating the new TOC decision support process and software |
2014 |
|
Eli Schragenheim and Vector Consulting India have developed the first phase of the wider throughput accounting principles used to evaluate product-mix decisions. In previous webinars and presentations at past TOCICO conferences the approach, including additional key insights were explained. This time Eli Schragenheim is going to use his MICSS simulator to create the basic environment where decisions regarding the product mix and several large new opportunities require an immediate decision. A new piece of software, developed by Vector Consulting, would be used to support the decision-making process – predicting the new T and OE levels as well the predicted capacity profile. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1505 |
Online Multimedia |
|
Demonstrating the new TOC decision support process and software |
2014 |
|
Eli Schragenheim and Vector Consulting India have developed the first phase of the wider throughput accounting principles used to evaluate product-mix decisions. In previous webinars and presentations at past TOCICO conferences the approach, including additional key insights were explained. This time Eli Schragenheim is going to use his MICSS simulator to create the basic environment where decisions regarding the product mix and several large new opportunities require an immediate decision. A new piece of software, developed by Vector Consulting, would be used to support the decision-making process – predicting the new T and OE levels as well the predicted capacity profile. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1506 |
Online Multimedia |
Ching, Clarke |
TOC and agile software development projects |
2014 |
|
Learn how agile software development combines a mixture of principles and practices from critical chain, drum buffer rope, throughput accounting and (perhaps the most surprising) the TOC replenishment solution. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1507 |
Online Multimedia |
|
TOC and agile software development projects |
2014 |
|
Learn how agile software development combines a mixture of principles and practices from critical chain, drum buffer rope, throughput accounting and (perhaps the most surprising) the TOC replenishment solution. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1508 |
Online Multimedia |
|
TOC and agile software development projects |
2014 |
|
Learn how agile software development combines a mixture of principles and practices from critical chain, drum buffer rope, throughput accounting and (perhaps the most surprising) the TOC replenishment solution. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1509 |
Online Multimedia |
Mohanty, Satyashri |
Managing the long tail problem in distribution and retail |
2014 |
|
The objective of the session is for people to learn about the additional solution components required along with the basic TOC distribution solution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as detail out the explanations of some of the parallel assumptions of the blocks in the standard tree. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1510 |
Online Multimedia |
Kulraj, Puneet |
Managing the long tail problem in distribution and retail |
2014 |
|
The objective of the session is for people to learn about the additional solution components required along with the basic TOC distribution solution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as detail out the explanations of some of the parallel assumptions of the blocks in the standard tree. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1511 |
Online Multimedia |
|
Managing the long tail problem in distribution and retail |
2014 |
|
The objective of the session is for people to learn about the additional solution components required along with the basic TOC distribution solution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as detail out the explanations of some of the parallel assumptions of the blocks in the standard tree. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1512 |
Online Multimedia |
|
Managing the long tail problem in distribution and retail |
2014 |
|
The objective of the session is for people to learn about the additional solution components required along with the basic TOC distribution solution in environments, which present the challenge of a large variety of SKUs or a large number of small customers. Another objective is to explore how effective implementations are possible without diluting the essence of the TOC way of thinking or complicating the simple yet powerful solution of replenishment, aggregation and high inventory. The discussion points are related to the standard consumer goods strategy and tactic tree and explore the missing entities in the standard tree as well as detail out the explanations of some of the parallel assumptions of the blocks in the standard tree. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1513 |
Online Multimedia |
Retamal, Adail |
The perks of being a constraint |
2014 |
|
An informal analysis of the psychological aspects of being a human constraint. Based on my own experience and observations during years of work, teaching and consulting with TOC and CCPM, this unorthodox presentation will provide insights to any TOC consultant to improve the chances of success on his/her own engagements. And it will be fun too. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1514 |
Online Multimedia |
|
The perks of being a constraint |
2014 |
|
An informal analysis of the psychological aspects of being a human constraint. Based on my own experience and observations during years of work, teaching and consulting with TOC and CCPM, this unorthodox presentation will provide insights to any TOC consultant to improve the chances of success on his/her own engagements. And it will be fun too. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1515 |
Online Multimedia |
|
The perks of being a constraint |
2014 |
|
An informal analysis of the psychological aspects of being a human constraint. Based on my own experience and observations during years of work, teaching and consulting with TOC and CCPM, this unorthodox presentation will provide insights to any TOC consultant to improve the chances of success on his/her own engagements. And it will be fun too. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1516 |
Online Multimedia |
Taylor, Bill |
The Little Prince Pediatric Hospital - a TOC study in US healthcare |
2014 |
|
The Little Prince Pediatric Hospital Study is a theoretical development from the TOC TP diagnosis of various pediatric healthcare institutions, conducted with senior executives with US healthcare experience, and leads to the creation of the LPPH Generic Transition Strategy and Tactics Tree and proposed action plans. These can be modified using the 12 Questions Current Reality Tree software, to customize for other healthcare providers. This webinar will start with a summary "What is TOC for Healthcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1517 |
Online Multimedia |
|
The Little Prince Pediatric Hospital - a TOC study in US healthcare |
2014 |
|
The Little Prince Pediatric Hospital Study is a theoretical development from the TOC TP diagnosis of various pediatric healthcare institutions, conducted with senior executives with US healthcare experience, and leads to the creation of the LPPH Generic Transition Strategy and Tactics Tree and proposed action plans. These can be modified using the 12 Questions Current Reality Tree software, to customize for other healthcare providers. This webinar will start with a summary "What is TOC for Healthcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1518 |
Online Multimedia |
|
The Little Prince Pediatric Hospital - a TOC study in US healthcare |
2014 |
|
The Little Prince Pediatric Hospital Study is a theoretical development from the TOC TP diagnosis of various pediatric healthcare institutions, conducted with senior executives with US healthcare experience, and leads to the creation of the LPPH Generic Transition Strategy and Tactics Tree and proposed action plans. These can be modified using the 12 Questions Current Reality Tree software, to customize for other healthcare providers. This webinar will start with a summary "What is TOC for Healthcare?" outline. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1519 |
Online Multimedia |
Cohen, Oded |
Managing systems - Part 3: Managing stocks - Application of the solution for MTA (make-to-availability) and MTIA (make-to-internal-availability) |
2014 |
|
Oded will continue with describing "focused flow” through the use of the stock buffers for the TOC solution for the production environment that moves from make to stock to make to availability. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1520 |
Online Multimedia |
|
Managing systems - Part 3: Managing stocks - Application of the solution for MTA (make-to-availability) and MTIA (make-to-internal-availability) |
2014 |
|
Oded will continue with describing "focused flow” through the use of the stock buffers for the TOC solution for the production environment that moves from make to stock to make to availability. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1521 |
Online Multimedia |
|
Managing systems - Part 3: Managing stocks - Application of the solution for MTA (make-to-availability) and MTIA (make-to-internal-availability) |
2014 |
|
Oded will continue with describing "focused flow” through the use of the stock buffers for the TOC solution for the production environment that moves from make to stock to make to availability. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1522 |
Online Multimedia |
Fedurko, Jelena |
Understanding systems and conflicts through clouds - Part 3: Challenges of the cloud consolidation process; working with assumptions |
2014 |
|
When analyzing systems the process of getting closer to the core problem is through the use of the consolidation process of several clouds. The process has its own challenges. Jelena will go through the ideas of how to logically consolidate the clouds. On the way to the solution the assumptions play a critical role. Therefore, it is beneficial to listen to some good and practical ideas about how to work with assumptions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1523 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 3: Challenges of the cloud consolidation process; working with assumptions |
2014 |
|
When analyzing systems the process of getting closer to the core problem is through the use of the consolidation process of several clouds. The process has its own challenges. Jelena will go through the ideas of how to logically consolidate the clouds. On the way to the solution the assumptions play a critical role. Therefore, it is beneficial to listen to some good and practical ideas about how to work with assumptions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1524 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 3: Challenges of the cloud consolidation process; working with assumptions |
2014 |
|
When analyzing systems the process of getting closer to the core problem is through the use of the consolidation process of several clouds. The process has its own challenges. Jelena will go through the ideas of how to logically consolidate the clouds. On the way to the solution the assumptions play a critical role. Therefore, it is beneficial to listen to some good and practical ideas about how to work with assumptions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1525 |
Online Multimedia |
Cohen, Oded |
Managing systems - Part 2: Managing processes though a combination of time buffers and stock buffers - Application of the solution for MTO (Make-to-order) |
2014 |
|
Managing the TOC Way can be stated as: "focused flow”. The TOC breakthrough approach is based on the concept of buffers and the use of them for planning and controlling the execution of the plans. The use of the time buffers will be demonstrated on the TOC solution for MTO. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1526 |
Online Multimedia |
|
Managing systems - Part 2: Managing processes though a combination of time buffers and stock buffers - Application of the solution for MTO (Make-to-order) |
2014 |
|
Managing the TOC Way can be stated as: "focused flow”. The TOC breakthrough approach is based on the concept of buffers and the use of them for planning and controlling the execution of the plans. The use of the time buffers will be demonstrated on the TOC solution for MTO. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1527 |
Online Multimedia |
|
Managing systems - Part 2: Managing processes though a combination of time buffers and stock buffers - Application of the solution for MTO (Make-to-order) |
2014 |
|
Managing the TOC Way can be stated as: "focused flow”. The TOC breakthrough approach is based on the concept of buffers and the use of them for planning and controlling the execution of the plans. The use of the time buffers will be demonstrated on the TOC solution for MTO. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1528 |
Online Multimedia |
Fedurko, Jelena |
Understanding systems and conflicts through clouds - Part 2: 10 criteria to qualify a statement as an UDE; typical mistakes of constructing UDE clouds |
2014 |
|
UDEs provide the cornerstones for the analysis of a system's consistent problems preventing the achievement of better performance. UDEs are also the base for developing value offers to the market. Therefore, it is critical that the UDE clouds are properly constructed. Jelena will go through the criteria for qualifying UDEs and through typical mistakes in constructing UDE Clouds. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1529 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 2: 10 criteria to qualify a statement as an UDE; typical mistakes of constructing UDE clouds |
2014 |
|
UDEs provide the cornerstones for the analysis of a system's consistent problems preventing the achievement of better performance. UDEs are also the base for developing value offers to the market. Therefore, it is critical that the UDE clouds are properly constructed. Jelena will go through the criteria for qualifying UDEs and through typical mistakes in constructing UDE Clouds. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1530 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 2: 10 criteria to qualify a statement as an UDE; typical mistakes of constructing UDE clouds |
2014 |
|
UDEs provide the cornerstones for the analysis of a system's consistent problems preventing the achievement of better performance. UDEs are also the base for developing value offers to the market. Therefore, it is critical that the UDE clouds are properly constructed. Jelena will go through the criteria for qualifying UDEs and through typical mistakes in constructing UDE Clouds. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1531 |
Online Multimedia |
Cohen, Oded |
Managing systems - Part 1: Structuring system analysis and solution development through the U-shape |
2014 |
|
TOC has its own unique structured way for system analysis and solution development. The "journey" for improvement is comprised of the basic Thinking Processes (TP) and the interrelationships between them. All are put on one simple graphics - the U-Shape. Oded will describe the full flow from the desire to improve through the problem, the TOC pivot, the injections and the benefits leading to the desired improved performance of the system. U-Shape is also used for recording TOC solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1532 |
Online Multimedia |
|
Managing systems - Part 1: Structuring system analysis and solution development through the U-shape |
2014 |
|
TOC has its own unique structured way for system analysis and solution development. The "journey" for improvement is comprised of the basic Thinking Processes (TP) and the interrelationships between them. All are put on one simple graphics - the U-Shape. Oded will describe the full flow from the desire to improve through the problem, the TOC pivot, the injections and the benefits leading to the desired improved performance of the system. U-Shape is also used for recording TOC solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1533 |
Online Multimedia |
|
Managing systems - Part 1: Structuring system analysis and solution development through the U-shape |
2014 |
|
TOC has its own unique structured way for system analysis and solution development. The "journey" for improvement is comprised of the basic Thinking Processes (TP) and the interrelationships between them. All are put on one simple graphics - the U-Shape. Oded will describe the full flow from the desire to improve through the problem, the TOC pivot, the injections and the benefits leading to the desired improved performance of the system. U-Shape is also used for recording TOC solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1534 |
Online Multimedia |
Fedurko, Jelena |
Understanding systems and conflicts through clouds - Part 1: Reasons and triggers for different cloud types; sequence of constructing; typical mistakes |
2014 |
|
The structure of the cloud is unique. However, the clouds differ from each other according to their use, the triggers that call for the use of these clouds. They also differ in the sequence of constructing them. Jelena will also cover the typical mistakes in constructing clouds. All is with the view to ensure that the clouds produced provide a proper understanding of the problems and get them ready for finding solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1535 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 1: Reasons and triggers for different cloud types; sequence of constructing; typical mistakes |
2014 |
|
The structure of the cloud is unique. However, the clouds differ from each other according to their use, the triggers that call for the use of these clouds. They also differ in the sequence of constructing them. Jelena will also cover the typical mistakes in constructing clouds. All is with the view to ensure that the clouds produced provide a proper understanding of the problems and get them ready for finding solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1536 |
Online Multimedia |
|
Understanding systems and conflicts through clouds - Part 1: Reasons and triggers for different cloud types; sequence of constructing; typical mistakes |
2014 |
|
The structure of the cloud is unique. However, the clouds differ from each other according to their use, the triggers that call for the use of these clouds. They also differ in the sequence of constructing them. Jelena will also cover the typical mistakes in constructing clouds. All is with the view to ensure that the clouds produced provide a proper understanding of the problems and get them ready for finding solutions. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1537 |
Online Multimedia |
AGI Goldratt Institute, |
TOC for inventory management - Overview |
2014 |
Denver, CO |
This webinar describes methods for Improving availability, reducing out-of-stocks and increasing inventory turns with properly located and sized inventory buffers. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1538 |
Online Multimedia |
|
TOC for inventory management - Overview |
2014 |
Denver, CO |
This webinar describes methods for Improving availability, reducing out-of-stocks and increasing inventory turns with properly located and sized inventory buffers. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1539 |
Online Multimedia |
|
TOC for inventory management - Overview |
2014 |
Denver, CO |
This webinar describes methods for Improving availability, reducing out-of-stocks and increasing inventory turns with properly located and sized inventory buffers. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1540 |
Online Multimedia |
AGI Goldratt Institute, |
TOC for inventory management - Buffer sizing exercise |
2014 |
Denver, CO |
This webinar provides a working example of the TOC inventory management solution, where properly located and sized inventory buffers are managed using TOC replenishment principles to provide a closed-loop inventory management process that can reduce out-of-stock conditions, while improving inventory turns. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1541 |
Online Multimedia |
|
TOC for inventory management - Buffer sizing exercise |
2014 |
Denver, CO |
This webinar provides a working example of the TOC inventory management solution, where properly located and sized inventory buffers are managed using TOC replenishment principles to provide a closed-loop inventory management process that can reduce out-of-stock conditions, while improving inventory turns. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1542 |
Online Multimedia |
|
TOC for inventory management - Buffer sizing exercise |
2014 |
Denver, CO |
This webinar provides a working example of the TOC inventory management solution, where properly located and sized inventory buffers are managed using TOC replenishment principles to provide a closed-loop inventory management process that can reduce out-of-stock conditions, while improving inventory turns. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1543 |
Conference Proceedings |
Smith, Debra |
Advanced-level workshop: Demand driven performance - Using smart metrics Part 1 |
2014 |
Washington, DC |
This second 90-minute session will build on the keynote theme and take participants through the 5 steps, as detailed in our new book with the same title as the session. These steps are what we use to help organizations change from a “push and promote cost centric strategy” to a “position and pull flow centric strategy”: 1. Explain the “New Normal” – Today's supply chains are complex adaptive systems (CAS) and require “new rules” centered on maintaining system coherence; 2. Understand and embrace flow and its implications for Return on Investment (ROI) and the importance of defining relevant information that ties flow to ROI. This requires understanding and using relevant ranges of time to determine when non-financial measures are appropriate and when financial measures are appropriate. This is a fundamental building block of good management accounting and economic principles but has even greater importance due to the nature of instability inherent in CAS and demonstrated by the bullwhip effect in supply chains. 3. Design an operational model for flow. This requires the organization to understand itself as a system and the connections and interconnections of the flow of materials and information. I will explain the different role of decoupling points and control points to create short stable windows for planning and execution from quote to cash. I will include how to choose them and protect them with dynamic and variable time, stock and capacity buffers; The vital role of real time visibility of these buffers in both planning and scheduling as well as execution and their relationship to smart metrics. 4. Bring the model to the organization – Implement the model. 5. Use smart metric to operate, sustain and improve the Demand Driven operating model. Smart metrics use dynamic, visible buffer management to define the edge chaos and provide a safe zone for organizations to learn, adapt and improve. There are 6 Smart Metric objectives. Three non-financial, system reliability, system stability and system speed/velocity. The fourth is quantifying system waste and the dollar opportunity and it is a mix of both financial and nonfinancial measures. The remaining two, local operating expense and strategic contribution are both financial. The session will explain the fundamental building blocks of a Demand Driven Smart Metrics information system. We will use a practical example of how to design and then use the model to plan, schedule, execute and focus/prioritize improvement. We will explain the relationship of the use of visible a real time feedback loop focused on the flow to and through strategic control and decoupling points. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1544 |
Conference Proceedings |
|
Advanced-level workshop: Demand driven performance - Using smart metrics Part 1 |
2014 |
Washington, DC |
This second 90-minute session will build on the keynote theme and take participants through the 5 steps, as detailed in our new book with the same title as the session. These steps are what we use to help organizations change from a “push and promote cost centric strategy” to a “position and pull flow centric strategy”: 1. Explain the “New Normal” – Today's supply chains are complex adaptive systems (CAS) and require “new rules” centered on maintaining system coherence; 2. Understand and embrace flow and its implications for Return on Investment (ROI) and the importance of defining relevant information that ties flow to ROI. This requires understanding and using relevant ranges of time to determine when non-financial measures are appropriate and when financial measures are appropriate. This is a fundamental building block of good management accounting and economic principles but has even greater importance due to the nature of instability inherent in CAS and demonstrated by the bullwhip effect in supply chains. 3. Design an operational model for flow. This requires the organization to understand itself as a system and the connections and interconnections of the flow of materials and information. I will explain the different role of decoupling points and control points to create short stable windows for planning and execution from quote to cash. I will include how to choose them and protect them with dynamic and variable time, stock and capacity buffers; The vital role of real time visibility of these buffers in both planning and scheduling as well as execution and their relationship to smart metrics. 4. Bring the model to the organization – Implement the model. 5. Use smart metric to operate, sustain and improve the Demand Driven operating model. Smart metrics use dynamic, visible buffer management to define the edge chaos and provide a safe zone for organizations to learn, adapt and improve. There are 6 Smart Metric objectives. Three non-financial, system reliability, system stability and system speed/velocity. The fourth is quantifying system waste and the dollar opportunity and it is a mix of both financial and nonfinancial measures. The remaining two, local operating expense and strategic contribution are both financial. The session will explain the fundamental building blocks of a Demand Driven Smart Metrics information system. We will use a practical example of how to design and then use the model to plan, schedule, execute and focus/prioritize improvement. We will explain the relationship of the use of visible a real time feedback loop focused on the flow to and through strategic control and decoupling points. |
|
https://www.tocico.org/page/2014ConferenceProceedings |
| 1545 |
Online Multimedia |
del Solar, Cecilia |
Using TOC to develop management skills in teachers serving vulnerable communities |
2014 |
|
Using TOC we have developed skills, leadership and new learning that has allowed teachers to create and implement successful projects to benefit their schools through the experience of the FMER Grant Program. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1546 |
Online Multimedia |
|
Using TOC to develop management skills in teachers serving vulnerable communities |
2014 |
|
Using TOC we have developed skills, leadership and new learning that has allowed teachers to create and implement successful projects to benefit their schools through the experience of the FMER Grant Program. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1547 |
Online Multimedia |
|
Using TOC to develop management skills in teachers serving vulnerable communities |
2014 |
|
Using TOC we have developed skills, leadership and new learning that has allowed teachers to create and implement successful projects to benefit their schools through the experience of the FMER Grant Program. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1548 |
Online Multimedia |
Baptista, Humberto |
Avenues of change |
2014 |
|
A brief and broad exploration of the 3 change methods used in TOC to transform organizations. The interrelations and applicability of each will be discussed together with the expected behaviors in terms of salability, specificity, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1549 |
Online Multimedia |
|
Avenues of change |
2014 |
|
A brief and broad exploration of the 3 change methods used in TOC to transform organizations. The interrelations and applicability of each will be discussed together with the expected behaviors in terms of salability, specificity, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1550 |
Online Multimedia |
|
Avenues of change |
2014 |
|
A brief and broad exploration of the 3 change methods used in TOC to transform organizations. The interrelations and applicability of each will be discussed together with the expected behaviors in terms of salability, specificity, etc. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1551 |
Online Multimedia |
Holt, James |
Applying TOC paradigms to your life |
2014 |
|
This last lecture shows how you can apply the solutions from TOC (Physical Process Flows, Project Management, Supply Chain, Sales/ Marketing, Finance, Human Behavior and Thinking Processes) to YOUR LIFE. This ends with some abstract philosophy. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1552 |
Online Multimedia |
|
Applying TOC paradigms to your life |
2014 |
|
This last lecture shows how you can apply the solutions from TOC (Physical Process Flows, Project Management, Supply Chain, Sales/ Marketing, Finance, Human Behavior and Thinking Processes) to YOUR LIFE. This ends with some abstract philosophy. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1553 |
Online Multimedia |
|
Applying TOC paradigms to your life |
2014 |
|
This last lecture shows how you can apply the solutions from TOC (Physical Process Flows, Project Management, Supply Chain, Sales/ Marketing, Finance, Human Behavior and Thinking Processes) to YOUR LIFE. This ends with some abstract philosophy. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1554 |
Online Multimedia |
Youngman, Kelvyn |
A simpler way - From conflict to dilemma |
2014 |
|
If you have seen a cloud and always wanted to draw one but never have, or you are just a little unsure of how to do so, then please join me for this webinar. I will show you that for any cloud in a dialectic or conflict situation we also need to draw two change matrices in order to do justice to the situation. Two change matrices are a simpler, and for us, a more natural way to portray this structure. We will also investigate the layers of resistance and the role of satisfaction and security. Then we will look at how we exacerbate conflicts through miscommunication and confirmation bias, how these two combine to produce schismogenesis, and the feedback loops within the cloud that this draws upon. Then we will look briefly at how conflicts can stagnate before returning to the concepts from difficult conversations to alleviate the conflict. From conflict we move to 3rd person dilemma and investigate some of the important transitions that accompany this. The dilemma is of a higher logical type and a more solvable form than a 1st and 2nd person conflict. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1555 |
Online Multimedia |
|
A simpler way - From conflict to dilemma |
2014 |
|
If you have seen a cloud and always wanted to draw one but never have, or you are just a little unsure of how to do so, then please join me for this webinar. I will show you that for any cloud in a dialectic or conflict situation we also need to draw two change matrices in order to do justice to the situation. Two change matrices are a simpler, and for us, a more natural way to portray this structure. We will also investigate the layers of resistance and the role of satisfaction and security. Then we will look at how we exacerbate conflicts through miscommunication and confirmation bias, how these two combine to produce schismogenesis, and the feedback loops within the cloud that this draws upon. Then we will look briefly at how conflicts can stagnate before returning to the concepts from difficult conversations to alleviate the conflict. From conflict we move to 3rd person dilemma and investigate some of the important transitions that accompany this. The dilemma is of a higher logical type and a more solvable form than a 1st and 2nd person conflict. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1556 |
Online Multimedia |
|
A simpler way - From conflict to dilemma |
2014 |
|
If you have seen a cloud and always wanted to draw one but never have, or you are just a little unsure of how to do so, then please join me for this webinar. I will show you that for any cloud in a dialectic or conflict situation we also need to draw two change matrices in order to do justice to the situation. Two change matrices are a simpler, and for us, a more natural way to portray this structure. We will also investigate the layers of resistance and the role of satisfaction and security. Then we will look at how we exacerbate conflicts through miscommunication and confirmation bias, how these two combine to produce schismogenesis, and the feedback loops within the cloud that this draws upon. Then we will look briefly at how conflicts can stagnate before returning to the concepts from difficult conversations to alleviate the conflict. From conflict we move to 3rd person dilemma and investigate some of the important transitions that accompany this. The dilemma is of a higher logical type and a more solvable form than a 1st and 2nd person conflict. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1557 |
Online Multimedia |
Youngman, Kelvyn |
A simpler way - From dilemma to transcendence |
2014 |
|
In this webinar I will build upon the knowledge developed in the previous one and examine some of the dynamics of conflicts and dilemmas and why oscillation within this structure offers the path of least resistance. Why tension-resolution traps us there, and how we manipulate this state. To escape this oscillation we may need to resolve the dilemma into a systemic cloud. This looks like pulling a rabbit out of the hat. It is not. It is, however, a process of transcendence and Gregory Bateson provides us with the necessary clue to enable us to do this. I will illustrate this process with dilemmas from Robert Fritz and from Eli Goldratt. In the past we have often made huge logical jumps within clouds, I hope to show some of the underlying mechanics of what has been done, and provide a way forward for the future. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1558 |
Online Multimedia |
|
A simpler way - From dilemma to transcendence |
2014 |
|
In this webinar I will build upon the knowledge developed in the previous one and examine some of the dynamics of conflicts and dilemmas and why oscillation within this structure offers the path of least resistance. Why tension-resolution traps us there, and how we manipulate this state. To escape this oscillation we may need to resolve the dilemma into a systemic cloud. This looks like pulling a rabbit out of the hat. It is not. It is, however, a process of transcendence and Gregory Bateson provides us with the necessary clue to enable us to do this. I will illustrate this process with dilemmas from Robert Fritz and from Eli Goldratt. In the past we have often made huge logical jumps within clouds, I hope to show some of the underlying mechanics of what has been done, and provide a way forward for the future. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1559 |
Online Multimedia |
|
A simpler way - From dilemma to transcendence |
2014 |
|
In this webinar I will build upon the knowledge developed in the previous one and examine some of the dynamics of conflicts and dilemmas and why oscillation within this structure offers the path of least resistance. Why tension-resolution traps us there, and how we manipulate this state. To escape this oscillation we may need to resolve the dilemma into a systemic cloud. This looks like pulling a rabbit out of the hat. It is not. It is, however, a process of transcendence and Gregory Bateson provides us with the necessary clue to enable us to do this. I will illustrate this process with dilemmas from Robert Fritz and from Eli Goldratt. In the past we have often made huge logical jumps within clouds, I hope to show some of the underlying mechanics of what has been done, and provide a way forward for the future. |
|
https://www.tocico.org/page/2014OnlineMultimedia |
| 1560 |
Conference Proceedings |
Abuhab, Miguel |
A plan to boost Brazils economy by simplifying its tax system |
2015 |
Cape Town, SA |
When the former governor of the state of Santa Catarina, in Brazil, Mr. Luiz Henrique da Silveira, started his first mandate in 2003, he asked for Mr. Miguel Abuhab's help on how to improve the state's tax management system in order to enhance the tax collection efficiency. As he stood before the problem, his mind was immediately driven by two important beliefs in science: First that “all complex systems are governed by inherent simplicity” and also that ""all conflicts with systems can be resolved...if we can find the erroneous assumption(s)”. Weeks later, Mr. Abuhab returned to the governor with his first draft on how to improve the tax management system by just breaking the limiting assumption that was blocking the viable vision. Miguel has shown that by changing the current perspective to a holistic one, they could not only improve the tax system, but completely change it for a brand new reality, where the taxes fees could be reduced while the government would be able to leverage its tax incomes. At this point both Miguel and the governor realized they were standing before a solution for the country instead of something local. At this moment, backed by powerful assumptions, and a handful of injections, this plan is being analyzed by the Secretary of the Treasury of Brazil, Mr. Joaquim Levy, among other key stakeholders within the government. It's not only about finding a better way to raise the tax incomes. It's a plan to boost the Brazilian economy, benefiting both citizens and government in a true win-win relationship. |
When the former governor of the state of Santa Catarina, in Brazil, Mr. Luiz Henrique da Silveira, started his first mandate in 2003, he asked for Mr. Miguel Abuhab's help on how to improve the state's tax management system in order to enhance the tax collection efficiency.
As he stood before the problem, his mind was immediately driven by two important beliefs in science: First that ""all complex systems are governed by inherent simplicity” and also that ""all conflicts with systems can be resolved...if we can find the erroneous assumption(s)”.
Weeks later, Mr. Abuhab returned to the governor with his first draft on how to improve the tax management system by just breaking the limiting assumption that was blocking the viable vision. Miguel has shown that by changing the current perspective to a holistic one, they could not only improve the tax system, but completely change it for a brand new reality, where the taxes fees could be reduced while the government would be able to leverage its tax incomes. At this point both Miguel and the governor realized they were standing before a solution for the country instead of something local.
At this moment, backed by powerful assumptions, and a handful of injections, this plan is being analyzed by the Secretary of the Treasury of Brazil, Mr. Joaquim Levy, among other key stakeholders within the government.
It's not only about finding a better way to raise the tax incomes. It's a plan to boost the Brazilian economy, benefiting both citizens and government in a true win-win relationship. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1561 |
Conference Proceedings |
|
A plan to boost Brazils economy by simplifying its tax system |
2015 |
Cape Town, SA |
When the former governor of the state of Santa Catarina, in Brazil, Mr. Luiz Henrique da Silveira, started his first mandate in 2003, he asked for Mr. Miguel Abuhab's help on how to improve the state's tax management system in order to enhance the tax collection efficiency. As he stood before the problem, his mind was immediately driven by two important beliefs in science: First that “all complex systems are governed by inherent simplicity” and also that ""all conflicts with systems can be resolved...if we can find the erroneous assumption(s)”. Weeks later, Mr. Abuhab returned to the governor with his first draft on how to improve the tax management system by just breaking the limiting assumption that was blocking the viable vision. Miguel has shown that by changing the current perspective to a holistic one, they could not only improve the tax system, but completely change it for a brand new reality, where the taxes fees could be reduced while the government would be able to leverage its tax incomes. At this point both Miguel and the governor realized they were standing before a solution for the country instead of something local. At this moment, backed by powerful assumptions, and a handful of injections, this plan is being analyzed by the Secretary of the Treasury of Brazil, Mr. Joaquim Levy, among other key stakeholders within the government. It's not only about finding a better way to raise the tax incomes. It's a plan to boost the Brazilian economy, benefiting both citizens and government in a true win-win relationship. |
When the former governor of the state of Santa Catarina, in Brazil, Mr. Luiz Henrique da Silveira, started his first mandate in 2003, he asked for Mr. Miguel Abuhab's help on how to improve the state's tax management system in order to enhance the tax collection efficiency.
As he stood before the problem, his mind was immediately driven by two important beliefs in science: First that ""all complex systems are governed by inherent simplicity” and also that ""all conflicts with systems can be resolved...if we can find the erroneous assumption(s)”.
Weeks later, Mr. Abuhab returned to the governor with his first draft on how to improve the tax management system by just breaking the limiting assumption that was blocking the viable vision. Miguel has shown that by changing the current perspective to a holistic one, they could not only improve the tax system, but completely change it for a brand new reality, where the taxes fees could be reduced while the government would be able to leverage its tax incomes. At this point both Miguel and the governor realized they were standing before a solution for the country instead of something local.
At this moment, backed by powerful assumptions, and a handful of injections, this plan is being analyzed by the Secretary of the Treasury of Brazil, Mr. Joaquim Levy, among other key stakeholders within the government.
It's not only about finding a better way to raise the tax incomes. It's a plan to boost the Brazilian economy, benefiting both citizens and government in a true win-win relationship. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1562 |
Conference Proceedings |
Abuhab, Miguel |
From sell-in to sell-out and beyond |
2015 |
Cape Town, SA |
This presentation will illustrate examples of how supply chain management (SCM) systems worked before and after technology, as well a graphic illustrations of the algorithm that helped overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. The constraint that must be overcome is the change of business rules along the supply chain. The presented SCM system includes manufacturers, distributors and retailers and goes all the way to the store level. The assumption is that “while the consumer hasn't bought, no-one hasn't sold in the entire supply chain”. What companies must achieve is to be aligned along the supply chain according to real demand and consumption by the end consumer. Technology permits everyone to have the information available to accurately fulfill demand. |
Most business rules are defined before the rise of technology, but as the world has become more modern, these business rules must change and be adapted accordingly. However, orthodoxies have remained until the present day simply because no-one ever thought of changing them.
In supply chain management (SCM), business rules must constantly be updated for companies to keep their competitive advantage. This presentation will address how a complex SCM system can be efficient for all by overcoming orthodoxies and acknowledging that a great global optimum isn't the sum of great local optimums. However, the goal is to seek a great global optimum in the system.
The focus is on end-to-end SCM. Therefore, the system includes manufacturers, distributors and retailers and goes all the way to the store shelves, where the consumer will buy a product. The assumption is that ""while the consumer hasn't bought, no-one hasn't sold in the entire supply chain”; if the consumer didn't by anything, we would merely be talking about a shift of inventories, a situation that could mean for the supply chain to get stuck if the inventories aren't consumed at the points of sale.
This presentation will demonstrate that the whole system can operate according to real demand (consumption) after the rise of technology and show the contrast how business was done before versus how it should be done now. We will compare a push versus a pull system; a great local optimum versus a great global optimum; piling up inventories at retailers and stores versus keeping balanced stocks at manufacturers and throughout the supply chain; replenishment per order versus automated replenishment that can even be done by the suppliers; individual versus automatic transactions; trade marketing and commissioning per sell-in versus per sell-out; a product mix made by retailer's category manager versus by collaboration among retailers' staff and brand owners; and production made to stock versus made to be availability.
One of the most important points is that business rules in the supply chain should be made collaboratively with integrated metrics that aren't conflicting to ultimately obtain intelligent SCM. Only then we can move away from a push-based model that leads to high inventories so that products are available at points of sale, but not according to real demand. This shift of inventories ties up cash for everyone and if the consumer doesn't buy according to what has been pushed by manufacturers to the retailers, ignoring what the consumer actually wants.
What companies must achieve is working with a pull-based. And it is technology that permits for everyone to have the information available to accurately plan demand and replenishment.
Integrated and aligned metrics include measuring the performance and guaranteeing the effectiveness of each entity on one hand; measuring the performance in and guaranteeing the effectiveness of the whole optimum on the other hand. But we must bear in mind that the sum of the local optimum is not reflecting onto the system as a whole.
Technical solutions that support a supply chain system's to operate most effectively will consider to minimize cash flow deficits and lost sales, while reducing overstocks, with algorithms that consider out-of-stock risk and profit, as well as days with overstocks and cost of inventory per day. These are also known as the Throughput Value Day (TVD) and Inventory Value Day (IVD).
In summary, this presentation will illustrate examples of how SCM systems worked before and after technology, as well a graphic illustrations of the algorithm that help overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. And the one constraint that must be overcome is the change of business rules along the supply chain. This includes that in a pull-model, supply chain officers', buyers' and sales people's performance measurement must also be changed. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1563 |
Conference Proceedings |
|
From sell-in to sell-out and beyond |
2015 |
Cape Town, SA |
This presentation will illustrate examples of how supply chain management (SCM) systems worked before and after technology, as well a graphic illustrations of the algorithm that helped overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. The constraint that must be overcome is the change of business rules along the supply chain. The presented SCM system includes manufacturers, distributors and retailers and goes all the way to the store level. The assumption is that “while the consumer hasn't bought, no-one hasn't sold in the entire supply chain”. What companies must achieve is to be aligned along the supply chain according to real demand and consumption by the end consumer. Technology permits everyone to have the information available to accurately fulfill demand. |
Most business rules are defined before the rise of technology, but as the world has become more modern, these business rules must change and be adapted accordingly. However, orthodoxies have remained until the present day simply because no-one ever thought of changing them.
In supply chain management (SCM), business rules must constantly be updated for companies to keep their competitive advantage. This presentation will address how a complex SCM system can be efficient for all by overcoming orthodoxies and acknowledging that a great global optimum isn't the sum of great local optimums. However, the goal is to seek a great global optimum in the system.
The focus is on end-to-end SCM. Therefore, the system includes manufacturers, distributors and retailers and goes all the way to the store shelves, where the consumer will buy a product. The assumption is that ""while the consumer hasn't bought, no-one hasn't sold in the entire supply chain”; if the consumer didn't by anything, we would merely be talking about a shift of inventories, a situation that could mean for the supply chain to get stuck if the inventories aren't consumed at the points of sale.
This presentation will demonstrate that the whole system can operate according to real demand (consumption) after the rise of technology and show the contrast how business was done before versus how it should be done now. We will compare a push versus a pull system; a great local optimum versus a great global optimum; piling up inventories at retailers and stores versus keeping balanced stocks at manufacturers and throughout the supply chain; replenishment per order versus automated replenishment that can even be done by the suppliers; individual versus automatic transactions; trade marketing and commissioning per sell-in versus per sell-out; a product mix made by retailer's category manager versus by collaboration among retailers' staff and brand owners; and production made to stock versus made to be availability.
One of the most important points is that business rules in the supply chain should be made collaboratively with integrated metrics that aren't conflicting to ultimately obtain intelligent SCM. Only then we can move away from a push-based model that leads to high inventories so that products are available at points of sale, but not according to real demand. This shift of inventories ties up cash for everyone and if the consumer doesn't buy according to what has been pushed by manufacturers to the retailers, ignoring what the consumer actually wants.
What companies must achieve is working with a pull-based. And it is technology that permits for everyone to have the information available to accurately plan demand and replenishment.
Integrated and aligned metrics include measuring the performance and guaranteeing the effectiveness of each entity on one hand; measuring the performance in and guaranteeing the effectiveness of the whole optimum on the other hand. But we must bear in mind that the sum of the local optimum is not reflecting onto the system as a whole.
Technical solutions that support a supply chain system's to operate most effectively will consider to minimize cash flow deficits and lost sales, while reducing overstocks, with algorithms that consider out-of-stock risk and profit, as well as days with overstocks and cost of inventory per day. These are also known as the Throughput Value Day (TVD) and Inventory Value Day (IVD).
In summary, this presentation will illustrate examples of how SCM systems worked before and after technology, as well a graphic illustrations of the algorithm that help overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. And the one constraint that must be overcome is the change of business rules along the supply chain. This includes that in a pull-model, supply chain officers', buyers' and sales people's performance measurement must also be changed. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1564 |
Online Multimedia |
Aljaz, Tomaz |
Improving lead time of sprint projects in software development implementing drum buffer rope solution |
2015 |
|
Webinar shows how TOC tools and application, especially DBR, provides meaningful improvements in software development without a need to make changes in technology, but focusing on the management, planning, and scheduling of development tasks. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1565 |
Online Multimedia |
|
Improving lead time of sprint projects in software development implementing drum buffer rope solution |
2015 |
|
Webinar shows how TOC tools and application, especially DBR, provides meaningful improvements in software development without a need to make changes in technology, but focusing on the management, planning, and scheduling of development tasks. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1566 |
Online Multimedia |
|
Improving lead time of sprint projects in software development implementing drum buffer rope solution |
2015 |
|
Webinar shows how TOC tools and application, especially DBR, provides meaningful improvements in software development without a need to make changes in technology, but focusing on the management, planning, and scheduling of development tasks. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1567 |
Conference Proceedings |
Sierraalta, Maria Cristina |
Transformation of the flow of patient-centered care in the emergency room |
2015 |
Cape Town, SA |
Healthcare systems appear complex. Each patient is different and requires the efforts of many different resources. The traditional response to this apparent complexity is to divide the system into parts and manage and measure each part separately in an attempt to improve the whole. This approach is only successful when the number of variables is relatively predictable and small, which is not the case in health systems. The TOC solution is based on the belief that inherent simplicity exists in any goal-oriented flow system: only a few places have the power to affect the rate of output/performance – the system's constraint(s). The methodology allows focus on these constraints by tackling the waiting times in the emergency department with the patient at the center of decision making. By establishing a buffered flow time target for the system, with traffic light color system, we create the visual awareness of delays and blockages to flow in order to prioritize management interventions. |
Healthcare systems appear complex. Each patient is different and requires the efforts of many different resources. The traditional response to this apparent complexity is to divide the system into parts and manage and measure each part separately in an attempt to improve the whole. This approach is only successful when the number of variables is relatively predictable and small, which is not the case in health systems.
The TOC solution is based on the belief that inherent simplicity exists in any goal-oriented flow system: only a few places have the power to affect the rate of output/performance – the system's constraint(s). The methodology allows focus on these constraints by tackling the waiting times in the emergency department with the patient at the center of decision making. By establishing a buffered flow time target for the system, with traffic light color system, we create the visual awareness of delays and blockages to flow in order to prioritize management interventions.
Case Study:
The case study takes place in Venezuela. A country that has been going under severe political and economic transformations that have seriously impacted the level of care and attention in the public system. As a result, the need to be covered by insurance providers has created an increasing demand on private hospitals/clinics that are owned by Doctors – which are often not profitable organizations.
This presentation is about the private sector where the hospitals (clinics) face the following challenges:
1. Growing demand for Emergency Services
2. Constant challenges from insurance companies (costs/cash)
3. Growing pressure from the government to control prices
The objective was to help the managers of emergency departments to achieve greater throughput of patients per $ invested in resources by focusing on the constraints that reduce the rate of flow. A software solution was developed in house for the emergency department patient information, which focuses management attention and support services based on the severity of their condition and length of stay in order to reduce delays caused by a prolonged waiting times. A patient color code gives alerts of delays in the process of care on a main screen, workstations and ancillary departments. The application generates statistics to identify bottlenecks and focus strategies to correct them and measure their impact on quality and speed of care.
Results:
In a very short time and with the adequate staff induction we obtained the following results:
• Reduction of up to 80% on the overall service time, using the same resources and the same staff.
• Specialist Doctors have responded quicker once they have the visual of the magnitude of the delays in a traffic color system (Green – Yellow – Red – Black). Being green in the first third of the target time, yellow the second third, red the last one and black over the target.
• The shifts changeovers are done visually in front of the screen in a third of time they use to take before.
• Reduction of 29% in the average length of stay in the ER.
• As a result of the statistics on the major blockages to flow, a project to measure and manage availability of hospital beds was developed and has become a very important initiative contributing to the overall reduction in length of stay.
• The overall flow inside the hospital has improved. Patients leaving the operating theaters are no longer waiting in the recovery area for a bed.
• A spirit of team work has brought other areas connected to the flow (insurance, cleaning, lab and imaging/X-Ray services) to work in a more synchronized and friendly environment.
• The hospital has increased bed turnover rate with important financial results.
This approach can be extrapolated to many other processes within the institution, such as: allocation of hospital beds, surgical management shifts and control of medical and administrative processes associated with the discharge of the patient, amongst others.
The power of this solution is based on the simplicity of the system of the patient flow through a flexible and transparent graphic message. The first results were achieved within 3 months. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1568 |
Conference Proceedings |
|
Transformation of the flow of patient-centered care in the emergency room |
2015 |
Cape Town, SA |
Healthcare systems appear complex. Each patient is different and requires the efforts of many different resources. The traditional response to this apparent complexity is to divide the system into parts and manage and measure each part separately in an attempt to improve the whole. This approach is only successful when the number of variables is relatively predictable and small, which is not the case in health systems. The TOC solution is based on the belief that inherent simplicity exists in any goal-oriented flow system: only a few places have the power to affect the rate of output/performance – the system's constraint(s). The methodology allows focus on these constraints by tackling the waiting times in the emergency department with the patient at the center of decision making. By establishing a buffered flow time target for the system, with traffic light color system, we create the visual awareness of delays and blockages to flow in order to prioritize management interventions. |
Healthcare systems appear complex. Each patient is different and requires the efforts of many different resources. The traditional response to this apparent complexity is to divide the system into parts and manage and measure each part separately in an attempt to improve the whole. This approach is only successful when the number of variables is relatively predictable and small, which is not the case in health systems.
The TOC solution is based on the belief that inherent simplicity exists in any goal-oriented flow system: only a few places have the power to affect the rate of output/performance – the system's constraint(s). The methodology allows focus on these constraints by tackling the waiting times in the emergency department with the patient at the center of decision making. By establishing a buffered flow time target for the system, with traffic light color system, we create the visual awareness of delays and blockages to flow in order to prioritize management interventions.
Case Study:
The case study takes place in Venezuela. A country that has been going under severe political and economic transformations that have seriously impacted the level of care and attention in the public system. As a result, the need to be covered by insurance providers has created an increasing demand on private hospitals/clinics that are owned by Doctors – which are often not profitable organizations.
This presentation is about the private sector where the hospitals (clinics) face the following challenges:
1. Growing demand for Emergency Services
2. Constant challenges from insurance companies (costs/cash)
3. Growing pressure from the government to control prices
The objective was to help the managers of emergency departments to achieve greater throughput of patients per $ invested in resources by focusing on the constraints that reduce the rate of flow. A software solution was developed in house for the emergency department patient information, which focuses management attention and support services based on the severity of their condition and length of stay in order to reduce delays caused by a prolonged waiting times. A patient color code gives alerts of delays in the process of care on a main screen, workstations and ancillary departments. The application generates statistics to identify bottlenecks and focus strategies to correct them and measure their impact on quality and speed of care.
Results:
In a very short time and with the adequate staff induction we obtained the following results:
• Reduction of up to 80% on the overall service time, using the same resources and the same staff.
• Specialist Doctors have responded quicker once they have the visual of the magnitude of the delays in a traffic color system (Green – Yellow – Red – Black). Being green in the first third of the target time, yellow the second third, red the last one and black over the target.
• The shifts changeovers are done visually in front of the screen in a third of time they use to take before.
• Reduction of 29% in the average length of stay in the ER.
• As a result of the statistics on the major blockages to flow, a project to measure and manage availability of hospital beds was developed and has become a very important initiative contributing to the overall reduction in length of stay.
• The overall flow inside the hospital has improved. Patients leaving the operating theaters are no longer waiting in the recovery area for a bed.
• A spirit of team work has brought other areas connected to the flow (insurance, cleaning, lab and imaging/X-Ray services) to work in a more synchronized and friendly environment.
• The hospital has increased bed turnover rate with important financial results.
This approach can be extrapolated to many other processes within the institution, such as: allocation of hospital beds, surgical management shifts and control of medical and administrative processes associated with the discharge of the patient, amongst others.
The power of this solution is based on the simplicity of the system of the patient flow through a flexible and transparent graphic message. The first results were achieved within 3 months. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1569 |
Conference Proceedings |
Austin, Kathy |
Transforming you into a buy-in champ: Why the layers of resistance don't always achieve buy-in (and what to do about it) |
2015 |
Cape Town, SA |
The layers of resistance don't always get the buy-in we are seeking. This session peels the onion to help you understand when and why the layers work; how to identify when they are not working and modify your approach before you've alienated your buy-in targets; and, how to better prepare for any formal (or informal) buy-in session. |
The layers of resistance/layers of buy-in are the process to follow for buy-in of an ""Intimately Involved Person” (IIP), one Eli defined as sharing some or all of your UDEs.
However, when the person is responsible for the existence (or continuation) of the core conflicts (or believes they are), starting with the problem makes them defensive and, if not recognized early enough, continuing as if they are an IIP can alienate them and make any future attempts at buy-in almost impossible. With these ""Directly Responsible People” (DRP), the best starting point is with the core conflict itself – showing how the system (not the people) is to blame. Once the defensiveness is reduced and you are communicating, then you can show how the system conflict is responsible for the existence and sustainment of the UDEs. Only then can you continue with the IIP process, starting now with agreement on the direction of the solution.
When the person does not share any of your UDEs, they are an ""Outside Person” (OP) to your situation; they have no interest in the UDEs you are used to starting with. These are not their problem. To achieve buy-in with an OP (as with anyone else), they must be able to see what is in it for them. If you must have their buy-in to proceed, you must first do your homework: identifying what benefits they (emphasis they) will receive from helping you resolve your problems. Once you've identified their Desired Effect (DEs), create a future reality tree from the DEs down to the injections – with the injections being what you need them to do to resolve your situation. This analysis will not look anything like the analysis you've done to solve your problem. But avoid this analysis at your peril, if you really need OP support and buy-in to achieve your objectives! |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1570 |
Conference Proceedings |
|
Transforming you into a buy-in champ: Why the layers of resistance don't always achieve buy-in (and what to do about it) |
2015 |
Cape Town, SA |
The layers of resistance don't always get the buy-in we are seeking. This session peels the onion to help you understand when and why the layers work; how to identify when they are not working and modify your approach before you've alienated your buy-in targets; and, how to better prepare for any formal (or informal) buy-in session. |
The layers of resistance/layers of buy-in are the process to follow for buy-in of an ""Intimately Involved Person” (IIP), one Eli defined as sharing some or all of your UDEs.
However, when the person is responsible for the existence (or continuation) of the core conflicts (or believes they are), starting with the problem makes them defensive and, if not recognized early enough, continuing as if they are an IIP can alienate them and make any future attempts at buy-in almost impossible. With these ""Directly Responsible People” (DRP), the best starting point is with the core conflict itself – showing how the system (not the people) is to blame. Once the defensiveness is reduced and you are communicating, then you can show how the system conflict is responsible for the existence and sustainment of the UDEs. Only then can you continue with the IIP process, starting now with agreement on the direction of the solution.
When the person does not share any of your UDEs, they are an ""Outside Person” (OP) to your situation; they have no interest in the UDEs you are used to starting with. These are not their problem. To achieve buy-in with an OP (as with anyone else), they must be able to see what is in it for them. If you must have their buy-in to proceed, you must first do your homework: identifying what benefits they (emphasis they) will receive from helping you resolve your problems. Once you've identified their Desired Effect (DEs), create a future reality tree from the DEs down to the injections – with the injections being what you need them to do to resolve your situation. This analysis will not look anything like the analysis you've done to solve your problem. But avoid this analysis at your peril, if you really need OP support and buy-in to achieve your objectives! |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1571 |
Conference Proceedings |
Austin, Kathy |
Step 1 of the journey: Transforming Delta Air Lines Operations using theory of constraints (TOC), lean and six sigma (LSS) |
2015 |
Cape Town, SA |
Delta Air Lines has seen the need to have TOC as the over-arching improvement architecture for its operations. This presentation describes the first year of using TOC-LSS across and within Delta operations, the development of a standard implementation model used on strategic and tactical projects, as well as the process for creating “pull” from senior leadership to keep Delta's performance ever flourishing. |
What started as a humble, little aerial crop dusting operation called Huff Daland Dusters in 1924 has now grown into one of the world's largest global airlines, helping more than 160 million travelers get to the places they want to go each year. In 2014, Fortune magazine named Delta Air Lines to the top 50 2014 World's Most Admired Companies list; Most Admired Airline Worldwide in the 2014, and World's Most Admired Companies Airline Industry list.
Not willing to rest on its achievements, in 2014, Delta established the Operations Continuous Improvement department with a charter to use Theory of Constraints (TOC) as the over-arching multi-division improvement architecture with Lean and Six Sigma (LSS) as significant improvement tools. Gil West, Delta's COO has had great results using TOC-LSS in pockets at Delta in the past and knew significant improvement gains could be achieved using it across all of operations now and in the future.
This presentation describes the first year of using TOC-LSS across and within Delta operations, the development of a standard implementation model used on strategic and tactical projects, as well as the process for creating ""pull” from senior leadership to keep Delta's performance ever flourishing. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1572 |
Conference Proceedings |
|
Step 1 of the journey: Transforming Delta Air Lines Operations using theory of constraints (TOC), lean and six sigma (LSS) |
2015 |
Cape Town, SA |
Delta Air Lines has seen the need to have TOC as the over-arching improvement architecture for its operations. This presentation describes the first year of using TOC-LSS across and within Delta operations, the development of a standard implementation model used on strategic and tactical projects, as well as the process for creating “pull” from senior leadership to keep Delta's performance ever flourishing. |
What started as a humble, little aerial crop dusting operation called Huff Daland Dusters in 1924 has now grown into one of the world's largest global airlines, helping more than 160 million travelers get to the places they want to go each year. In 2014, Fortune magazine named Delta Air Lines to the top 50 2014 World's Most Admired Companies list; Most Admired Airline Worldwide in the 2014, and World's Most Admired Companies Airline Industry list.
Not willing to rest on its achievements, in 2014, Delta established the Operations Continuous Improvement department with a charter to use Theory of Constraints (TOC) as the over-arching multi-division improvement architecture with Lean and Six Sigma (LSS) as significant improvement tools. Gil West, Delta's COO has had great results using TOC-LSS in pockets at Delta in the past and knew significant improvement gains could be achieved using it across all of operations now and in the future.
This presentation describes the first year of using TOC-LSS across and within Delta operations, the development of a standard implementation model used on strategic and tactical projects, as well as the process for creating ""pull” from senior leadership to keep Delta's performance ever flourishing. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1573 |
Online Multimedia |
Avidan, Orion |
Answering the questions of technology |
2015 |
|
Innovation is a driving force in our world. We need to know how to manage it from development to implementation. Using Goldratt's 6 questions of technology and Christensen's framework of innovation we offer a business process to do just that. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1574 |
Online Multimedia |
|
Answering the questions of technology |
2015 |
|
Innovation is a driving force in our world. We need to know how to manage it from development to implementation. Using Goldratt's 6 questions of technology and Christensen's framework of innovation we offer a business process to do just that. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1575 |
Online Multimedia |
|
Answering the questions of technology |
2015 |
|
Innovation is a driving force in our world. We need to know how to manage it from development to implementation. Using Goldratt's 6 questions of technology and Christensen's framework of innovation we offer a business process to do just that. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1576 |
Conference Proceedings |
Avidan, Orion |
Leading a buffered life: How to use buffers to transform results |
2015 |
Cape Town, SA |
This presentation will review the different aspects of buffer management in order to expand their use to daily life both personally and in business management. The goal is to give a wide tool set for defining when, how and why to define a buffer for a situation. The triggers for a protective action as well as buffer changes will be discussed as well. The presentation will use examples that are relevant for anyone's daily life and business situations, in order to give useful tools, mainly for those just starting out with buffers. |
Buffer management is one of the most basic concepts of the Theory of Constraints. It is the basic feedback mechanism that allows control in all the management environments for which TOC offers generic solutions. From WIP tracking before the CCR in manufacturing, through time and resource control in project management to inventory tracking and control in logistics, buffers are everywhere.
It also seems that buffers are pretty easy to understand and at first glance these seem very intuitive – buffers are meant to protect an important target, so set the target, add the protection and manage it through a green-yellow-red mechanism. But is it really that easy? Probably not. Some applications are easier as they are covered in greater detail in the literature or are just closer to our basic intuition, but not all of them. Since it is clear from the literature that buffers can and should be used throughout our daily life, wherever we have an important target, it seems worthwhile to investigate their mechanisms so as not to be limited to those buffers that have already been set out for us.
In this presentation we will cover the basic points of buffers to ensure the baseline understanding of the audience:
• When should buffers be used – we will see that targets that are measurable and quantifiable are required for buffer management, we will also note that not everything that can be buffered, should be as buffers are a focusing tool.
• Why should buffers be used – we will expose the fact that different buffers serve different needs and that often each buffer serves several needs that range from reducing over-reaction to daily variance all the way through to ensuring a steady flow of cash to a business. As a result, we will realize what kind of actions we can manage through these buffers.
• How should buffers be used – we will explore different situations that require different buffering styles such as buffer chains where one buffer feeds the next to ensure meaningful tracking, or situations where the time constants need to be adjusted to ensure the buffer is not overly sensitive to variability.
• When to change a buffer – we will discuss the signs that lead us to challenge the level of a buffer and the signs that lead us to leave it at the current level. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1577 |
Conference Proceedings |
|
Leading a buffered life: How to use buffers to transform results |
2015 |
Cape Town, SA |
This presentation will review the different aspects of buffer management in order to expand their use to daily life both personally and in business management. The goal is to give a wide tool set for defining when, how and why to define a buffer for a situation. The triggers for a protective action as well as buffer changes will be discussed as well. The presentation will use examples that are relevant for anyone's daily life and business situations, in order to give useful tools, mainly for those just starting out with buffers. |
Buffer management is one of the most basic concepts of the Theory of Constraints. It is the basic feedback mechanism that allows control in all the management environments for which TOC offers generic solutions. From WIP tracking before the CCR in manufacturing, through time and resource control in project management to inventory tracking and control in logistics, buffers are everywhere.
It also seems that buffers are pretty easy to understand and at first glance these seem very intuitive – buffers are meant to protect an important target, so set the target, add the protection and manage it through a green-yellow-red mechanism. But is it really that easy? Probably not. Some applications are easier as they are covered in greater detail in the literature or are just closer to our basic intuition, but not all of them. Since it is clear from the literature that buffers can and should be used throughout our daily life, wherever we have an important target, it seems worthwhile to investigate their mechanisms so as not to be limited to those buffers that have already been set out for us.
In this presentation we will cover the basic points of buffers to ensure the baseline understanding of the audience:
• When should buffers be used – we will see that targets that are measurable and quantifiable are required for buffer management, we will also note that not everything that can be buffered, should be as buffers are a focusing tool.
• Why should buffers be used – we will expose the fact that different buffers serve different needs and that often each buffer serves several needs that range from reducing over-reaction to daily variance all the way through to ensuring a steady flow of cash to a business. As a result, we will realize what kind of actions we can manage through these buffers.
• How should buffers be used – we will explore different situations that require different buffering styles such as buffer chains where one buffer feeds the next to ensure meaningful tracking, or situations where the time constants need to be adjusted to ensure the buffer is not overly sensitive to variability.
• When to change a buffer – we will discuss the signs that lead us to challenge the level of a buffer and the signs that lead us to leave it at the current level. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1578 |
Conference Proceedings |
Avidan, Orion |
Answering the questions of technology: Using the TP to transform the way innovation is managed |
2015 |
Cape Town, SA |
Technological development is a key driving force in human progress, yet there is still a big gap in our capability to manage it. Connecting Goldratt's ""6 Questions of Technology"" to the thinking processes creates a framework to support innovation management. This process is meant to allow managers to have better control over the process, give the R&D team better focus and reduce the overall time required to go to market and generate a positive ROI. |
Technological development has been the basis for development for mankind since the beginning of time. Yet to this day the process remains a mostly unchartered frontier territory. Companies look to technological development as a source for generating a competitive edge, maybe even a decisive competitive edge (DCE). The technology edge is highly appealing although it holds high risks and fail rates are notoriously high. Even those technologies that do succeed mostly take a very long time to penetrate the market and start generating a substantial income stream, often times leaving the originating company bruised and battered in the sidelines by this time. So there is a conflict, while it is in the best interest of the greater human society that technological developments continue, on the business level the risk to reward ratio seems highly unappealing.
This research is meant to outline an injection that will change this imbalance, focusing on the management of innovations for the B2B market. We will show:
• How to use the TP tools to answer the 6 Questions of Technology using the current intuition available by combining management, engineering and research to map out:
• The parts of the current reality that should be changed – what to change.
• The most preferable directions for the change – what to change to.
• The parallel and mutually iterative processes of developing the technology and re-designing the day to day rules – how to cause the change.
• Examples and case studies of the different options available to those managing technological change – why this process is so important.
• Common pitfalls.
• How to manage and connect the technological development process to your other TOC efforts to create a cohesive whole.
This toolset will allow managers the needed control over the whole process and will help generate focus for both management and the development team. This shared focus is expected to improve the communication between the R&D team and the rest of the organization and lead to improved results making a technological DCE a much more plausible option.
To date there has been very little work published on the 6 Questions of Technology and while there have been practical applications of the TP within the 6 Questions framework, no work has been published about this at all. Since there is no Technology S&T we will propose an initial baseline for such a tree. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1579 |
Conference Proceedings |
Schraeder, Jeff |
Answering the questions of technology: Using the TP to transform the way innovation is managed |
2015 |
Cape Town, SA |
Technological development is a key driving force in human progress, yet there is still a big gap in our capability to manage it. Connecting Goldratt's ""6 Questions of Technology"" to the thinking processes creates a framework to support innovation management. This process is meant to allow managers to have better control over the process, give the R&D team better focus and reduce the overall time required to go to market and generate a positive ROI. |
Technological development has been the basis for development for mankind since the beginning of time. Yet to this day the process remains a mostly unchartered frontier territory. Companies look to technological development as a source for generating a competitive edge, maybe even a decisive competitive edge (DCE). The technology edge is highly appealing although it holds high risks and fail rates are notoriously high. Even those technologies that do succeed mostly take a very long time to penetrate the market and start generating a substantial income stream, often times leaving the originating company bruised and battered in the sidelines by this time. So there is a conflict, while it is in the best interest of the greater human society that technological developments continue, on the business level the risk to reward ratio seems highly unappealing.
This research is meant to outline an injection that will change this imbalance, focusing on the management of innovations for the B2B market. We will show:
• How to use the TP tools to answer the 6 Questions of Technology using the current intuition available by combining management, engineering and research to map out:
• The parts of the current reality that should be changed – what to change.
• The most preferable directions for the change – what to change to.
• The parallel and mutually iterative processes of developing the technology and re-designing the day to day rules – how to cause the change.
• Examples and case studies of the different options available to those managing technological change – why this process is so important.
• Common pitfalls.
• How to manage and connect the technological development process to your other TOC efforts to create a cohesive whole.
This toolset will allow managers the needed control over the whole process and will help generate focus for both management and the development team. This shared focus is expected to improve the communication between the R&D team and the rest of the organization and lead to improved results making a technological DCE a much more plausible option.
To date there has been very little work published on the 6 Questions of Technology and while there have been practical applications of the TP within the 6 Questions framework, no work has been published about this at all. Since there is no Technology S&T we will propose an initial baseline for such a tree. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1580 |
Conference Proceedings |
Lenhartz, Christoph |
Answering the questions of technology: Using the TP to transform the way innovation is managed |
2015 |
Cape Town, SA |
Technological development is a key driving force in human progress, yet there is still a big gap in our capability to manage it. Connecting Goldratt's ""6 Questions of Technology"" to the thinking processes creates a framework to support innovation management. This process is meant to allow managers to have better control over the process, give the R&D team better focus and reduce the overall time required to go to market and generate a positive ROI. |
Technological development has been the basis for development for mankind since the beginning of time. Yet to this day the process remains a mostly unchartered frontier territory. Companies look to technological development as a source for generating a competitive edge, maybe even a decisive competitive edge (DCE). The technology edge is highly appealing although it holds high risks and fail rates are notoriously high. Even those technologies that do succeed mostly take a very long time to penetrate the market and start generating a substantial income stream, often times leaving the originating company bruised and battered in the sidelines by this time. So there is a conflict, while it is in the best interest of the greater human society that technological developments continue, on the business level the risk to reward ratio seems highly unappealing.
This research is meant to outline an injection that will change this imbalance, focusing on the management of innovations for the B2B market. We will show:
• How to use the TP tools to answer the 6 Questions of Technology using the current intuition available by combining management, engineering and research to map out:
• The parts of the current reality that should be changed – what to change.
• The most preferable directions for the change – what to change to.
• The parallel and mutually iterative processes of developing the technology and re-designing the day to day rules – how to cause the change.
• Examples and case studies of the different options available to those managing technological change – why this process is so important.
• Common pitfalls.
• How to manage and connect the technological development process to your other TOC efforts to create a cohesive whole.
This toolset will allow managers the needed control over the whole process and will help generate focus for both management and the development team. This shared focus is expected to improve the communication between the R&D team and the rest of the organization and lead to improved results making a technological DCE a much more plausible option.
To date there has been very little work published on the 6 Questions of Technology and while there have been practical applications of the TP within the 6 Questions framework, no work has been published about this at all. Since there is no Technology S&T we will propose an initial baseline for such a tree. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1581 |
Conference Proceedings |
Fradis, David |
Answering the questions of technology: Using the TP to transform the way innovation is managed |
2015 |
Cape Town, SA |
Technological development is a key driving force in human progress, yet there is still a big gap in our capability to manage it. Connecting Goldratt's ""6 Questions of Technology"" to the thinking processes creates a framework to support innovation management. This process is meant to allow managers to have better control over the process, give the R&D team better focus and reduce the overall time required to go to market and generate a positive ROI. |
Technological development has been the basis for development for mankind since the beginning of time. Yet to this day the process remains a mostly unchartered frontier territory. Companies look to technological development as a source for generating a competitive edge, maybe even a decisive competitive edge (DCE). The technology edge is highly appealing although it holds high risks and fail rates are notoriously high. Even those technologies that do succeed mostly take a very long time to penetrate the market and start generating a substantial income stream, often times leaving the originating company bruised and battered in the sidelines by this time. So there is a conflict, while it is in the best interest of the greater human society that technological developments continue, on the business level the risk to reward ratio seems highly unappealing.
This research is meant to outline an injection that will change this imbalance, focusing on the management of innovations for the B2B market. We will show:
• How to use the TP tools to answer the 6 Questions of Technology using the current intuition available by combining management, engineering and research to map out:
• The parts of the current reality that should be changed – what to change.
• The most preferable directions for the change – what to change to.
• The parallel and mutually iterative processes of developing the technology and re-designing the day to day rules – how to cause the change.
• Examples and case studies of the different options available to those managing technological change – why this process is so important.
• Common pitfalls.
• How to manage and connect the technological development process to your other TOC efforts to create a cohesive whole.
This toolset will allow managers the needed control over the whole process and will help generate focus for both management and the development team. This shared focus is expected to improve the communication between the R&D team and the rest of the organization and lead to improved results making a technological DCE a much more plausible option.
To date there has been very little work published on the 6 Questions of Technology and while there have been practical applications of the TP within the 6 Questions framework, no work has been published about this at all. Since there is no Technology S&T we will propose an initial baseline for such a tree. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1582 |
Conference Proceedings |
|
Answering the questions of technology: Using the TP to transform the way innovation is managed |
2015 |
Cape Town, SA |
Technological development is a key driving force in human progress, yet there is still a big gap in our capability to manage it. Connecting Goldratt's ""6 Questions of Technology"" to the thinking processes creates a framework to support innovation management. This process is meant to allow managers to have better control over the process, give the R&D team better focus and reduce the overall time required to go to market and generate a positive ROI. |
Technological development has been the basis for development for mankind since the beginning of time. Yet to this day the process remains a mostly unchartered frontier territory. Companies look to technological development as a source for generating a competitive edge, maybe even a decisive competitive edge (DCE). The technology edge is highly appealing although it holds high risks and fail rates are notoriously high. Even those technologies that do succeed mostly take a very long time to penetrate the market and start generating a substantial income stream, often times leaving the originating company bruised and battered in the sidelines by this time. So there is a conflict, while it is in the best interest of the greater human society that technological developments continue, on the business level the risk to reward ratio seems highly unappealing.
This research is meant to outline an injection that will change this imbalance, focusing on the management of innovations for the B2B market. We will show:
• How to use the TP tools to answer the 6 Questions of Technology using the current intuition available by combining management, engineering and research to map out:
• The parts of the current reality that should be changed – what to change.
• The most preferable directions for the change – what to change to.
• The parallel and mutually iterative processes of developing the technology and re-designing the day to day rules – how to cause the change.
• Examples and case studies of the different options available to those managing technological change – why this process is so important.
• Common pitfalls.
• How to manage and connect the technological development process to your other TOC efforts to create a cohesive whole.
This toolset will allow managers the needed control over the whole process and will help generate focus for both management and the development team. This shared focus is expected to improve the communication between the R&D team and the rest of the organization and lead to improved results making a technological DCE a much more plausible option.
To date there has been very little work published on the 6 Questions of Technology and while there have been practical applications of the TP within the 6 Questions framework, no work has been published about this at all. Since there is no Technology S&T we will propose an initial baseline for such a tree. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1583 |
Conference Proceedings |
Barnard, Alan |
What does not kill us, makes us stronger. Really? |
2015 |
Cape Town, SA |
Friedrich Nietzsche said “That which does not kill us, makes us stronger.” It turns out that he was right and wrong. Sometimes, traumatic events can make a person or organization or even an economy weaker and sometimes it makes us stronger. With his new book titled “Anti-fragile: Things that gain from disorder” Nassim Taleb explores how to measure fragility and the conditions that make systems fragile (harmed by volatility), robust (not harmed by volatility) and Anti-fragile (benefit from volatility). In this presentation, Dr. Alan Barnard will share why organizations should aim higher (not just to be robust but to be Anti-fragile), how the Theory of Constraints can help people and organizations find and implement simple yet powerful “Anti-fragile” rules and share a few cases studies where this has already been done. After this presentation, you will no longer think primarily about efficiency and effectiveness; instead you will focus on the fragility of your organizations, and how we can design and manage them to build in the ability for them to get stronger over time, as they are subject to stress. Anti-fragility is a major paradigm shift, and as such hard to accomplish, but necessary as the pursuit of efficiency itself often causes fragility. |
Nassim Taleb, the bestselling author of The Black Swan and one of the foremost thinkers of our time, revealed in his new book titled ""Antifragile: Things that gain from disorder” how to thrive in an uncertain world. Just as human bones get stronger when subjected to stress and tension, many things in life benefit from stress, disorder, volatility, and turmoil. What Taleb calls ""antifragile” is that category of things that not only gain from chaos but need it in order to survive and flourish. In Antifragile, Taleb proposes that systems be built, not just to be robust (not harmed by volatility to remain the same), but to be Antifragile (benefit from volatility to become better and better). Furthermore, he shows that the Antifragile is immune to prediction errors and protected from adverse events. The concept spans innovation by trial and error, start-ups, life decisions, politics, personal finance, economic systems, and medicine.
According to Dr. Taleb, the greatest sin is to be a ""fragilista,"" somebody whose actions causes an institution to become fragile. This word is defined in the book's glossary: ""somebody who causes fragility because he thinks he understands what's going on. In medicine they have a term for this - iatrogenic - meaning when doctors do more harm than good, for example, by bleeding the patient in the past, or by putting ice on swellings today. This is the similar to managers whose actions to improve local efficiencies and/or achieve short term targets actually cause harm as it compromise overall organization effectiveness and efficiency.
After this presentation, you will no longer think primarily about efficiency and effectiveness; instead you will focus on the fragility of your organisations, and how we can design and manage them to build in the ability for them to get stronger over time, as they are subject to stress. Anti-fragility is a major paradigm shift, and as such hard to accomplish, but necessary as the pursuit of efficiency itself often causes fragility.
The failure of our organisations has a high human cost, in terms of wasting money, resources, and human ability, motivation and optimism. The Darwinists argue that such failures are necessary to allow natural selection to identify the strong, the successful business models that will grow and prosper.
Start-ups are notoriously fragile with a very high failure rate. But the few that survive and grow can turn into something that can be even more dangerous – robust organizations. The problem with robust organizations is that they resist change. Products or Processes (or People) that do more harm than good aren't quickly changed - so these organizations die slowly, especially when they have a monopoly or have large reserves. Antifragile organizations are those that have a culture that enables them to learn fast from their environment and adapt to it so they can take advantage of volatility.
We know that the application of the mindsets and methods within Theory of Constraints can help remove constraints to help people and organizations improve and become more robust (not harmed by volatility to stay the same). But can it help people and organizations become Antifragile (benefit by volatility to become better and better) and if so, how?
Is it really possible to make people and organizations, not just more robust but Antifragile?
In the first part of this presentation, Dr. Barnard will use Taleb's new definition of fragility to show why most people and organizations, even the successful ones, are more fragile than they seem. They have mechanisms that limit gain during upturns without limiting the pain during downturns. Unlike risk, fragility is actually measurable. If we can measure it, we can find a way to improve it. In the second part of his presentation, Dr. Barnard will show, through case studies, how we can measure the fragility of our organizations, our economies and even ourselves and those we care about and what we can do to improve our fragility, to achieve the ambitious target of not just becoming more robust, but Antifragile. It's time to realize ""That which does not kill us, can make us weaker or stronger. It important to understand what will make the difference… |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1584 |
Conference Proceedings |
|
What does not kill us, makes us stronger. Really? |
2015 |
Cape Town, SA |
Friedrich Nietzsche said “That which does not kill us, makes us stronger.” It turns out that he was right and wrong. Sometimes, traumatic events can make a person or organization or even an economy weaker and sometimes it makes us stronger. With his new book titled “Anti-fragile: Things that gain from disorder” Nassim Taleb explores how to measure fragility and the conditions that make systems fragile (harmed by volatility), robust (not harmed by volatility) and Anti-fragile (benefit from volatility). In this presentation, Dr. Alan Barnard will share why organizations should aim higher (not just to be robust but to be Anti-fragile), how the Theory of Constraints can help people and organizations find and implement simple yet powerful “Anti-fragile” rules and share a few cases studies where this has already been done. After this presentation, you will no longer think primarily about efficiency and effectiveness; instead you will focus on the fragility of your organizations, and how we can design and manage them to build in the ability for them to get stronger over time, as they are subject to stress. Anti-fragility is a major paradigm shift, and as such hard to accomplish, but necessary as the pursuit of efficiency itself often causes fragility. |
Nassim Taleb, the bestselling author of The Black Swan and one of the foremost thinkers of our time, revealed in his new book titled ""Antifragile: Things that gain from disorder” how to thrive in an uncertain world. Just as human bones get stronger when subjected to stress and tension, many things in life benefit from stress, disorder, volatility, and turmoil. What Taleb calls ""antifragile” is that category of things that not only gain from chaos but need it in order to survive and flourish. In Antifragile, Taleb proposes that systems be built, not just to be robust (not harmed by volatility to remain the same), but to be Antifragile (benefit from volatility to become better and better). Furthermore, he shows that the Antifragile is immune to prediction errors and protected from adverse events. The concept spans innovation by trial and error, start-ups, life decisions, politics, personal finance, economic systems, and medicine.
According to Dr. Taleb, the greatest sin is to be a ""fragilista,"" somebody whose actions causes an institution to become fragile. This word is defined in the book's glossary: ""somebody who causes fragility because he thinks he understands what's going on. In medicine they have a term for this - iatrogenic - meaning when doctors do more harm than good, for example, by bleeding the patient in the past, or by putting ice on swellings today. This is the similar to managers whose actions to improve local efficiencies and/or achieve short term targets actually cause harm as it compromise overall organization effectiveness and efficiency.
After this presentation, you will no longer think primarily about efficiency and effectiveness; instead you will focus on the fragility of your organisations, and how we can design and manage them to build in the ability for them to get stronger over time, as they are subject to stress. Anti-fragility is a major paradigm shift, and as such hard to accomplish, but necessary as the pursuit of efficiency itself often causes fragility.
The failure of our organisations has a high human cost, in terms of wasting money, resources, and human ability, motivation and optimism. The Darwinists argue that such failures are necessary to allow natural selection to identify the strong, the successful business models that will grow and prosper.
Start-ups are notoriously fragile with a very high failure rate. But the few that survive and grow can turn into something that can be even more dangerous – robust organizations. The problem with robust organizations is that they resist change. Products or Processes (or People) that do more harm than good aren't quickly changed - so these organizations die slowly, especially when they have a monopoly or have large reserves. Antifragile organizations are those that have a culture that enables them to learn fast from their environment and adapt to it so they can take advantage of volatility.
We know that the application of the mindsets and methods within Theory of Constraints can help remove constraints to help people and organizations improve and become more robust (not harmed by volatility to stay the same). But can it help people and organizations become Antifragile (benefit by volatility to become better and better) and if so, how?
Is it really possible to make people and organizations, not just more robust but Antifragile?
In the first part of this presentation, Dr. Barnard will use Taleb's new definition of fragility to show why most people and organizations, even the successful ones, are more fragile than they seem. They have mechanisms that limit gain during upturns without limiting the pain during downturns. Unlike risk, fragility is actually measurable. If we can measure it, we can find a way to improve it. In the second part of his presentation, Dr. Barnard will show, through case studies, how we can measure the fragility of our organizations, our economies and even ourselves and those we care about and what we can do to improve our fragility, to achieve the ambitious target of not just becoming more robust, but Antifragile. It's time to realize ""That which does not kill us, can make us weaker or stronger. It important to understand what will make the difference… |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1585 |
Conference Proceedings |
Mankhanov, Andrey |
Mine outbound logistics planning for a large mineral resources company |
2015 |
Cape Town, SA |
One of the world's largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges we've overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1586 |
Conference Proceedings |
Barnard, Alan |
Mine outbound logistics planning for a large mineral resources company |
2015 |
Cape Town, SA |
One of the world's largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges we've overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1587 |
Conference Proceedings |
|
Mine outbound logistics planning for a large mineral resources company |
2015 |
Cape Town, SA |
One of the world's largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges we've overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1588 |
Conference Proceedings |
Barnard, Alan |
How to effectively and efficiently improve flow within any environment |
2015 |
Cape Town, SA |
In this workshop, Dr. Barnard will present the connection and a way to resolve the apparent inconsistency between Goldratt's Four Concepts of Flow and the Five Focusing Steps to create a more universal process for improving any environment. He will use dynamic simulation to show the six most common mistakes that cause losses in flow time and flow rate and compromise reliability and quality within any environment and show the 6 practical mechanisms that can be used not only to improve any environment and make it more robust (protected from volatility), but to make it anti-fragile (benefit from volatility). The simulation model will also be used to show the financial and operational performance impact of these practical mechanisms, including the impact on the events that typically waste the scarcest resource in any organization – management attention. |
In ""Standing on the Shoulders of Giants” (2008), Dr. Eli Goldratt showed the importance of differentiating between a concept (universal) and an application (specific) and showed that the key to the success of Henry Ford's Flow Lines and Taiichi Ohno's Toyota Production System was the fact that they built their management philosophy as a specific application of the universal ""Four Concepts of Flow”. These Four Concepts of Flow are:
1. Improving flow (or equivalently lead time) is a primary objective of operations.
2. This primary objective should be translated into a practical mechanism that guides the operation when not to produce to prevent overproduction.
3. Local efficiencies must be abolished.
4. A focusing process to balance flow must be in place.
In the foreword of The Goal, Dr. Goldratt said that, to make a new breakthrough in any field you are passionate about, requires only two steps; having the courage to face inconsistencies and (the wisdom) to challenge basic assumptions.
In the first part of this workshop, Dr. Barnard will share why he believes that Goldratt's Four Concepts have much wider application than managing operations – how it can and should be applied to improve any environment. However, expanding the Four Concept to be even more universal will require that:
1. We clarify the common goal for all managers responsible for effectively and efficiently meeting the demand placed on their area of responsibility.
2. We clarify and expand the definition of key words within the Four Concepts such as ""Flow”, ""Practical Mechanism”, ""Local Efficiencies” and ""Focusing Process”
3. We resolve the apparent inconsistency between Goldratt's Four Concepts and Five Focusing Steps (the Four Concepts do not mention ”Constraint” or ""Bottleneck”)
4. We expand the Practical mechanism mentioned in Concept 2, to include all the practical mechanisms needed to prevent the most common mistakes in Planning, Execution and Improvement (not just the mechanism needed to prevent overproduction)
5. We create a new classification for environments, not based on the nature of flow (e.g. VATI analysis), but based on the type of work that flows through the system (widgets being produced, project tasks being processes, customers being serviced, resources being maintained/repaired, documents being processed)
In the second part of this workshop, Dr. Barnard will show how we can use dynamic simulation models to quantify the impact of the six most common mistakes (2 in Planning, 2 in Execution and 2 in Measurement and Improvement) that cause losses in flow time and flow rate and compromise reliability and quality within any environment. He will then show the 6 practical mechanisms that can be used to prevent these common mistakes to improve any environment, but also how to use them in combination to make any organization not only more robust (protected from volatility), but to make it more anti-fragile (so they can benefit from volatility).
The simulation model will also be used to show the financial and operational performance impact and specific application of these practical mechanisms within different environments including the impact on the special events that typically waste the scarcest resource in any organization – management attention. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1589 |
Conference Proceedings |
Mankhanov, Andrey |
How to effectively and efficiently improve flow within any environment |
2015 |
Cape Town, SA |
In this workshop, Dr. Barnard will present the connection and a way to resolve the apparent inconsistency between Goldratt's Four Concepts of Flow and the Five Focusing Steps to create a more universal process for improving any environment. He will use dynamic simulation to show the six most common mistakes that cause losses in flow time and flow rate and compromise reliability and quality within any environment and show the 6 practical mechanisms that can be used not only to improve any environment and make it more robust (protected from volatility), but to make it anti-fragile (benefit from volatility). The simulation model will also be used to show the financial and operational performance impact of these practical mechanisms, including the impact on the events that typically waste the scarcest resource in any organization – management attention. |
In ""Standing on the Shoulders of Giants” (2008), Dr. Eli Goldratt showed the importance of differentiating between a concept (universal) and an application (specific) and showed that the key to the success of Henry Ford's Flow Lines and Taiichi Ohno's Toyota Production System was the fact that they built their management philosophy as a specific application of the universal ""Four Concepts of Flow”. These Four Concepts of Flow are:
1. Improving flow (or equivalently lead time) is a primary objective of operations.
2. This primary objective should be translated into a practical mechanism that guides the operation when not to produce to prevent overproduction.
3. Local efficiencies must be abolished.
4. A focusing process to balance flow must be in place.
In the foreword of The Goal, Dr. Goldratt said that, to make a new breakthrough in any field you are passionate about, requires only two steps; having the courage to face inconsistencies and (the wisdom) to challenge basic assumptions.
In the first part of this workshop, Dr. Barnard will share why he believes that Goldratt's Four Concepts have much wider application than managing operations – how it can and should be applied to improve any environment. However, expanding the Four Concept to be even more universal will require that:
1. We clarify the common goal for all managers responsible for effectively and efficiently meeting the demand placed on their area of responsibility.
2. We clarify and expand the definition of key words within the Four Concepts such as ""Flow”, ""Practical Mechanism”, ""Local Efficiencies” and ""Focusing Process”
3. We resolve the apparent inconsistency between Goldratt's Four Concepts and Five Focusing Steps (the Four Concepts do not mention ”Constraint” or ""Bottleneck”)
4. We expand the Practical mechanism mentioned in Concept 2, to include all the practical mechanisms needed to prevent the most common mistakes in Planning, Execution and Improvement (not just the mechanism needed to prevent overproduction)
5. We create a new classification for environments, not based on the nature of flow (e.g. VATI analysis), but based on the type of work that flows through the system (widgets being produced, project tasks being processes, customers being serviced, resources being maintained/repaired, documents being processed)
In the second part of this workshop, Dr. Barnard will show how we can use dynamic simulation models to quantify the impact of the six most common mistakes (2 in Planning, 2 in Execution and 2 in Measurement and Improvement) that cause losses in flow time and flow rate and compromise reliability and quality within any environment. He will then show the 6 practical mechanisms that can be used to prevent these common mistakes to improve any environment, but also how to use them in combination to make any organization not only more robust (protected from volatility), but to make it more anti-fragile (so they can benefit from volatility).
The simulation model will also be used to show the financial and operational performance impact and specific application of these practical mechanisms within different environments including the impact on the special events that typically waste the scarcest resource in any organization – management attention. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1590 |
Conference Proceedings |
|
How to effectively and efficiently improve flow within any environment |
2015 |
Cape Town, SA |
In this workshop, Dr. Barnard will present the connection and a way to resolve the apparent inconsistency between Goldratt's Four Concepts of Flow and the Five Focusing Steps to create a more universal process for improving any environment. He will use dynamic simulation to show the six most common mistakes that cause losses in flow time and flow rate and compromise reliability and quality within any environment and show the 6 practical mechanisms that can be used not only to improve any environment and make it more robust (protected from volatility), but to make it anti-fragile (benefit from volatility). The simulation model will also be used to show the financial and operational performance impact of these practical mechanisms, including the impact on the events that typically waste the scarcest resource in any organization – management attention. |
In ""Standing on the Shoulders of Giants” (2008), Dr. Eli Goldratt showed the importance of differentiating between a concept (universal) and an application (specific) and showed that the key to the success of Henry Ford's Flow Lines and Taiichi Ohno's Toyota Production System was the fact that they built their management philosophy as a specific application of the universal ""Four Concepts of Flow”. These Four Concepts of Flow are:
1. Improving flow (or equivalently lead time) is a primary objective of operations.
2. This primary objective should be translated into a practical mechanism that guides the operation when not to produce to prevent overproduction.
3. Local efficiencies must be abolished.
4. A focusing process to balance flow must be in place.
In the foreword of The Goal, Dr. Goldratt said that, to make a new breakthrough in any field you are passionate about, requires only two steps; having the courage to face inconsistencies and (the wisdom) to challenge basic assumptions.
In the first part of this workshop, Dr. Barnard will share why he believes that Goldratt's Four Concepts have much wider application than managing operations – how it can and should be applied to improve any environment. However, expanding the Four Concept to be even more universal will require that:
1. We clarify the common goal for all managers responsible for effectively and efficiently meeting the demand placed on their area of responsibility.
2. We clarify and expand the definition of key words within the Four Concepts such as ""Flow”, ""Practical Mechanism”, ""Local Efficiencies” and ""Focusing Process”
3. We resolve the apparent inconsistency between Goldratt's Four Concepts and Five Focusing Steps (the Four Concepts do not mention ”Constraint” or ""Bottleneck”)
4. We expand the Practical mechanism mentioned in Concept 2, to include all the practical mechanisms needed to prevent the most common mistakes in Planning, Execution and Improvement (not just the mechanism needed to prevent overproduction)
5. We create a new classification for environments, not based on the nature of flow (e.g. VATI analysis), but based on the type of work that flows through the system (widgets being produced, project tasks being processes, customers being serviced, resources being maintained/repaired, documents being processed)
In the second part of this workshop, Dr. Barnard will show how we can use dynamic simulation models to quantify the impact of the six most common mistakes (2 in Planning, 2 in Execution and 2 in Measurement and Improvement) that cause losses in flow time and flow rate and compromise reliability and quality within any environment. He will then show the 6 practical mechanisms that can be used to prevent these common mistakes to improve any environment, but also how to use them in combination to make any organization not only more robust (protected from volatility), but to make it more anti-fragile (so they can benefit from volatility).
The simulation model will also be used to show the financial and operational performance impact and specific application of these practical mechanisms within different environments including the impact on the special events that typically waste the scarcest resource in any organization – management attention. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1591 |
Conference Proceedings |
Bartel, |
CCPM and DBR integrated using CCPM software in a product development and prototyping company |
2015 |
Cape Town, SA |
This presentation is organized as: Introduction, the beginning, what to change, pilot phase, full implementation, and a conclusion. We have been implementing Theory of Constraints based solutions since 2001; worked with Dr. Goldratt on a Viable Vision Project in South Africa (the “Many Opportunities”story in The Choice); implemented Critical Chain, Operations (DBR), Supply Chain Replenishment, Throughput Accounting, and Strategy and Tactics. Product development company: in 2005 born out of a prototyping dept. closure; started with a mech. & electronics engineer, machinist & 2 model makers; today ±30 people; and today full design, prototyping and short run manufacturing products company. Manufacturing shop results include vacuum casts parts from 17 to 33/day and leadtimes from 10 to 12 weeks to 4 to 6 weeks but there is room for Improvement as?some design projects still turn black…. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1592 |
Conference Proceedings |
|
CCPM and DBR integrated using CCPM software in a product development and prototyping company |
2015 |
Cape Town, SA |
This presentation is organized as: Introduction, the beginning, what to change, pilot phase, full implementation, and a conclusion. We have been implementing Theory of Constraints based solutions since 2001; worked with Dr. Goldratt on a Viable Vision Project in South Africa (the “Many Opportunities”story in The Choice); implemented Critical Chain, Operations (DBR), Supply Chain Replenishment, Throughput Accounting, and Strategy and Tactics. Product development company: in 2005 born out of a prototyping dept. closure; started with a mech. & electronics engineer, machinist & 2 model makers; today ±30 people; and today full design, prototyping and short run manufacturing products company. Manufacturing shop results include vacuum casts parts from 17 to 33/day and leadtimes from 10 to 12 weeks to 4 to 6 weeks but there is room for Improvement as?some design projects still turn black…. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1593 |
Conference Proceedings |
Konrad |
CCPM and DBR integrated using CCPM software in a product development and prototyping company |
2015 |
Cape Town, SA |
This presentation is organized as: Introduction, the beginning, what to change, pilot phase, full implementation, and a conclusion. We have been implementing Theory of Constraints based solutions since 2001; worked with Dr. Goldratt on a Viable Vision Project in South Africa (the “Many Opportunities”story in The Choice); implemented Critical Chain, Operations (DBR), Supply Chain Replenishment, Throughput Accounting, and Strategy and Tactics. Product development company: in 2005 born out of a prototyping dept. closure; started with a mech. & electronics engineer, machinist & 2 model makers; today ±30 people; and today full design, prototyping and short run manufacturing products company. Manufacturing shop results include vacuum casts parts from 17 to 33/day and leadtimes from 10 to 12 weeks to 4 to 6 weeks but there is room for Improvement as?some design projects still turn black…. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1594 |
Conference Proceedings |
|
CCPM and DBR integrated using CCPM software in a product development and prototyping company |
2015 |
Cape Town, SA |
This presentation is organized as: Introduction, the beginning, what to change, pilot phase, full implementation, and a conclusion. We have been implementing Theory of Constraints based solutions since 2001; worked with Dr. Goldratt on a Viable Vision Project in South Africa (the “Many Opportunities”story in The Choice); implemented Critical Chain, Operations (DBR), Supply Chain Replenishment, Throughput Accounting, and Strategy and Tactics. Product development company: in 2005 born out of a prototyping dept. closure; started with a mech. & electronics engineer, machinist & 2 model makers; today ±30 people; and today full design, prototyping and short run manufacturing products company. Manufacturing shop results include vacuum casts parts from 17 to 33/day and leadtimes from 10 to 12 weeks to 4 to 6 weeks but there is room for Improvement as?some design projects still turn black…. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1595 |
Conference Proceedings |
Bhagat, Sanjay |
Delivering large infrastructure projects on time |
2015 |
Cape Town, SA |
Bajaj Electricals Ltd. established in 1938, is a pioneer in electrical home appliances, lighting and luminaires business with an annual turnover of Rs 3,500 Cr ($600 mn). Over the last 75 years, it has progressively diversified into turnkey project contracts involving power distribution and transmission line towers (TLT) by establishing a new SBU for Engineering and Projects (EnP). While the power distribution projects are working on rural electrification, the TLT projects cater to connecting power transmission grids across India – connecting power generating plants or sub-stations. Most of the transmission tower projects and power distribution projects in India are grossly delayed due to challenges in this environment. Spiraling delays were blocking working capital and plunging companies including Bajaj into escalating debt. By identifying, evaporating and addressing the core conflict generic to this environment, the company now is creating industry benchmarks by delivering projects on or ahead of schedule. |
Bajaj Electricals Ltd. established in 1938, is a pioneer in electrical home appliances, lighting and luminaires business with an annual turnover of Rs 3,500 Cr ($600 mn). Over the last 75 years, it has progressively diversified into turnkey project contracts involving Power Distribution and Transmission Line Towers (TLT) by establishing a new SBU for Engineering and Projects (EnP). While the power distribution projects are working on rural electrification, the TLT projects cater to connecting power transmission grids across India – connecting power generating plants or sub-stations.
CHALLENGES AND ITS IMPACT
Most of the transmission tower projects and power distribution projects in India are grossly delayed. This was true for Bajaj Electricals Ltd. as well. The industry ascribes the cause of these delays to the necessity of extensive coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors. This leads to stand-offs on critical issues like ROW (right of way), design, land acquisition, environmental approvals etc. and consequently to unpredictable time overruns. Once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project.
OBJECTIVE
The objective of TOC implementation was to identify the wastages of time and capacity under the control of the company and plug these wastages and help the company complete projects within budget, and on time.
IMPLEMENTING THE TOC APPROACH
Core Conflict: The conflict for the company in both TLT and Power Distribution projects was choosing whether it should maximize billing (or tonnage) or meet immediate site requirements. Since focus was on maximizing billing/tonnage, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Solution Deployed:
WIP control: The number of work fronts was restricted. In the case of TLT projects ""string-able lots” or cluster of small stretches that need to be stringed in a sequence are identified. The focus was to complete each stretch before the next is opened. In the case of power distribution, one village was completed at a time.
Full kit: Before start of the project, it is ensured that all clearances for the part of the project being undertaken are in place. Further, the projects are now supplied complete assortments required in the immediate future as opposed to supplying material to get tonnage. This ensures uninterrupted work, faster project completion and thereby maximum billing.
Norm management: Norm management was undertaken for control over inventory at site -from LOA to billing. Norms were set and items are made available at site based on priorities assigned in the Buffer Penetration Report (BPR) which indicates the extent to which inventory has been consumed. Billing is also as per full kit defined in BPR i.e. once all the items needed to start work have reached the site.
Flow meeting: Flow meetings are held daily to enable issue resolution and thereby faster financial and operational closure of projects
RESULTS
Post implementation the following results were achieved:
• Managed to complete & handover old projects, which were open for a very long time.
• Current projects are all running either ahead of schedule or on schedule.
• Lead times for project completion reduced by as much as 50% compared to the original lead times (before TOC implementation) and as compared to existing lead times of most of the competition.
• Set new industry benchmarks by completing most projects ahead of contractual dates.
• The company became the first in the industry to claim incentive (for early completion) from the customer in power distribution projects.
• Sales increased dramatically (as much as 236% in power distribution projects)
• For all the new projects where the solution has been deployed the working capital turns have improved to 2.1 from previous turns of less than 0.8.
LEARNINGS
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1596 |
Conference Proceedings |
|
Delivering large infrastructure projects on time |
2015 |
Cape Town, SA |
Bajaj Electricals Ltd. established in 1938, is a pioneer in electrical home appliances, lighting and luminaires business with an annual turnover of Rs 3,500 Cr ($600 mn). Over the last 75 years, it has progressively diversified into turnkey project contracts involving power distribution and transmission line towers (TLT) by establishing a new SBU for Engineering and Projects (EnP). While the power distribution projects are working on rural electrification, the TLT projects cater to connecting power transmission grids across India – connecting power generating plants or sub-stations. Most of the transmission tower projects and power distribution projects in India are grossly delayed due to challenges in this environment. Spiraling delays were blocking working capital and plunging companies including Bajaj into escalating debt. By identifying, evaporating and addressing the core conflict generic to this environment, the company now is creating industry benchmarks by delivering projects on or ahead of schedule. |
Bajaj Electricals Ltd. established in 1938, is a pioneer in electrical home appliances, lighting and luminaires business with an annual turnover of Rs 3,500 Cr ($600 mn). Over the last 75 years, it has progressively diversified into turnkey project contracts involving Power Distribution and Transmission Line Towers (TLT) by establishing a new SBU for Engineering and Projects (EnP). While the power distribution projects are working on rural electrification, the TLT projects cater to connecting power transmission grids across India – connecting power generating plants or sub-stations.
CHALLENGES AND ITS IMPACT
Most of the transmission tower projects and power distribution projects in India are grossly delayed. This was true for Bajaj Electricals Ltd. as well. The industry ascribes the cause of these delays to the necessity of extensive coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors. This leads to stand-offs on critical issues like ROW (right of way), design, land acquisition, environmental approvals etc. and consequently to unpredictable time overruns. Once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project.
OBJECTIVE
The objective of TOC implementation was to identify the wastages of time and capacity under the control of the company and plug these wastages and help the company complete projects within budget, and on time.
IMPLEMENTING THE TOC APPROACH
Core Conflict: The conflict for the company in both TLT and Power Distribution projects was choosing whether it should maximize billing (or tonnage) or meet immediate site requirements. Since focus was on maximizing billing/tonnage, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Solution Deployed:
WIP control: The number of work fronts was restricted. In the case of TLT projects ""string-able lots” or cluster of small stretches that need to be stringed in a sequence are identified. The focus was to complete each stretch before the next is opened. In the case of power distribution, one village was completed at a time.
Full kit: Before start of the project, it is ensured that all clearances for the part of the project being undertaken are in place. Further, the projects are now supplied complete assortments required in the immediate future as opposed to supplying material to get tonnage. This ensures uninterrupted work, faster project completion and thereby maximum billing.
Norm management: Norm management was undertaken for control over inventory at site -from LOA to billing. Norms were set and items are made available at site based on priorities assigned in the Buffer Penetration Report (BPR) which indicates the extent to which inventory has been consumed. Billing is also as per full kit defined in BPR i.e. once all the items needed to start work have reached the site.
Flow meeting: Flow meetings are held daily to enable issue resolution and thereby faster financial and operational closure of projects
RESULTS
Post implementation the following results were achieved:
• Managed to complete & handover old projects, which were open for a very long time.
• Current projects are all running either ahead of schedule or on schedule.
• Lead times for project completion reduced by as much as 50% compared to the original lead times (before TOC implementation) and as compared to existing lead times of most of the competition.
• Set new industry benchmarks by completing most projects ahead of contractual dates.
• The company became the first in the industry to claim incentive (for early completion) from the customer in power distribution projects.
• Sales increased dramatically (as much as 236% in power distribution projects)
• For all the new projects where the solution has been deployed the working capital turns have improved to 2.1 from previous turns of less than 0.8.
LEARNINGS
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1597 |
Conference Proceedings |
Chakour, Paulo |
Construction management transformed by critical chain method |
2015 |
Cape Town, SA |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment. The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Meet the achieved benefits, challenges and obstacles that had to be overcome to achieve results on a construction environment and how do the Critical Chain has been used 2 years after its first implementation in the company. |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment.
The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Outside Brazil are also several cases of success.
Market demands imposed on companies, increasingly force its executives to find new solutions to problems that often exist for years. In Método Engenharia, the methodology applied was called Critical Chain in order to give visibility to managers (focus) on critical activities, providing guidance to the management layer to take action focused on the critical tasks that may impact on the deadline of the construction.
Information overload or lack of relevant information affects decision making for FOCUS actions that actually generate results. When construction is delayed, management require everyone to speed up their activities and act equally in the recovery of all work fronts, apart from the efforts of management. They end up not having time to deal with relevant issues that require immediate attention. When everything is important, nothing is important.
The Critical Chain method, whose principle is to remove the individual security of each task and allocate them at the end of the project. This security is called Project Buffer. All project management is done by comparing the physical progress of the project with the buffer consumption. When the project is delayed, evident activities that are impacting more on the buffer consumption and actions in these activities bring FOCUS to good management, increasing the chances of success in meeting the project objectives.
Other benefits arising from the use of the Critical Chain methodology are: the integration of the schedules of the various areas (architecture, supplies, construction, electrical, painting, automation, security, etc.) allowing them to be identified and eliminate conflicts, optimizing the use of resources (do more with the same) and ensuring that all scopes are executed with less stress. The sum of these elements shows that it is possible to generate not only financial gain but also strategic and gains related to the company's image.
To enjoy the potential gains from the implementation of the Critical Chain methodology, you need a progressive work on culture change and paradigms and especially, you need a lot of support from managers who play a key role to remove obstacles. The intermediate layer is critical to the methodology, because despite the support of senior management, without effective buy-in of the coordinators and managers, the CCPM has no strength. They need to see value.
Application of Critical Chain in this project was supported by ProChain Project Scheduling software, developed by ProChain Solutions, Inc., a company based in Washington, DC and a partner of Goldratt Associates Brazil.
What needed to be changed?
• Lack of a greater involvement of the Task Managers in the planning.
• Planning created in commercial / preliminary stage was used throughout the execution.
• Priorities defined by the experience of managers, with little schedule management.
• Big challenge for meeting time, scope, quality and cost.
• Excessive multitasking throughout the execution.
• Low investment of time required for planning schedules.
What was the intended future state?
• Greater integration between planners, task managers and project manager.
• Qualified Information about project status.
• Finish the projects on time, scope, quality and cost.
• Identifying priorities and key challenges of constructions.
• Increased reliability in schedules and a better understanding of the total set of work activities and their inter-relationships.
• Identification of the status of the work, setting priorities and anticipation of possible problems.
• Generation of scenarios for decision-making.
• Alerts to set up triggers for decision making, before it is too late.
• Involvement of the Project Managers in updates and meeting management.
How was the transformation accomplished?
• Schedule created with the performers, from a clear understanding of the designs
• Schedule with updated information of the execution strategy.
• Schedules managed by the Critical Chain method, pointing critical activities and directing the priorities of execution.
• War room with magnetic board for project network creation.
• Task Managers involved in schedule creation.
• Design projects support the understanding of the product on schedule creation.
• Planners trained in the Critical Chain Project Management.
• Schedules updated with Task Managers.
• Model for evaluating the implementation of good practices of CCPM in the works.
• Redesign when necessary (Changes in the implementation strategy).
What were the lessons learned? This point should include successes, challenges, and obstacles and how they were overcome.
• Planned a week for the creation of each schedule. This time proved not feasible. However, it was found that the design of each work schedule was taking 4 to 6 weeks to complete. It was found that the time was too long for excessive activities included in the schedule. The use of successive waves and less detailed schedules brought better results, as well as the use of schedules Long, Medium and Short term.
• The level of detail of the schedule defined initially, difficult to manage because of the frequent need for replanning and unreal critical chains.
• The Project Managers delegated to planners the conduct of management meetings. Implemented audit model of good practice in projects in order to demonstrate that projects which applied best practices, had better results.
• With the implementation of Critical Chain, corporate managers got the updated status of the work related to the end of the construction period.
• Before, more than one manager defined the priorities for execution. The managers were involved in the creation of a single schedule, with the participation of all involved.
• Frequent change of Task Managers. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1598 |
Conference Proceedings |
Mazzotti, Pablo |
Construction management transformed by critical chain method |
2015 |
Cape Town, SA |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment. The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Meet the achieved benefits, challenges and obstacles that had to be overcome to achieve results on a construction environment and how do the Critical Chain has been used 2 years after its first implementation in the company. |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment.
The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Outside Brazil are also several cases of success.
Market demands imposed on companies, increasingly force its executives to find new solutions to problems that often exist for years. In Método Engenharia, the methodology applied was called Critical Chain in order to give visibility to managers (focus) on critical activities, providing guidance to the management layer to take action focused on the critical tasks that may impact on the deadline of the construction.
Information overload or lack of relevant information affects decision making for FOCUS actions that actually generate results. When construction is delayed, management require everyone to speed up their activities and act equally in the recovery of all work fronts, apart from the efforts of management. They end up not having time to deal with relevant issues that require immediate attention. When everything is important, nothing is important.
The Critical Chain method, whose principle is to remove the individual security of each task and allocate them at the end of the project. This security is called Project Buffer. All project management is done by comparing the physical progress of the project with the buffer consumption. When the project is delayed, evident activities that are impacting more on the buffer consumption and actions in these activities bring FOCUS to good management, increasing the chances of success in meeting the project objectives.
Other benefits arising from the use of the Critical Chain methodology are: the integration of the schedules of the various areas (architecture, supplies, construction, electrical, painting, automation, security, etc.) allowing them to be identified and eliminate conflicts, optimizing the use of resources (do more with the same) and ensuring that all scopes are executed with less stress. The sum of these elements shows that it is possible to generate not only financial gain but also strategic and gains related to the company's image.
To enjoy the potential gains from the implementation of the Critical Chain methodology, you need a progressive work on culture change and paradigms and especially, you need a lot of support from managers who play a key role to remove obstacles. The intermediate layer is critical to the methodology, because despite the support of senior management, without effective buy-in of the coordinators and managers, the CCPM has no strength. They need to see value.
Application of Critical Chain in this project was supported by ProChain Project Scheduling software, developed by ProChain Solutions, Inc., a company based in Washington, DC and a partner of Goldratt Associates Brazil.
What needed to be changed?
• Lack of a greater involvement of the Task Managers in the planning.
• Planning created in commercial / preliminary stage was used throughout the execution.
• Priorities defined by the experience of managers, with little schedule management.
• Big challenge for meeting time, scope, quality and cost.
• Excessive multitasking throughout the execution.
• Low investment of time required for planning schedules.
What was the intended future state?
• Greater integration between planners, task managers and project manager.
• Qualified Information about project status.
• Finish the projects on time, scope, quality and cost.
• Identifying priorities and key challenges of constructions.
• Increased reliability in schedules and a better understanding of the total set of work activities and their inter-relationships.
• Identification of the status of the work, setting priorities and anticipation of possible problems.
• Generation of scenarios for decision-making.
• Alerts to set up triggers for decision making, before it is too late.
• Involvement of the Project Managers in updates and meeting management.
How was the transformation accomplished?
• Schedule created with the performers, from a clear understanding of the designs
• Schedule with updated information of the execution strategy.
• Schedules managed by the Critical Chain method, pointing critical activities and directing the priorities of execution.
• War room with magnetic board for project network creation.
• Task Managers involved in schedule creation.
• Design projects support the understanding of the product on schedule creation.
• Planners trained in the Critical Chain Project Management.
• Schedules updated with Task Managers.
• Model for evaluating the implementation of good practices of CCPM in the works.
• Redesign when necessary (Changes in the implementation strategy).
What were the lessons learned? This point should include successes, challenges, and obstacles and how they were overcome.
• Planned a week for the creation of each schedule. This time proved not feasible. However, it was found that the design of each work schedule was taking 4 to 6 weeks to complete. It was found that the time was too long for excessive activities included in the schedule. The use of successive waves and less detailed schedules brought better results, as well as the use of schedules Long, Medium and Short term.
• The level of detail of the schedule defined initially, difficult to manage because of the frequent need for replanning and unreal critical chains.
• The Project Managers delegated to planners the conduct of management meetings. Implemented audit model of good practice in projects in order to demonstrate that projects which applied best practices, had better results.
• With the implementation of Critical Chain, corporate managers got the updated status of the work related to the end of the construction period.
• Before, more than one manager defined the priorities for execution. The managers were involved in the creation of a single schedule, with the participation of all involved.
• Frequent change of Task Managers. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1599 |
Conference Proceedings |
|
Construction management transformed by critical chain method |
2015 |
Cape Town, SA |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment. The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Meet the achieved benefits, challenges and obstacles that had to be overcome to achieve results on a construction environment and how do the Critical Chain has been used 2 years after its first implementation in the company. |
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment.
The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Outside Brazil are also several cases of success.
Market demands imposed on companies, increasingly force its executives to find new solutions to problems that often exist for years. In Método Engenharia, the methodology applied was called Critical Chain in order to give visibility to managers (focus) on critical activities, providing guidance to the management layer to take action focused on the critical tasks that may impact on the deadline of the construction.
Information overload or lack of relevant information affects decision making for FOCUS actions that actually generate results. When construction is delayed, management require everyone to speed up their activities and act equally in the recovery of all work fronts, apart from the efforts of management. They end up not having time to deal with relevant issues that require immediate attention. When everything is important, nothing is important.
The Critical Chain method, whose principle is to remove the individual security of each task and allocate them at the end of the project. This security is called Project Buffer. All project management is done by comparing the physical progress of the project with the buffer consumption. When the project is delayed, evident activities that are impacting more on the buffer consumption and actions in these activities bring FOCUS to good management, increasing the chances of success in meeting the project objectives.
Other benefits arising from the use of the Critical Chain methodology are: the integration of the schedules of the various areas (architecture, supplies, construction, electrical, painting, automation, security, etc.) allowing them to be identified and eliminate conflicts, optimizing the use of resources (do more with the same) and ensuring that all scopes are executed with less stress. The sum of these elements shows that it is possible to generate not only financial gain but also strategic and gains related to the company's image.
To enjoy the potential gains from the implementation of the Critical Chain methodology, you need a progressive work on culture change and paradigms and especially, you need a lot of support from managers who play a key role to remove obstacles. The intermediate layer is critical to the methodology, because despite the support of senior management, without effective buy-in of the coordinators and managers, the CCPM has no strength. They need to see value.
Application of Critical Chain in this project was supported by ProChain Project Scheduling software, developed by ProChain Solutions, Inc., a company based in Washington, DC and a partner of Goldratt Associates Brazil.
What needed to be changed?
• Lack of a greater involvement of the Task Managers in the planning.
• Planning created in commercial / preliminary stage was used throughout the execution.
• Priorities defined by the experience of managers, with little schedule management.
• Big challenge for meeting time, scope, quality and cost.
• Excessive multitasking throughout the execution.
• Low investment of time required for planning schedules.
What was the intended future state?
• Greater integration between planners, task managers and project manager.
• Qualified Information about project status.
• Finish the projects on time, scope, quality and cost.
• Identifying priorities and key challenges of constructions.
• Increased reliability in schedules and a better understanding of the total set of work activities and their inter-relationships.
• Identification of the status of the work, setting priorities and anticipation of possible problems.
• Generation of scenarios for decision-making.
• Alerts to set up triggers for decision making, before it is too late.
• Involvement of the Project Managers in updates and meeting management.
How was the transformation accomplished?
• Schedule created with the performers, from a clear understanding of the designs
• Schedule with updated information of the execution strategy.
• Schedules managed by the Critical Chain method, pointing critical activities and directing the priorities of execution.
• War room with magnetic board for project network creation.
• Task Managers involved in schedule creation.
• Design projects support the understanding of the product on schedule creation.
• Planners trained in the Critical Chain Project Management.
• Schedules updated with Task Managers.
• Model for evaluating the implementation of good practices of CCPM in the works.
• Redesign when necessary (Changes in the implementation strategy).
What were the lessons learned? This point should include successes, challenges, and obstacles and how they were overcome.
• Planned a week for the creation of each schedule. This time proved not feasible. However, it was found that the design of each work schedule was taking 4 to 6 weeks to complete. It was found that the time was too long for excessive activities included in the schedule. The use of successive waves and less detailed schedules brought better results, as well as the use of schedules Long, Medium and Short term.
• The level of detail of the schedule defined initially, difficult to manage because of the frequent need for replanning and unreal critical chains.
• The Project Managers delegated to planners the conduct of management meetings. Implemented audit model of good practice in projects in order to demonstrate that projects which applied best practices, had better results.
• With the implementation of Critical Chain, corporate managers got the updated status of the work related to the end of the construction period.
• Before, more than one manager defined the priorities for execution. The managers were involved in the creation of a single schedule, with the participation of all involved.
• Frequent change of Task Managers. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1600 |
Conference Proceedings |
Agrawal, Subhash |
Sailing against the tide: JCB implementation case study |
2015 |
Cape Town, SA |
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to equipment post sale. In year 2012 India started facing a slowdown in industrial and infrastructural projects, which impacted the entire industry producing related equipment i.e. trucks, earth moving equipment, etc. The future was uncertain; every company was looking at possible ways to cut costs. Exactly at that time, management of JCB decided to embark on TOC to protect business from any downfall and grow. Last three years, when market shrunk, the company ensured a growth in sale, and built a strong supply chain to take bigger jumps when the market starts growing. The case study is about the journey of the company, despite all factors against the growth, how it ensured its growth. The case is of their courageous journey of ‘Sailing against the tide', and showing a path for others to follow. |
About The Company
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to machines post sale across the country. The company understands that any breakdown and down time of the earth moving equipment is significant damage to its customers and hence strive for 100% parts availability to ensure that the machine break down time comes down significantly.
About The Environment Before TOC: Company has around 18,000 parts in its system. Company sources these parts from a network of 600 to 700 vendors located in India as well as outside India. Parts are distributed through a network of 80 dealers spread across India, and around 500 retail outlets owned by these dealers. The monthly planning process was used by retail outlet managers to demand parts and quantities for their outlet from a central warehouse. Dealer's parts manager at a warehouse would decide what to supply and how much. The constant conflict between part manager and retail outlet manager would happen based on demand and approved supply. Based on aggregate demand from outlets, dealer would place one single large order on JCB in the beginning of the month. During month, he will order whatever is needed urgently. JCB used to offer incentives for such monthly order placement by dealers.
Unique Challenges Faced: The unique challenges faced by the environment are as follows:
• Higher availability needed for the entire range of 18,000 parts (and not just in fast moving parts)
• A small range of fast moving and long range of slow or non-moving parts - most of parts slow moving (sold once in 3 to 6 months) or non-moving parts
• Inability to discontinue non-moving parts due to legal and service obligations
• 40% to 50% of inventories held by the company as well as dealers were non-moving or slow moving category reducing the scope to significantly improve inventory turn
• Significantly higher unpredictability of parts demands from individual customers – Equipment move from region to region, hence which retail outlet will need which parts is highly unpredictable.
• Competition from cheaper spurious products in market
• Demand completely driven by the need (when the machine fails, then only the customer wants to buy part) and no impulse buying hence limitations to liquidate tail. Giving discount can't make customers to buy non-moving parts
• Dependency on quality of retail outlet manager on parts availability (his experience matters)
• Resistance from dealers on several accounts to implement TOC due to the slowdown in the industry.
The Solutions Implemented
Replenishment model till retail outlets: From vendors to JCB CWH, RWH, dealers CWH and retail outlets. It also involved developing new processes considering specific challenges of the environment.
TOC Business Innovation concepts
• Develop solutions for end users/equipment owners to significantly reduce machine breakdowns and increase parts sale
• A business Innovation process to identify best attachment for development to focus on which can give significant impact on equipment users and hence sales for the company
• Using key steps of CCPM for NPD process
The Key Results Achieved
• Sustaining through the slowdown: Sales grew by around 10% in two years while market shrunk by around 20%.
• Unheard of inventory turn, fill rate and the number of parts:
• Consistent high same day fill rate of orders (and not just availability) for JCB, since August 2014 the fill rate is 93%+ for all 18,000 parts (improved from around 70% to 75%).
• Significantly higher and consistent availability of parts at dealers' warehouses and outlets (in the range of 85 % to 98% at outlets, improved from 60% to 70%)
• Improvement in inventory turn by 25% to 30% at company level (considering fact that half of the inventory is slow or non-moving) and by 50% excluding dead inventory.
• Achieved inventory turn of ~9 on TOC Parts that contribute to 90% of sales.
• More than 75% drop in emergency orders from dealers, indicating better service level (Emergency orders are raised when equipment is broken down and parts are not available with dealers)
• Released management attention not only from the JCB supply chain, also from dealer's business
The Challenges Addressing Now: Focusing on further improving dealer's business
Almost half of non-moving or slow moving inventory, making it difficult for them to significantly improve inventory turns
Inability to liquidate non-moving or slow moving parts since demand is need driven
Making the decision to add new parts due to slow down in the equipment business |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1601 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
Sailing against the tide: JCB implementation case study |
2015 |
Cape Town, SA |
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to equipment post sale. In year 2012 India started facing a slowdown in industrial and infrastructural projects, which impacted the entire industry producing related equipment i.e. trucks, earth moving equipment, etc. The future was uncertain; every company was looking at possible ways to cut costs. Exactly at that time, management of JCB decided to embark on TOC to protect business from any downfall and grow. Last three years, when market shrunk, the company ensured a growth in sale, and built a strong supply chain to take bigger jumps when the market starts growing. The case study is about the journey of the company, despite all factors against the growth, how it ensured its growth. The case is of their courageous journey of ‘Sailing against the tide', and showing a path for others to follow. |
About The Company
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to machines post sale across the country. The company understands that any breakdown and down time of the earth moving equipment is significant damage to its customers and hence strive for 100% parts availability to ensure that the machine break down time comes down significantly.
About The Environment Before TOC: Company has around 18,000 parts in its system. Company sources these parts from a network of 600 to 700 vendors located in India as well as outside India. Parts are distributed through a network of 80 dealers spread across India, and around 500 retail outlets owned by these dealers. The monthly planning process was used by retail outlet managers to demand parts and quantities for their outlet from a central warehouse. Dealer's parts manager at a warehouse would decide what to supply and how much. The constant conflict between part manager and retail outlet manager would happen based on demand and approved supply. Based on aggregate demand from outlets, dealer would place one single large order on JCB in the beginning of the month. During month, he will order whatever is needed urgently. JCB used to offer incentives for such monthly order placement by dealers.
Unique Challenges Faced: The unique challenges faced by the environment are as follows:
• Higher availability needed for the entire range of 18,000 parts (and not just in fast moving parts)
• A small range of fast moving and long range of slow or non-moving parts - most of parts slow moving (sold once in 3 to 6 months) or non-moving parts
• Inability to discontinue non-moving parts due to legal and service obligations
• 40% to 50% of inventories held by the company as well as dealers were non-moving or slow moving category reducing the scope to significantly improve inventory turn
• Significantly higher unpredictability of parts demands from individual customers – Equipment move from region to region, hence which retail outlet will need which parts is highly unpredictable.
• Competition from cheaper spurious products in market
• Demand completely driven by the need (when the machine fails, then only the customer wants to buy part) and no impulse buying hence limitations to liquidate tail. Giving discount can't make customers to buy non-moving parts
• Dependency on quality of retail outlet manager on parts availability (his experience matters)
• Resistance from dealers on several accounts to implement TOC due to the slowdown in the industry.
The Solutions Implemented
Replenishment model till retail outlets: From vendors to JCB CWH, RWH, dealers CWH and retail outlets. It also involved developing new processes considering specific challenges of the environment.
TOC Business Innovation concepts
• Develop solutions for end users/equipment owners to significantly reduce machine breakdowns and increase parts sale
• A business Innovation process to identify best attachment for development to focus on which can give significant impact on equipment users and hence sales for the company
• Using key steps of CCPM for NPD process
The Key Results Achieved
• Sustaining through the slowdown: Sales grew by around 10% in two years while market shrunk by around 20%.
• Unheard of inventory turn, fill rate and the number of parts:
• Consistent high same day fill rate of orders (and not just availability) for JCB, since August 2014 the fill rate is 93%+ for all 18,000 parts (improved from around 70% to 75%).
• Significantly higher and consistent availability of parts at dealers' warehouses and outlets (in the range of 85 % to 98% at outlets, improved from 60% to 70%)
• Improvement in inventory turn by 25% to 30% at company level (considering fact that half of the inventory is slow or non-moving) and by 50% excluding dead inventory.
• Achieved inventory turn of ~9 on TOC Parts that contribute to 90% of sales.
• More than 75% drop in emergency orders from dealers, indicating better service level (Emergency orders are raised when equipment is broken down and parts are not available with dealers)
• Released management attention not only from the JCB supply chain, also from dealer's business
The Challenges Addressing Now: Focusing on further improving dealer's business
Almost half of non-moving or slow moving inventory, making it difficult for them to significantly improve inventory turns
Inability to liquidate non-moving or slow moving parts since demand is need driven
Making the decision to add new parts due to slow down in the equipment business |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1602 |
Conference Proceedings |
|
Sailing against the tide: JCB implementation case study |
2015 |
Cape Town, SA |
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to equipment post sale. In year 2012 India started facing a slowdown in industrial and infrastructural projects, which impacted the entire industry producing related equipment i.e. trucks, earth moving equipment, etc. The future was uncertain; every company was looking at possible ways to cut costs. Exactly at that time, management of JCB decided to embark on TOC to protect business from any downfall and grow. Last three years, when market shrunk, the company ensured a growth in sale, and built a strong supply chain to take bigger jumps when the market starts growing. The case study is about the journey of the company, despite all factors against the growth, how it ensured its growth. The case is of their courageous journey of ‘Sailing against the tide', and showing a path for others to follow. |
About The Company
JCB India is a 1 Bi USD company into the business of manufacturing and selling earth moving equipment. JCB Parts and Service Division is responsible for sales of spare parts and service to machines post sale across the country. The company understands that any breakdown and down time of the earth moving equipment is significant damage to its customers and hence strive for 100% parts availability to ensure that the machine break down time comes down significantly.
About The Environment Before TOC: Company has around 18,000 parts in its system. Company sources these parts from a network of 600 to 700 vendors located in India as well as outside India. Parts are distributed through a network of 80 dealers spread across India, and around 500 retail outlets owned by these dealers. The monthly planning process was used by retail outlet managers to demand parts and quantities for their outlet from a central warehouse. Dealer's parts manager at a warehouse would decide what to supply and how much. The constant conflict between part manager and retail outlet manager would happen based on demand and approved supply. Based on aggregate demand from outlets, dealer would place one single large order on JCB in the beginning of the month. During month, he will order whatever is needed urgently. JCB used to offer incentives for such monthly order placement by dealers.
Unique Challenges Faced: The unique challenges faced by the environment are as follows:
• Higher availability needed for the entire range of 18,000 parts (and not just in fast moving parts)
• A small range of fast moving and long range of slow or non-moving parts - most of parts slow moving (sold once in 3 to 6 months) or non-moving parts
• Inability to discontinue non-moving parts due to legal and service obligations
• 40% to 50% of inventories held by the company as well as dealers were non-moving or slow moving category reducing the scope to significantly improve inventory turn
• Significantly higher unpredictability of parts demands from individual customers – Equipment move from region to region, hence which retail outlet will need which parts is highly unpredictable.
• Competition from cheaper spurious products in market
• Demand completely driven by the need (when the machine fails, then only the customer wants to buy part) and no impulse buying hence limitations to liquidate tail. Giving discount can't make customers to buy non-moving parts
• Dependency on quality of retail outlet manager on parts availability (his experience matters)
• Resistance from dealers on several accounts to implement TOC due to the slowdown in the industry.
The Solutions Implemented
Replenishment model till retail outlets: From vendors to JCB CWH, RWH, dealers CWH and retail outlets. It also involved developing new processes considering specific challenges of the environment.
TOC Business Innovation concepts
• Develop solutions for end users/equipment owners to significantly reduce machine breakdowns and increase parts sale
• A business Innovation process to identify best attachment for development to focus on which can give significant impact on equipment users and hence sales for the company
• Using key steps of CCPM for NPD process
The Key Results Achieved
• Sustaining through the slowdown: Sales grew by around 10% in two years while market shrunk by around 20%.
• Unheard of inventory turn, fill rate and the number of parts:
• Consistent high same day fill rate of orders (and not just availability) for JCB, since August 2014 the fill rate is 93%+ for all 18,000 parts (improved from around 70% to 75%).
• Significantly higher and consistent availability of parts at dealers' warehouses and outlets (in the range of 85 % to 98% at outlets, improved from 60% to 70%)
• Improvement in inventory turn by 25% to 30% at company level (considering fact that half of the inventory is slow or non-moving) and by 50% excluding dead inventory.
• Achieved inventory turn of ~9 on TOC Parts that contribute to 90% of sales.
• More than 75% drop in emergency orders from dealers, indicating better service level (Emergency orders are raised when equipment is broken down and parts are not available with dealers)
• Released management attention not only from the JCB supply chain, also from dealer's business
The Challenges Addressing Now: Focusing on further improving dealer's business
Almost half of non-moving or slow moving inventory, making it difficult for them to significantly improve inventory turns
Inability to liquidate non-moving or slow moving parts since demand is need driven
Making the decision to add new parts due to slow down in the equipment business |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1603 |
Conference Proceedings |
Chowdhury, Prasun |
Challenging the sufficiency of rationality: The role of emotions in TOC acceptance |
2015 |
Cape Town, SA |
While the ownership and practice of TOC concepts necessitate rational thinking (Effect-Cause-Effect), not enough thought or study has gone into clearer understanding of why organizational transformation implementing TOC has been such a challenge and why the spread of TOC successes have only been incremental and not exponential. The sixth layer of resistance has been virtually unexplored. Proposals of paradigm shifting changes that trigger this resistance may have much to do with the basic human emotions of egotism and fear. These are obviously in conflict with the basic TOC philosophical pillars extolling the goodness of people and never saying we know, but still remain part and parcel of our psyche, feeding on our experiences and concerns. Based on the author's experience spanning more than a hundred situations involving the selling of TOC concepts and applications, this paper attempts to dwell on the less explored rational-emotional interface that may thwart the growth and whole-hearted acceptance of TOC. The paper hypothesizes that only the positive emotion of trust can counter the negative emotions of egotism and fear and an environment of trust and ownership is a pre-requisite order to foster a spirit of true win-win using TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1604 |
Conference Proceedings |
|
Challenging the sufficiency of rationality: The role of emotions in TOC acceptance |
2015 |
Cape Town, SA |
While the ownership and practice of TOC concepts necessitate rational thinking (Effect-Cause-Effect), not enough thought or study has gone into clearer understanding of why organizational transformation implementing TOC has been such a challenge and why the spread of TOC successes have only been incremental and not exponential. The sixth layer of resistance has been virtually unexplored. Proposals of paradigm shifting changes that trigger this resistance may have much to do with the basic human emotions of egotism and fear. These are obviously in conflict with the basic TOC philosophical pillars extolling the goodness of people and never saying we know, but still remain part and parcel of our psyche, feeding on our experiences and concerns. Based on the author's experience spanning more than a hundred situations involving the selling of TOC concepts and applications, this paper attempts to dwell on the less explored rational-emotional interface that may thwart the growth and whole-hearted acceptance of TOC. The paper hypothesizes that only the positive emotion of trust can counter the negative emotions of egotism and fear and an environment of trust and ownership is a pre-requisite order to foster a spirit of true win-win using TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1605 |
Conference Proceedings |
Chung, Namkee |
Switching S&OP to MTA reduces the volatility of supply chain planning: A simulation experiment of production planning |
2015 |
Cape Town, SA |
This presentation shows a simulation result that supports the utility value of make-to-availability (MTA) in supply chain planning (SCP). A simple 2-stage supply chain model is adopted in order to investigate the impact of production planning upon the volatility reduction of supply chain planning (SCP). Examined are those of MTA scheme and Sales and Operations Planning (S&OP) method. Comparative analysis of these two methods shows that MTA does not induce bigger volatility than S&OP does, where the volatility index is measured by the ratio of production plan variations to that of sales plan. Statistical analysis indicates that MTA-based production planning can be evaluated as one of the important factors in reducing the so called Bullwhip Effect in a supply chain. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1606 |
Conference Proceedings |
|
Switching S&OP to MTA reduces the volatility of supply chain planning: A simulation experiment of production planning |
2015 |
Cape Town, SA |
This presentation shows a simulation result that supports the utility value of make-to-availability (MTA) in supply chain planning (SCP). A simple 2-stage supply chain model is adopted in order to investigate the impact of production planning upon the volatility reduction of supply chain planning (SCP). Examined are those of MTA scheme and Sales and Operations Planning (S&OP) method. Comparative analysis of these two methods shows that MTA does not induce bigger volatility than S&OP does, where the volatility index is measured by the ratio of production plan variations to that of sales plan. Statistical analysis indicates that MTA-based production planning can be evaluated as one of the important factors in reducing the so called Bullwhip Effect in a supply chain. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1607 |
Conference Proceedings |
Cooper, Joe |
Transforming project turmoil into project harmony – A critical chain (CCPM) basics workshop |
2015 |
Cape Town, SA |
Does it seem that projects in your organization require frequent firefighting where due dates are challenged and heroics are necessary to get things done? Do projects often go from green to red overnight? Is team morale suffering? Do you believe that your organization could flourish to new heights if this cycle were broken? Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, critical chain project management (CCPM) methods improve project speed, quality, on-time performance, and team morale. Reducing nonproductive multitasking enables high-speed execution, high-quality deliverables, a greater sense of accomplishment, and an increased capacity to think and to innovate for team members and management. It is significantly more effective to prioritize and execute tasks sequentially rather than juggling many tasks on multiple projects simultaneously. The end result is that even the lower priority tasks finish earlier. Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround. |
Does it seem that projects in your organization require frequent firefighting where due dates are challenged and heroics are necessary to get things done? Do projects often go from green to red overnight? Is team morale suffering? Do you believe that your organization could flourish to new heights if this cycle were broken?
Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, critical chain project management (CCPM) techniques improve project speed, quality, on-time performance, and team morale.
Reducing nonproductive multitasking enables high-speed execution, high-quality deliverables, a greater sense of accomplishment, and an increased capacity to think and to innovate for team members and management. It is significantly more effective to prioritize and execute tasks sequentially rather than juggling many tasks on multiple projects simultaneously. The end result is that even the lower priority tasks finish earlier.
Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround.
Problems associated with poor project performance
In order to implement effective solutions that improve project performance, it is important to identify the problems and isolate the root causes. When the numbers of problems are many, it is vital to address the critical few that are most impactful to achieving the organizational goal(s). One such problem on projects is that of low team morale. When teams are not operating with passion, energy, enthusiasm, and full engagement, superior project execution is not sustainable and delivery excellence is difficult to achieve.
Another significant problem worth addressing is on-time performance. When stakeholders expect predictable delivery of project results, missing a delivery date can be costly in terms of perceived reliability, customer satisfaction, and bottom-line results. Improving the frequency of on-time delivery can drastically increase the confidence stakeholders have in an organization's ability to deliver and the potential for a steady stream of additional opportunities.
Excessive project durations are another significant problem which impacts projects and oftentimes leads to decreased return on investment (ROI) and opportunities lost to competitors. This workshop explores each of these project problems in greater detail to identify root causes and to uncover effective solutions.
Causes to the problems associated with poor project performance
Addressing these problems themselves would be like merely treating the symptoms of an illness. Until the root causes are understood and treated, the core of the problem can never be effectively eliminated. Investigations into the problems associated with poor project performance begin to uncover root causes such as:
• low-trust environments;
• nonproductive multitasking which decreases productivity, negatively impacts team morale, and causes missed due dates;
• uncertainty in task estimates that are inadequately addressed;
• student syndrome: waiting for the last possible moment to start a task – means that contingency is wasted and risk is increased;
• Parkinson's Law: allowing work to expand to fill the time allotted – also wastes contingency and increases risk;
• having high amounts of work in progress can cause multitasking and firefighting which leads to low team morale and extended project durations (lead-times).
Critical Chain uncovers a set of new paradigms
Critical chain project management (CCPM) is the project management application of the theory of constraints (TOC). First introduced by Dr. Eli Goldratt in 1997, critical chain has gained significant momentum in the project community as a solution to the problems associated with poor project performance. CCPM takes resource constraints into account for more realistic planning and focused execution. The critical chain is the resource-leveled critical path. CCPM also utilizes pooled contingency to more effectively address the various components of project uncertainty.
The first solution addressed in this discussion, creating environments of high-trust, is not formally a critical chain solution. However, having significant trust within teams and across organizations is important when implementing change. The end result of improved morale and quality of work life for team members is more deliberately emphasized in the CCPM literature. Of course, many operational managers, VPs, and CxOs appreciate the positive effects of high trust in their organizations regardless of the strategies and tactics utilized.
Additional CCPM solutions are as follows. Pipelining addresses the problems associated with having too much work in progress. Full kitting addresses the problems associated with starting project tasks without the necessary predecessor activities completed. To address wasted contingency, 50/50 task estimates are utilized. Executing with focus, rather than multitasking, addresses elongated task durations, productivity losses due to context switching, and the stress team members feel as they try to keep many plates spinning simultaneously. Lastly, project buffers shorten project durations and protect critical project dates from uncertainty; significantly improving the predictability of project completion and delivery.
In an October 2009 speech, Eli Lilly and Company (pharmaceuticals) CEO Dr. John C. Lechleiter, announced the most sweeping changes in company history, indicating three new competencies that are changing drug development at Lilly. One of those competencies is exploiting the benefits of critical chain project management. Dr. Lechleiter stated,
""The COE is implementing a project management methodology called ‘Critical Chain', developed by physicist Eli Goldratt. Critical Chain was actually first applied at Lilly in a completely different context by our IT group. They, in turn, helped our research labs launch a pilot program that has proved the power of Critical Chain in drug development. Historically, across our pipeline, we have a 60% success rate in hitting milestones on time. In other words, we miss almost half of our deadlines. In the Critical Chain pilot program, the success rate so far is 100%. That's why we're now applying Critical Chain in force.”
In a June 2013 keynote address to the Theory of Constraints International Certification Organization (TOCICO) international conference in Bad Nauheim, Germany, Mr. Mitsuo Hitomi, Executive Officer from the Mazda Motor Company spoke of a major company turn-around, and he credited critical chain and TOC. Mr. Hitomi presented remarkable results with an emphasis on employee harmony, improved quality of work life, and positive financial results in 2013 after four fiscal years of operating in the red. Additionally, Mr. Hitomi indicated that critical chain momentum grew and resulted in development project durations being cut in half with all projects delivered with full scope and on time. Echoing the sentiments of Dr. Goldratt himself, Mr. Hitomi stated after the presentation, ""Even the sky is not the limit”.
Conclusions
Organizations observe numerous project problems within their environments daily. Some of the most impactful are team morale, missed project commitments, and excessive project durations. It is important to identify root causes and not just treat the symptoms of these problems. Root causes include having too much work in progress, environments of low-trust, multitasking rather than focusing, and wasted contingency at the task level due to student syndrome and Parkinson's Law. Critical chain targets these causes by streamlining the number of projects in the pipeline for maximized throughput and flow, creating an environment of high-trust which allows team members to get aggressive with task estimates and to call out issues without fear of blame, and by creating an effective contingency mechanism, a project buffer used by the teams, that is an objective and transparent leading indicator of project health.
The results demonstrated by organizations who have systemically embraced CCPM are impressive. Teams enjoy a sense of accomplishment as they operate with high focus and with harmony. On-time delivery becomes increasingly more predictable and on-time performance can improve from 30%-60% to 90%+. Project durations can be cut by 25% or more without sacrificing scope, quality, or team members' lives outside the workplace. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1608 |
Conference Proceedings |
|
Transforming project turmoil into project harmony – A critical chain (CCPM) basics workshop |
2015 |
Cape Town, SA |
Does it seem that projects in your organization require frequent firefighting where due dates are challenged and heroics are necessary to get things done? Do projects often go from green to red overnight? Is team morale suffering? Do you believe that your organization could flourish to new heights if this cycle were broken? Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, critical chain project management (CCPM) methods improve project speed, quality, on-time performance, and team morale. Reducing nonproductive multitasking enables high-speed execution, high-quality deliverables, a greater sense of accomplishment, and an increased capacity to think and to innovate for team members and management. It is significantly more effective to prioritize and execute tasks sequentially rather than juggling many tasks on multiple projects simultaneously. The end result is that even the lower priority tasks finish earlier. Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround. |
Does it seem that projects in your organization require frequent firefighting where due dates are challenged and heroics are necessary to get things done? Do projects often go from green to red overnight? Is team morale suffering? Do you believe that your organization could flourish to new heights if this cycle were broken?
Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, critical chain project management (CCPM) techniques improve project speed, quality, on-time performance, and team morale.
Reducing nonproductive multitasking enables high-speed execution, high-quality deliverables, a greater sense of accomplishment, and an increased capacity to think and to innovate for team members and management. It is significantly more effective to prioritize and execute tasks sequentially rather than juggling many tasks on multiple projects simultaneously. The end result is that even the lower priority tasks finish earlier.
Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround.
Problems associated with poor project performance
In order to implement effective solutions that improve project performance, it is important to identify the problems and isolate the root causes. When the numbers of problems are many, it is vital to address the critical few that are most impactful to achieving the organizational goal(s). One such problem on projects is that of low team morale. When teams are not operating with passion, energy, enthusiasm, and full engagement, superior project execution is not sustainable and delivery excellence is difficult to achieve.
Another significant problem worth addressing is on-time performance. When stakeholders expect predictable delivery of project results, missing a delivery date can be costly in terms of perceived reliability, customer satisfaction, and bottom-line results. Improving the frequency of on-time delivery can drastically increase the confidence stakeholders have in an organization's ability to deliver and the potential for a steady stream of additional opportunities.
Excessive project durations are another significant problem which impacts projects and oftentimes leads to decreased return on investment (ROI) and opportunities lost to competitors. This workshop explores each of these project problems in greater detail to identify root causes and to uncover effective solutions.
Causes to the problems associated with poor project performance
Addressing these problems themselves would be like merely treating the symptoms of an illness. Until the root causes are understood and treated, the core of the problem can never be effectively eliminated. Investigations into the problems associated with poor project performance begin to uncover root causes such as:
• low-trust environments;
• nonproductive multitasking which decreases productivity, negatively impacts team morale, and causes missed due dates;
• uncertainty in task estimates that are inadequately addressed;
• student syndrome: waiting for the last possible moment to start a task – means that contingency is wasted and risk is increased;
• Parkinson's Law: allowing work to expand to fill the time allotted – also wastes contingency and increases risk;
• having high amounts of work in progress can cause multitasking and firefighting which leads to low team morale and extended project durations (lead-times).
Critical Chain uncovers a set of new paradigms
Critical chain project management (CCPM) is the project management application of the theory of constraints (TOC). First introduced by Dr. Eli Goldratt in 1997, critical chain has gained significant momentum in the project community as a solution to the problems associated with poor project performance. CCPM takes resource constraints into account for more realistic planning and focused execution. The critical chain is the resource-leveled critical path. CCPM also utilizes pooled contingency to more effectively address the various components of project uncertainty.
The first solution addressed in this discussion, creating environments of high-trust, is not formally a critical chain solution. However, having significant trust within teams and across organizations is important when implementing change. The end result of improved morale and quality of work life for team members is more deliberately emphasized in the CCPM literature. Of course, many operational managers, VPs, and CxOs appreciate the positive effects of high trust in their organizations regardless of the strategies and tactics utilized.
Additional CCPM solutions are as follows. Pipelining addresses the problems associated with having too much work in progress. Full kitting addresses the problems associated with starting project tasks without the necessary predecessor activities completed. To address wasted contingency, 50/50 task estimates are utilized. Executing with focus, rather than multitasking, addresses elongated task durations, productivity losses due to context switching, and the stress team members feel as they try to keep many plates spinning simultaneously. Lastly, project buffers shorten project durations and protect critical project dates from uncertainty; significantly improving the predictability of project completion and delivery.
In an October 2009 speech, Eli Lilly and Company (pharmaceuticals) CEO Dr. John C. Lechleiter, announced the most sweeping changes in company history, indicating three new competencies that are changing drug development at Lilly. One of those competencies is exploiting the benefits of critical chain project management. Dr. Lechleiter stated,
""The COE is implementing a project management methodology called ‘Critical Chain', developed by physicist Eli Goldratt. Critical Chain was actually first applied at Lilly in a completely different context by our IT group. They, in turn, helped our research labs launch a pilot program that has proved the power of Critical Chain in drug development. Historically, across our pipeline, we have a 60% success rate in hitting milestones on time. In other words, we miss almost half of our deadlines. In the Critical Chain pilot program, the success rate so far is 100%. That's why we're now applying Critical Chain in force.”
In a June 2013 keynote address to the Theory of Constraints International Certification Organization (TOCICO) international conference in Bad Nauheim, Germany, Mr. Mitsuo Hitomi, Executive Officer from the Mazda Motor Company spoke of a major company turn-around, and he credited critical chain and TOC. Mr. Hitomi presented remarkable results with an emphasis on employee harmony, improved quality of work life, and positive financial results in 2013 after four fiscal years of operating in the red. Additionally, Mr. Hitomi indicated that critical chain momentum grew and resulted in development project durations being cut in half with all projects delivered with full scope and on time. Echoing the sentiments of Dr. Goldratt himself, Mr. Hitomi stated after the presentation, ""Even the sky is not the limit”.
Conclusions
Organizations observe numerous project problems within their environments daily. Some of the most impactful are team morale, missed project commitments, and excessive project durations. It is important to identify root causes and not just treat the symptoms of these problems. Root causes include having too much work in progress, environments of low-trust, multitasking rather than focusing, and wasted contingency at the task level due to student syndrome and Parkinson's Law. Critical chain targets these causes by streamlining the number of projects in the pipeline for maximized throughput and flow, creating an environment of high-trust which allows team members to get aggressive with task estimates and to call out issues without fear of blame, and by creating an effective contingency mechanism, a project buffer used by the teams, that is an objective and transparent leading indicator of project health.
The results demonstrated by organizations who have systemically embraced CCPM are impressive. Teams enjoy a sense of accomplishment as they operate with high focus and with harmony. On-time delivery becomes increasingly more predictable and on-time performance can improve from 30%-60% to 90%+. Project durations can be cut by 25% or more without sacrificing scope, quality, or team members' lives outside the workplace. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1609 |
Conference Proceedings |
Cox III, James F. |
An examination of different perspectives to the same problem: The academic, practitioner, TOC and my perspectives of appointment scheduling in a family practice medical facility |
2015 |
Cape Town, SA |
A clash of two worlds exists: academia versus practitioners. Academics are primarily measured and rewarded by their research contributions to their fields as recognized by publishing in the top tier academic journals. High powered statistical analyses and mathematical programming techniques are the highly recommended research methodologies: the rigor of the research is of utmost importance. On the other hand, practitioners are interested in how to solve their specific problem; the relevance of the research. Goldratt (TOC Journal) offered a different perspective to research (science) as developing in stages: classification, correlation and cause and effect. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area revealed the above divide. The appointment scheduling literature spans over sixty years dating back to the 1950's. No effective solution has been identified. Hundreds of academic articles have been published concerning how to “optimize” appointment scheduling. Few solutions have been implemented. On the other hand, the practitioner literature is equally unimpressive. It is divided into three general groups: solutions addressing only one problem area; general guidelines (lean and six-sigma) for problem solving in any practice; and others provide a totally different scheduling approach. These solutions offer some relief to some of the problems in some of the practices. A review of the combined literature reveals at least 14 major problems. These are studied from a TOC perspective in developing the Inherent Simplicity of the problem/solution. |
A clash of two worlds exists: academia versus practitioners.
Academics are primarily measured and rewarded by their research contributions to their fields as recognized by publishing in the top tier academic journals (In management, the Academy of Management Journal and Review, Management Science, Operations Research, etc.). High powered statistical analyses and mathematical programming techniques are the recommended research methodologies to be published in these journals; the rigor of the research is what is of utmost importance.
On the other hand, practitioners are interested in how to solve their specific problem; the relevance of the research. Practitioners are uninterested in how you derive the solution, only whether it will help them in the day-to-day firefighting.
Goldratt (TOC Journal) offered a different perspective to research (science) as developing in stages: classification, correlation and cause and effect. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area revealed the above divide.
The appointment scheduling literature dates back to the 1950's with many articles in press in 2015. In this span of over sixty years of research, no effective solution has been identified. Hundreds of articles have been published concerning how to ""optimize” appointment scheduling in the academic literature. Few have been implemented in reality. The reason given is that: We are unique.
On the other hand, the practitioner literature is equally unimpressive. It is divided into three general groups: solutions addressing only one problem area; solutions providing general guidelines (i.e. lean or six sigma) for problem solving in any practice; and solutions providing a totally different scheduling approach. These solutions offer some relief to the problems.
A review of the combined literature reveals at least 14 major problems (UDEs in TOC terminology; the asterisk indicates the UDE was also present in the family practice):
UDE 1 The no-show rate is high.
UDE 2 Many patients are given appointments later than they need/desire.
UDE 3 The no-appointment-scheduled (NAS) slots are high; greater than 20% particularly in the summer months.
UDE 4 Providers set rules for who they want to see, when, and for how long.
UDE 5 Pt wait times at practice are long.
UDE 6 Waiting-room congestion is high.
UDE 7 A number of unpunctual patients exist: some come early and some come late.
UDE 8 Walk-ins are common.
UDE 9 Occasionally a provider has an emergency pt.
UDE 10 Sometimes a provider starts a session late.
UDE 11 Sometimes a provider is interrupted during a consult service time or session; (interactions with support staff, phone calls, writing up notes, comfort breaks, etc.).
UDE 12 Provider consult time is highly variable.
UDE 13 Sometimes pts are called in order of arrival (FCFS) or need instead of by the appointment schedule.
UDE 14 Some patients require a second consult (after tests, x-rays, etc.).
These UDEs are analyzed using TOC to support the following learning objectives:
1. An understanding of the problem with academic/practitioner research from a TOC perspective. The role of uncertainty/chaos/Murphy.
2. The journey of discovery in analyzing this appointment scheduling problem will be presented (the search for inherent simplicity). The role of classification.
3. The Inherent Simplicity of the appointment scheduling problem.
4. A problem precisely identified is half solved. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1610 |
Conference Proceedings |
|
An examination of different perspectives to the same problem: The academic, practitioner, TOC and my perspectives of appointment scheduling in a family practice medical facility |
2015 |
Cape Town, SA |
A clash of two worlds exists: academia versus practitioners. Academics are primarily measured and rewarded by their research contributions to their fields as recognized by publishing in the top tier academic journals. High powered statistical analyses and mathematical programming techniques are the highly recommended research methodologies: the rigor of the research is of utmost importance. On the other hand, practitioners are interested in how to solve their specific problem; the relevance of the research. Goldratt (TOC Journal) offered a different perspective to research (science) as developing in stages: classification, correlation and cause and effect. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area revealed the above divide. The appointment scheduling literature spans over sixty years dating back to the 1950's. No effective solution has been identified. Hundreds of academic articles have been published concerning how to “optimize” appointment scheduling. Few solutions have been implemented. On the other hand, the practitioner literature is equally unimpressive. It is divided into three general groups: solutions addressing only one problem area; general guidelines (lean and six-sigma) for problem solving in any practice; and others provide a totally different scheduling approach. These solutions offer some relief to some of the problems in some of the practices. A review of the combined literature reveals at least 14 major problems. These are studied from a TOC perspective in developing the Inherent Simplicity of the problem/solution. |
A clash of two worlds exists: academia versus practitioners.
Academics are primarily measured and rewarded by their research contributions to their fields as recognized by publishing in the top tier academic journals (In management, the Academy of Management Journal and Review, Management Science, Operations Research, etc.). High powered statistical analyses and mathematical programming techniques are the recommended research methodologies to be published in these journals; the rigor of the research is what is of utmost importance.
On the other hand, practitioners are interested in how to solve their specific problem; the relevance of the research. Practitioners are uninterested in how you derive the solution, only whether it will help them in the day-to-day firefighting.
Goldratt (TOC Journal) offered a different perspective to research (science) as developing in stages: classification, correlation and cause and effect. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area revealed the above divide.
The appointment scheduling literature dates back to the 1950's with many articles in press in 2015. In this span of over sixty years of research, no effective solution has been identified. Hundreds of articles have been published concerning how to ""optimize” appointment scheduling in the academic literature. Few have been implemented in reality. The reason given is that: We are unique.
On the other hand, the practitioner literature is equally unimpressive. It is divided into three general groups: solutions addressing only one problem area; solutions providing general guidelines (i.e. lean or six sigma) for problem solving in any practice; and solutions providing a totally different scheduling approach. These solutions offer some relief to the problems.
A review of the combined literature reveals at least 14 major problems (UDEs in TOC terminology; the asterisk indicates the UDE was also present in the family practice):
UDE 1 The no-show rate is high.
UDE 2 Many patients are given appointments later than they need/desire.
UDE 3 The no-appointment-scheduled (NAS) slots are high; greater than 20% particularly in the summer months.
UDE 4 Providers set rules for who they want to see, when, and for how long.
UDE 5 Pt wait times at practice are long.
UDE 6 Waiting-room congestion is high.
UDE 7 A number of unpunctual patients exist: some come early and some come late.
UDE 8 Walk-ins are common.
UDE 9 Occasionally a provider has an emergency pt.
UDE 10 Sometimes a provider starts a session late.
UDE 11 Sometimes a provider is interrupted during a consult service time or session; (interactions with support staff, phone calls, writing up notes, comfort breaks, etc.).
UDE 12 Provider consult time is highly variable.
UDE 13 Sometimes pts are called in order of arrival (FCFS) or need instead of by the appointment schedule.
UDE 14 Some patients require a second consult (after tests, x-rays, etc.).
These UDEs are analyzed using TOC to support the following learning objectives:
1. An understanding of the problem with academic/practitioner research from a TOC perspective. The role of uncertainty/chaos/Murphy.
2. The journey of discovery in analyzing this appointment scheduling problem will be presented (the search for inherent simplicity). The role of classification.
3. The Inherent Simplicity of the appointment scheduling problem.
4. A problem precisely identified is half solved. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1611 |
Conference Proceedings |
Almeida, Guilherme Vanenzi |
Capturing the essence: From mistakes to transformation |
2015 |
Cape Town, SA |
There is no longer any debate about whether a company should strive for continuous improvement. Now it's a matter of survive. Dr. Eli Goldratt verbalized the 5 most common mistakes people do when trying to improve their organizations or their lives: • We try to improve everything that can be improved. • We don't always get the contribution and buy-in from key stakeholders. • We don't always develop a clear and prioritized plan properly resourced to achieve our goals. • We lose focus when implementing our plan by multitasking and or getting distracted by less important issues. • We don't always learn the right lessons from experience. Even though they are valid statements in themselves, there is a clear causal relationship embedded. Companies spend a great deal of resources on trying to define what should be changed and how to make the changes happen as fast as possible. In other words they are focusing on the transition from current to future reality (looking forward and not backward). When looking at the statements above, the first 4 try to address that point. The last one is usually overlooked or sometimes even neglected. On the other hand is the one that clearly provides the better opportunities for learning and prevent the recurrence of the others. Therefore we decided to embark in a time machine and travel back to one of our main implementations in order to get a better understanding of what went wrong and propose an alternative solution. We are going to use the case of the implementation of a Viable Vision Project in large women shoe manufacturer. |
The main challenges we faced during this implementation:
• Smoothing the load
• Managing production capacity
• Alignment of Metrics
• IT Offer perception
• Bonus scheme
Probably the biggest challenge in this environment is the huge artificial seasonality on sales caused by the prevailing mode of operation. Actually about 70% of the season sales orders are concentrated in the first 2 months before the season launch. Moreover, in this environment the manufacturers offer thousands of SKUs for each season.
To prevent hiring and firing people, all shoe manufacturers try to allocate some of their production capacity in some subcontracts. But as being part of 2 different business entities, not necessarily sharing the same objectives, conflicts stand in their way to reach a sustainable (win-win-win) solution.
We will describe each one of this challenges, conflicts, underlying assumptions and an alternative (different) direction of solution. By revisiting this implementation we aim to:
• Recheck the validity of some key assumptions and the buy-in process
• Develop an alternative solutions to be tested when facing similar situations/environments/challenges |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1612 |
Conference Proceedings |
Souza, Silverio |
Capturing the essence: From mistakes to transformation |
2015 |
Cape Town, SA |
There is no longer any debate about whether a company should strive for continuous improvement. Now it's a matter of survive. Dr. Eli Goldratt verbalized the 5 most common mistakes people do when trying to improve their organizations or their lives: • We try to improve everything that can be improved. • We don't always get the contribution and buy-in from key stakeholders. • We don't always develop a clear and prioritized plan properly resourced to achieve our goals. • We lose focus when implementing our plan by multitasking and or getting distracted by less important issues. • We don't always learn the right lessons from experience. Even though they are valid statements in themselves, there is a clear causal relationship embedded. Companies spend a great deal of resources on trying to define what should be changed and how to make the changes happen as fast as possible. In other words they are focusing on the transition from current to future reality (looking forward and not backward). When looking at the statements above, the first 4 try to address that point. The last one is usually overlooked or sometimes even neglected. On the other hand is the one that clearly provides the better opportunities for learning and prevent the recurrence of the others. Therefore we decided to embark in a time machine and travel back to one of our main implementations in order to get a better understanding of what went wrong and propose an alternative solution. We are going to use the case of the implementation of a Viable Vision Project in large women shoe manufacturer. |
The main challenges we faced during this implementation:
• Smoothing the load
• Managing production capacity
• Alignment of Metrics
• IT Offer perception
• Bonus scheme
Probably the biggest challenge in this environment is the huge artificial seasonality on sales caused by the prevailing mode of operation. Actually about 70% of the season sales orders are concentrated in the first 2 months before the season launch. Moreover, in this environment the manufacturers offer thousands of SKUs for each season.
To prevent hiring and firing people, all shoe manufacturers try to allocate some of their production capacity in some subcontracts. But as being part of 2 different business entities, not necessarily sharing the same objectives, conflicts stand in their way to reach a sustainable (win-win-win) solution.
We will describe each one of this challenges, conflicts, underlying assumptions and an alternative (different) direction of solution. By revisiting this implementation we aim to:
• Recheck the validity of some key assumptions and the buy-in process
• Develop an alternative solutions to be tested when facing similar situations/environments/challenges |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1613 |
Conference Proceedings |
|
Capturing the essence: From mistakes to transformation |
2015 |
Cape Town, SA |
There is no longer any debate about whether a company should strive for continuous improvement. Now it's a matter of survive. Dr. Eli Goldratt verbalized the 5 most common mistakes people do when trying to improve their organizations or their lives: • We try to improve everything that can be improved. • We don't always get the contribution and buy-in from key stakeholders. • We don't always develop a clear and prioritized plan properly resourced to achieve our goals. • We lose focus when implementing our plan by multitasking and or getting distracted by less important issues. • We don't always learn the right lessons from experience. Even though they are valid statements in themselves, there is a clear causal relationship embedded. Companies spend a great deal of resources on trying to define what should be changed and how to make the changes happen as fast as possible. In other words they are focusing on the transition from current to future reality (looking forward and not backward). When looking at the statements above, the first 4 try to address that point. The last one is usually overlooked or sometimes even neglected. On the other hand is the one that clearly provides the better opportunities for learning and prevent the recurrence of the others. Therefore we decided to embark in a time machine and travel back to one of our main implementations in order to get a better understanding of what went wrong and propose an alternative solution. We are going to use the case of the implementation of a Viable Vision Project in large women shoe manufacturer. |
The main challenges we faced during this implementation:
• Smoothing the load
• Managing production capacity
• Alignment of Metrics
• IT Offer perception
• Bonus scheme
Probably the biggest challenge in this environment is the huge artificial seasonality on sales caused by the prevailing mode of operation. Actually about 70% of the season sales orders are concentrated in the first 2 months before the season launch. Moreover, in this environment the manufacturers offer thousands of SKUs for each season.
To prevent hiring and firing people, all shoe manufacturers try to allocate some of their production capacity in some subcontracts. But as being part of 2 different business entities, not necessarily sharing the same objectives, conflicts stand in their way to reach a sustainable (win-win-win) solution.
We will describe each one of this challenges, conflicts, underlying assumptions and an alternative (different) direction of solution. By revisiting this implementation we aim to:
• Recheck the validity of some key assumptions and the buy-in process
• Develop an alternative solutions to be tested when facing similar situations/environments/challenges |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1614 |
Conference Proceedings |
De Gasperis, Corrado |
Transforming a mining company into a flexible system that is robust against market downturns |
2015 |
Cape Town, SA |
Transforming a mining company into a truly systemic operation is a formidable task. Making that system stable and predictable, reliable and robust is yet another. Evolving that base into an "anti-fragile” enterprise that not only withstands external volatilities, but exploits and benefits from them, is an onerous, and frankly rare, accomplishment. Gold. It is one of the scarcest and precious metals in the world today, as is its versatile and lustrous cousin, silver. We can locate it and we know how to extract and sell it profitably. We wear it, carry it in our pockets, trade it, store it, and use it in electronics, airplanes, surgical equipment to treat cancer, and frankly, as the most widely-accepted, disciplined monetary unit. The only way to get gold and silver is to mine them. People have been mining for thousands of years. To be successful in today's mining industry takes a strict multi-disciplined approach. Ever-changing regulatory requirements from opposing agencies and differing levels of authority have created layers of chaos. Community pressure brought on by detrimental legacy mining practices causes chaos. Global financial crises continue to beat on all sectors of business. Capital allocation is strained, dwindling resources are stretched thin, employees are cross-trained on triple duties. Anything can create chaos but G-d alone can restore order. What can we do but try to mitigate this chaos? This is where TOC knowledge has proven crucial to building a system that works toward that most elusive last step of becoming ‘anti-fragile.' In this presentation, we will show how we deploy the Theory of Constraints and plan for the most flexible systemic organization that will not only withstand those relentless torpedoes of chaos, but actually benefits from chaos and makes our organization stronger and more resilient. We face massive fluctuations in Gold Price and the effects of shifts in global monetary policies that are brought on through global political changes, war, weather, ego, and community pressures. We face a most complex, multi-regulatory infrastructure, community resistance, complex geological configurations, and an ever-changing local political landscape. We design our organization and its human competencies to manage and if possible, benefit from these complexities. Comstock Mining Inc. is a current case study in all things systemic, with the constraint being its nucleus. We have realized great wins, however sometimes two steps forward comes with one step back, like all business. This is amplified by our special geological, historical, environmental and socially important location in a National Historic Landmark. We build into our planning, understanding that there are proponents of, and even persistent opponents of, our objectives, ever driving alignment to a common goal. Physically, our throughput generating system should be constrained by our leaching cycle but as we strive to expand our footprint and our markets, the company has identified a remarkable, external constraint. This presentation will reveal it, and more!! |
https://vimeo.com/157609701 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1615 |
Conference Proceedings |
|
Transforming a mining company into a flexible system that is robust against market downturns |
2015 |
Cape Town, SA |
Transforming a mining company into a truly systemic operation is a formidable task. Making that system stable and predictable, reliable and robust is yet another. Evolving that base into an "anti-fragile” enterprise that not only withstands external volatilities, but exploits and benefits from them, is an onerous, and frankly rare, accomplishment. Gold. It is one of the scarcest and precious metals in the world today, as is its versatile and lustrous cousin, silver. We can locate it and we know how to extract and sell it profitably. We wear it, carry it in our pockets, trade it, store it, and use it in electronics, airplanes, surgical equipment to treat cancer, and frankly, as the most widely-accepted, disciplined monetary unit. The only way to get gold and silver is to mine them. People have been mining for thousands of years. To be successful in today's mining industry takes a strict multi-disciplined approach. Ever-changing regulatory requirements from opposing agencies and differing levels of authority have created layers of chaos. Community pressure brought on by detrimental legacy mining practices causes chaos. Global financial crises continue to beat on all sectors of business. Capital allocation is strained, dwindling resources are stretched thin, employees are cross-trained on triple duties. Anything can create chaos but G-d alone can restore order. What can we do but try to mitigate this chaos? This is where TOC knowledge has proven crucial to building a system that works toward that most elusive last step of becoming ‘anti-fragile.' In this presentation, we will show how we deploy the Theory of Constraints and plan for the most flexible systemic organization that will not only withstand those relentless torpedoes of chaos, but actually benefits from chaos and makes our organization stronger and more resilient. We face massive fluctuations in Gold Price and the effects of shifts in global monetary policies that are brought on through global political changes, war, weather, ego, and community pressures. We face a most complex, multi-regulatory infrastructure, community resistance, complex geological configurations, and an ever-changing local political landscape. We design our organization and its human competencies to manage and if possible, benefit from these complexities. Comstock Mining Inc. is a current case study in all things systemic, with the constraint being its nucleus. We have realized great wins, however sometimes two steps forward comes with one step back, like all business. This is amplified by our special geological, historical, environmental and socially important location in a National Historic Landmark. We build into our planning, understanding that there are proponents of, and even persistent opponents of, our objectives, ever driving alignment to a common goal. Physically, our throughput generating system should be constrained by our leaching cycle but as we strive to expand our footprint and our markets, the company has identified a remarkable, external constraint. This presentation will reveal it, and more!! |
https://vimeo.com/157609701 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1616 |
Conference Proceedings |
Souza, Silverio |
Replenishing fast movers in MTO |
2015 |
Cape Town, SA |
The fashion clothing market is extremely dynamic and has many products with very short life cycles. This scenario makes many products have such low sales that fail to sell even the first production batch. Even when this batch is very small for the industry, they are generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will quickly stock out, causing significant loss of sales and lack of real demand for this product. Being able to identify which products would sell significantly more and being able to replenish them and ensure the availability, generates a perception of value by the customer and significant increases profitability. The TOC solution to meet this important customer need proposes putting these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch which is common to the MTA solution it is not used in the fashion clothing segment. I will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the availability of raw materials and generating orders in MTO that take advantage of short lead time industrial segment and generated by the implementation of the DBR in an integrated supply chain. Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead time super-fast. |
The fashion clothing market is extremely dynamic and has many products with very short life cycle. This scenario makes many products have such low sales that fail to sell or the first production batch. Even when this batch is very small for the industry, thus generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will be quickly in stock out, causing significant loss of sales and lack of real demand for this product.
Identify which products sell significantly more to replenishing and ensure the availability, generates perception of value by the customer and significant increase profitability. The TOC solution to meet this important customer need passes to put these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch is common to MTA solution not be used in the fashion clothing segment.
We will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the viability of raw materials and generating orders in MTO that take advantage of short lead time industrial generated by the implementation of the DBR in an integrated supply chain.
Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead team super fast.
Learning Objectives
1. Take advantage in short lead time production;
2. Understanding hide assumptions on specific realities;
3. Identify fast movers in very short life time products;
Questions
1. What is the impact in profitability?
2. How fast production and logistic needs to be to replenish?
3. This model works in non integrated supply chain? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1617 |
Conference Proceedings |
Almeida, Guilherme |
Replenishing fast movers in MTO |
2015 |
Cape Town, SA |
The fashion clothing market is extremely dynamic and has many products with very short life cycles. This scenario makes many products have such low sales that fail to sell even the first production batch. Even when this batch is very small for the industry, they are generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will quickly stock out, causing significant loss of sales and lack of real demand for this product. Being able to identify which products would sell significantly more and being able to replenish them and ensure the availability, generates a perception of value by the customer and significant increases profitability. The TOC solution to meet this important customer need proposes putting these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch which is common to the MTA solution it is not used in the fashion clothing segment. I will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the availability of raw materials and generating orders in MTO that take advantage of short lead time industrial segment and generated by the implementation of the DBR in an integrated supply chain. Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead time super-fast. |
The fashion clothing market is extremely dynamic and has many products with very short life cycle. This scenario makes many products have such low sales that fail to sell or the first production batch. Even when this batch is very small for the industry, thus generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will be quickly in stock out, causing significant loss of sales and lack of real demand for this product.
Identify which products sell significantly more to replenishing and ensure the availability, generates perception of value by the customer and significant increase profitability. The TOC solution to meet this important customer need passes to put these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch is common to MTA solution not be used in the fashion clothing segment.
We will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the viability of raw materials and generating orders in MTO that take advantage of short lead time industrial generated by the implementation of the DBR in an integrated supply chain.
Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead team super fast.
Learning Objectives
1. Take advantage in short lead time production;
2. Understanding hide assumptions on specific realities;
3. Identify fast movers in very short life time products;
Questions
1. What is the impact in profitability?
2. How fast production and logistic needs to be to replenish?
3. This model works in non integrated supply chain? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1618 |
Conference Proceedings |
|
Replenishing fast movers in MTO |
2015 |
Cape Town, SA |
The fashion clothing market is extremely dynamic and has many products with very short life cycles. This scenario makes many products have such low sales that fail to sell even the first production batch. Even when this batch is very small for the industry, they are generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will quickly stock out, causing significant loss of sales and lack of real demand for this product. Being able to identify which products would sell significantly more and being able to replenish them and ensure the availability, generates a perception of value by the customer and significant increases profitability. The TOC solution to meet this important customer need proposes putting these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch which is common to the MTA solution it is not used in the fashion clothing segment. I will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the availability of raw materials and generating orders in MTO that take advantage of short lead time industrial segment and generated by the implementation of the DBR in an integrated supply chain. Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead time super-fast. |
The fashion clothing market is extremely dynamic and has many products with very short life cycle. This scenario makes many products have such low sales that fail to sell or the first production batch. Even when this batch is very small for the industry, thus generating large obsolete inventory accumulation in the fashion point of view. While items that sell more than the initial forecast will be quickly in stock out, causing significant loss of sales and lack of real demand for this product.
Identify which products sell significantly more to replenishing and ensure the availability, generates perception of value by the customer and significant increase profitability. The TOC solution to meet this important customer need passes to put these best sellers in a model replacement for MTA. However, the demand for this product may fall drastically in a short period of time, causing obsolescence in the MTA stock and generate more losses than gains. Due to this negative branch is common to MTA solution not be used in the fashion clothing segment.
We will present an implementation case study in a big retailer of fashion clothes in Brazil, which has more than 250 stores, three distribution centers and 7 factories. Through this case study, we avoid this negative branch creating a process that quickly identifies the items that sell much more than was expected, to verify the viability of raw materials and generating orders in MTO that take advantage of short lead time industrial generated by the implementation of the DBR in an integrated supply chain.
Along with the process were developed some S & T organizations to support the implementation as well as a simple and robust system of prioritization and management of industrial capacity, set a control panel that shows the operating and financial results generated by the replacement initiative of the best fashion sellers by MTO in lead team super fast.
Learning Objectives
1. Take advantage in short lead time production;
2. Understanding hide assumptions on specific realities;
3. Identify fast movers in very short life time products;
Questions
1. What is the impact in profitability?
2. How fast production and logistic needs to be to replenish?
3. This model works in non integrated supply chain? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1619 |
Conference Proceedings |
Dhanuka, Mridul |
Transforming India's agriculture: Winning against the weather |
2015 |
Cape Town, SA |
Dhanuka Agritech is 120 Million USD turnover company and one of the fastest growing agro-chemical companies in India (20%+ CAGR for last 10 years). The company produces various types of pesticides and insecticides used to treat various pest attacks on crops. Dhanuka Agritech produces around 400 SKUs, and distributes them across India through a network of 40 warehouses, 8000 distributors and retailers. Climate dictates the demand for the company's products and this is the most challenging consumer goods environment we have come across yet. Demand for a specific product is triggered by the relevant pest attack on a specific crop which depends on a number of factors including but not limited to: Day, length and quantum of the rain; Insects migration from neighbor's plot is possible; and higher or lower temperatures demand different products. Hence, no one can predict location, quantum, time and length of demand for specific products. These factors cause shortages, surpluses, and obsolesces. The case study is about unique solutions that were developed and implemented successfully in this unique environment, and the magnificent results. |
About the Products and Environment: Dhanuka Agritech Ltd. is one of the fastest growing agro-chemical company in India for last 10 years. The company produces various types of pesticides and insecticides used to treat various pest attacks on crops. The company produces around 400 SKUs, and distributed across the country (India) through a network of 40 warehouses, and 8000 distributors and retailers.
Each crop, depending on changes in climatic condition faces several pest attacks, weeds or disease which can destroy the crop. To protect the crop from damage when such attacks happen, farmers have to use these chemicals. Technological advancement has produced unique formulations for each crop and individual pests. The company produces around 80 different types of formulations, which are packed in different sizes resulting in around 400 SKUs.
Demand for a specific product is triggered by the relevant pest attack on specific crop which depends on a number of factors including but not limited to:
• Day of Rain : How early or late rains starts in season and how much it rained
• Crops in neighbor's plot: Insects migration from neighbor's plot is possible.
• Temperature patterns: Higher or lower temperatures demand different products
The Unique Challenges Faced: Apart from traditional supply chain challenges, the agro chemical environment faces more unique challenges which makes management of supply chain by forecasts almost impossible. Some of the key unique challenges faced by the environment are as follows:
• Products are seasonal in demand, for several products season is only once in a year. Start time and end time of season is highly unpredictable.
• Most of the time, demand is created by need i.e. which crops and nature of pest attack generate the demand, no pests - no demand.
• Whenever a pest attack happens, there is significant spike and almost the entire demand will come in the span of one or two weeks.
• Around 60% of sale in a year takes place between June to September, which forces companies to build up stock in advance as per forecasts
• Discounts can't help to liquidate unwanted inventories (if there is no pest on crop, farmers won't buy it)
All these challenges resulted in lower availability, loss of sale, surplus inventories, lower inventory turn, higher age of products at the time of sale. Moreover, sometime a particular formulation will be out of stock in entire market, causing significant national damage due to loss of crop.
The Direction of Solution: No matter how complex is environment, there is always an inherent simplicity. Such inherent simplicity was identified in this environment and considering challenging needs, unique elements of solutions were developed to provide the following:
• Maintain higher availability of products at warehouse level with significantly lower inventory at warehouses.
• Build capabilities to fulfil any spikes in demand in a region within 24 hours in most cases.
• Build mechanism to set norms and bring it to zero when the season is over.
• Managing capacity of factories - Producing in advance, but in a way that the risk of getting stuck up with unsold stock is significantly reduced. Building capacity buffer.
The biggest challenge in developing and testing solutions was - period to test and prove solutions was only between June to October in a year.
The key results achieved:
• Biggest paradigm that was broken is without forecast and building inventories at warehouse level one can't capture demand. Exchange mechanism was implemented despite rise in transportation cost.
• Capabilities to fulfil any reasonable demand in a region within 24 to 48 hours.
• Significant jump in availability across warehouses (from around 65% to 90-95%).
• Improvement in freshness of products when sold, drastic improvement in inventory turns.
• Even though sales growth can't be credited to only improvement in availability, the company has seen significant improvement in top line, bottom line as compared to other similar competitors.
The Challenges Ahead: 95% of distributors, dealers don't have computers and no visibility to stock and consumption data. Hence, not able to implement replenishment mechanism to market with the technology we have available today. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1620 |
Conference Proceedings |
|
Transforming India's agriculture: Winning against the weather |
2015 |
Cape Town, SA |
Dhanuka Agritech is 120 Million USD turnover company and one of the fastest growing agro-chemical companies in India (20%+ CAGR for last 10 years). The company produces various types of pesticides and insecticides used to treat various pest attacks on crops. Dhanuka Agritech produces around 400 SKUs, and distributes them across India through a network of 40 warehouses, 8000 distributors and retailers. Climate dictates the demand for the company's products and this is the most challenging consumer goods environment we have come across yet. Demand for a specific product is triggered by the relevant pest attack on a specific crop which depends on a number of factors including but not limited to: Day, length and quantum of the rain; Insects migration from neighbor's plot is possible; and higher or lower temperatures demand different products. Hence, no one can predict location, quantum, time and length of demand for specific products. These factors cause shortages, surpluses, and obsolesces. The case study is about unique solutions that were developed and implemented successfully in this unique environment, and the magnificent results. |
About the Products and Environment: Dhanuka Agritech Ltd. is one of the fastest growing agro-chemical company in India for last 10 years. The company produces various types of pesticides and insecticides used to treat various pest attacks on crops. The company produces around 400 SKUs, and distributed across the country (India) through a network of 40 warehouses, and 8000 distributors and retailers.
Each crop, depending on changes in climatic condition faces several pest attacks, weeds or disease which can destroy the crop. To protect the crop from damage when such attacks happen, farmers have to use these chemicals. Technological advancement has produced unique formulations for each crop and individual pests. The company produces around 80 different types of formulations, which are packed in different sizes resulting in around 400 SKUs.
Demand for a specific product is triggered by the relevant pest attack on specific crop which depends on a number of factors including but not limited to:
• Day of Rain : How early or late rains starts in season and how much it rained
• Crops in neighbor's plot: Insects migration from neighbor's plot is possible.
• Temperature patterns: Higher or lower temperatures demand different products
The Unique Challenges Faced: Apart from traditional supply chain challenges, the agro chemical environment faces more unique challenges which makes management of supply chain by forecasts almost impossible. Some of the key unique challenges faced by the environment are as follows:
• Products are seasonal in demand, for several products season is only once in a year. Start time and end time of season is highly unpredictable.
• Most of the time, demand is created by need i.e. which crops and nature of pest attack generate the demand, no pests - no demand.
• Whenever a pest attack happens, there is significant spike and almost the entire demand will come in the span of one or two weeks.
• Around 60% of sale in a year takes place between June to September, which forces companies to build up stock in advance as per forecasts
• Discounts can't help to liquidate unwanted inventories (if there is no pest on crop, farmers won't buy it)
All these challenges resulted in lower availability, loss of sale, surplus inventories, lower inventory turn, higher age of products at the time of sale. Moreover, sometime a particular formulation will be out of stock in entire market, causing significant national damage due to loss of crop.
The Direction of Solution: No matter how complex is environment, there is always an inherent simplicity. Such inherent simplicity was identified in this environment and considering challenging needs, unique elements of solutions were developed to provide the following:
• Maintain higher availability of products at warehouse level with significantly lower inventory at warehouses.
• Build capabilities to fulfil any spikes in demand in a region within 24 hours in most cases.
• Build mechanism to set norms and bring it to zero when the season is over.
• Managing capacity of factories - Producing in advance, but in a way that the risk of getting stuck up with unsold stock is significantly reduced. Building capacity buffer.
The biggest challenge in developing and testing solutions was - period to test and prove solutions was only between June to October in a year.
The key results achieved:
• Biggest paradigm that was broken is without forecast and building inventories at warehouse level one can't capture demand. Exchange mechanism was implemented despite rise in transportation cost.
• Capabilities to fulfil any reasonable demand in a region within 24 to 48 hours.
• Significant jump in availability across warehouses (from around 65% to 90-95%).
• Improvement in freshness of products when sold, drastic improvement in inventory turns.
• Even though sales growth can't be credited to only improvement in availability, the company has seen significant improvement in top line, bottom line as compared to other similar competitors.
The Challenges Ahead: 95% of distributors, dealers don't have computers and no visibility to stock and consumption data. Hence, not able to implement replenishment mechanism to market with the technology we have available today. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1621 |
Conference Proceedings |
Drori, Guy |
TOC-based software vs. common ERP systems |
2015 |
Cape Town, SA |
Traditional organizational software packages are addressing only planning, and are unable to manage execution level decisions. One of Eli Goldratt's greatest achievements is differentiating between Planning and Execution and the development of the tool for execution management – buffer management. A different kind of software is required in order to support real execution decisions and accomplish buffer management properly. |
Traditional organizational software started in the 1964 with the introduction of the MRP (Material Requirement Planning) by Joseph Orlicky. Then, in 1983, Oliver Wight introduced what was called the MRP II – Manufacturing Resource Planning. During the 1990's, ERP packages (Enterprise Resource Planning) began to emerge. All of them focus on planning, as suggested by their names. Planning is the word used in current business practice to describe everything that should be done on the logistical level. However, in most environments, planning relates to the overall plan, whereas execution relates to the more day to day decisions. As we all know, the inaccuracy inherent in forecasting algorithms cannot be really fixed as reality is subject to too many variables, some of them can never be known in advance. Therefore, any detailed planning is always subject to change. This is why re-planning is so common in ERP packages – sometimes even daily re-planning. Most ERP companies are even recommending very frequent re-planning – called dynamic forecasting. Since re-planning is very commonly destructive (meaning a small change in priorities can lead to huge changes in day to day decisions) this creates very unstable systems – where almost all orders are changing priority on a daily basis (for example a purchasing system in which every day all of the required due dates of supplier orders are changing). This is why Eli Goldratt came to the conclusion that it is impossible to manage anything using only planning, and there is a definite need for an execution layer as well – and buffer management was the tool developed in TOC in order to manage execution, whereas planning was limited to the very few items that have to be decided in advance. The buffers themselves provide the flexibility needed to manage the goals set using the real planning (for example due date quotations) and the buffer management is the execution tool to decide how to manage the flexibility in the best way. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1622 |
Conference Proceedings |
|
TOC-based software vs. common ERP systems |
2015 |
Cape Town, SA |
Traditional organizational software packages are addressing only planning, and are unable to manage execution level decisions. One of Eli Goldratt's greatest achievements is differentiating between Planning and Execution and the development of the tool for execution management – buffer management. A different kind of software is required in order to support real execution decisions and accomplish buffer management properly. |
Traditional organizational software started in the 1964 with the introduction of the MRP (Material Requirement Planning) by Joseph Orlicky. Then, in 1983, Oliver Wight introduced what was called the MRP II – Manufacturing Resource Planning. During the 1990's, ERP packages (Enterprise Resource Planning) began to emerge. All of them focus on planning, as suggested by their names. Planning is the word used in current business practice to describe everything that should be done on the logistical level. However, in most environments, planning relates to the overall plan, whereas execution relates to the more day to day decisions. As we all know, the inaccuracy inherent in forecasting algorithms cannot be really fixed as reality is subject to too many variables, some of them can never be known in advance. Therefore, any detailed planning is always subject to change. This is why re-planning is so common in ERP packages – sometimes even daily re-planning. Most ERP companies are even recommending very frequent re-planning – called dynamic forecasting. Since re-planning is very commonly destructive (meaning a small change in priorities can lead to huge changes in day to day decisions) this creates very unstable systems – where almost all orders are changing priority on a daily basis (for example a purchasing system in which every day all of the required due dates of supplier orders are changing). This is why Eli Goldratt came to the conclusion that it is impossible to manage anything using only planning, and there is a definite need for an execution layer as well – and buffer management was the tool developed in TOC in order to manage execution, whereas planning was limited to the very few items that have to be decided in advance. The buffers themselves provide the flexibility needed to manage the goals set using the real planning (for example due date quotations) and the buffer management is the execution tool to decide how to manage the flexibility in the best way. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1623 |
Conference Proceedings |
Fondevila, Erica |
Sustaining a decisive competitive edge: Protecting availability while having limited capacity |
2015 |
Cape Town, SA |
This case is about a factory working under TOC with inventory turns as its decisive competitive edge. The company have being experimenting capacity issues and, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity was placed in the market, conventional clients bought the remaining stock, leaving the connected clients without stock. To protect availability for the connected clients, we designed a system which prioritizes their needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse, which receives the stock from the plant daily, was created. The size of this warehouse is equal to the demand of connected clients during the normal replenishment time. When the buffer of this warehouse has being replenished, the remaining inventory is sent to the central warehouse; on that moment the rest of the sale force may sell it. |
On this presentation we are going to talk about a factory in Ecuador that has being operating under TOC for more than 5 years. Its decisive competitive edge is inventory turns and so far, 40% of their global sales come from clients that are connected to their replenishment system. During the last 3 years, sales have being increasing significantly, reaching the point where the current capacity of the plant is sometimes not enough.
When the company had capacity issues, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity for some SKU was placed in the market, conventional clients (the ones that are not connected to the company's replenishment system) bought all the remaining stock from the company, leaving the connected clients, the ones who had trust their inventory management to the company, without stock of this particular SKU. Once lack of availability was in place, almost every client started making paranoid orders, for unreasonable volumes, creating chaos.
We were facing a real challenge, what could we do to protect availability for our most loyal clients? The ones who had open their warehouses for us and let us manage them. One important fact is that the company's sales process cannot differentiate types of clients; it simply verifies stock availability and reserves it according to the order of arrival of the purchasing orders.
In order to protect availability for the connected clients and assure they get a high level service, we designed a system which prioritizes the connected client's needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse was created. This warehouse receives all the stock from the plant daily, and its access is limited; this means that the only ones that can know what's in it are the people responsible for the connected clients. The size of this warehouse has being calculated to satisfy the demand of connected clients during the normal replenishment time. Only when the buffer of this warehouse has being replenished 100%, the remaining inventory is sent to the central warehouse. From that moment on, the rest of the sales force can see the inventory level in the central warehouse and sell it.
After the implementation of this mechanism, the availability for clients under the replenishment has being above 97%, they openly manifest their satisfaction according to the service level they have, and the reputation of the company in the market has being kept high. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1624 |
Conference Proceedings |
Fiallos, Julio |
Sustaining a decisive competitive edge: Protecting availability while having limited capacity |
2015 |
Cape Town, SA |
This case is about a factory working under TOC with inventory turns as its decisive competitive edge. The company have being experimenting capacity issues and, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity was placed in the market, conventional clients bought the remaining stock, leaving the connected clients without stock. To protect availability for the connected clients, we designed a system which prioritizes their needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse, which receives the stock from the plant daily, was created. The size of this warehouse is equal to the demand of connected clients during the normal replenishment time. When the buffer of this warehouse has being replenished, the remaining inventory is sent to the central warehouse; on that moment the rest of the sale force may sell it. |
On this presentation we are going to talk about a factory in Ecuador that has being operating under TOC for more than 5 years. Its decisive competitive edge is inventory turns and so far, 40% of their global sales come from clients that are connected to their replenishment system. During the last 3 years, sales have being increasing significantly, reaching the point where the current capacity of the plant is sometimes not enough.
When the company had capacity issues, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity for some SKU was placed in the market, conventional clients (the ones that are not connected to the company's replenishment system) bought all the remaining stock from the company, leaving the connected clients, the ones who had trust their inventory management to the company, without stock of this particular SKU. Once lack of availability was in place, almost every client started making paranoid orders, for unreasonable volumes, creating chaos.
We were facing a real challenge, what could we do to protect availability for our most loyal clients? The ones who had open their warehouses for us and let us manage them. One important fact is that the company's sales process cannot differentiate types of clients; it simply verifies stock availability and reserves it according to the order of arrival of the purchasing orders.
In order to protect availability for the connected clients and assure they get a high level service, we designed a system which prioritizes the connected client's needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse was created. This warehouse receives all the stock from the plant daily, and its access is limited; this means that the only ones that can know what's in it are the people responsible for the connected clients. The size of this warehouse has being calculated to satisfy the demand of connected clients during the normal replenishment time. Only when the buffer of this warehouse has being replenished 100%, the remaining inventory is sent to the central warehouse. From that moment on, the rest of the sales force can see the inventory level in the central warehouse and sell it.
After the implementation of this mechanism, the availability for clients under the replenishment has being above 97%, they openly manifest their satisfaction according to the service level they have, and the reputation of the company in the market has being kept high. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1625 |
Conference Proceedings |
|
Sustaining a decisive competitive edge: Protecting availability while having limited capacity |
2015 |
Cape Town, SA |
This case is about a factory working under TOC with inventory turns as its decisive competitive edge. The company have being experimenting capacity issues and, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity was placed in the market, conventional clients bought the remaining stock, leaving the connected clients without stock. To protect availability for the connected clients, we designed a system which prioritizes their needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse, which receives the stock from the plant daily, was created. The size of this warehouse is equal to the demand of connected clients during the normal replenishment time. When the buffer of this warehouse has being replenished, the remaining inventory is sent to the central warehouse; on that moment the rest of the sale force may sell it. |
On this presentation we are going to talk about a factory in Ecuador that has being operating under TOC for more than 5 years. Its decisive competitive edge is inventory turns and so far, 40% of their global sales come from clients that are connected to their replenishment system. During the last 3 years, sales have being increasing significantly, reaching the point where the current capacity of the plant is sometimes not enough.
When the company had capacity issues, the first clients who were suffering from stock outs were the ones connected to the replenishment system; every time a rumor of scarcity for some SKU was placed in the market, conventional clients (the ones that are not connected to the company's replenishment system) bought all the remaining stock from the company, leaving the connected clients, the ones who had trust their inventory management to the company, without stock of this particular SKU. Once lack of availability was in place, almost every client started making paranoid orders, for unreasonable volumes, creating chaos.
We were facing a real challenge, what could we do to protect availability for our most loyal clients? The ones who had open their warehouses for us and let us manage them. One important fact is that the company's sales process cannot differentiate types of clients; it simply verifies stock availability and reserves it according to the order of arrival of the purchasing orders.
In order to protect availability for the connected clients and assure they get a high level service, we designed a system which prioritizes the connected client's needs: “Cascaded Buffers”. A virtual warehouse between the plant and the central warehouse was created. This warehouse receives all the stock from the plant daily, and its access is limited; this means that the only ones that can know what's in it are the people responsible for the connected clients. The size of this warehouse has being calculated to satisfy the demand of connected clients during the normal replenishment time. Only when the buffer of this warehouse has being replenished 100%, the remaining inventory is sent to the central warehouse. From that moment on, the rest of the sales force can see the inventory level in the central warehouse and sell it.
After the implementation of this mechanism, the availability for clients under the replenishment has being above 97%, they openly manifest their satisfaction according to the service level they have, and the reputation of the company in the market has being kept high. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1626 |
Conference Proceedings |
Fox, Kevin |
Better, faster, cheaper: Practical applications of TOC in government |
2015 |
Scottsdale, AZ |
Local governments across the country are meeting the mandate for operational excellence through applications of the theory of constraints. In 2014, at the TOCICO International Conference in Washington DC, Kevin Fox presented an overview of the significant impact of the improvement projects he has led in the states of Utah, Hawaii and Texas, each of which has led to the wide-scale adoption of Theory of Constraints (TOC) principles in those states. The implementations have led to high levels of operational excellence and saved local governments millions of dollars. The need to utilize resources more effectively, and work within budgets that are growing at a far lower rate than the demand for services, creates increasing pressure on agencies to improve productivity and local governments across the country are mandating operational excellence. Government employees are highly committed to improving however, the systems are clogged with obstacles to high performance. Kevin Fox will share his expertise in finding breakthrough solutions for the obstacles to high performance to his ‘Better, faster, cheaper: Practical applications of the theory of constraints (TOC) in government' Intensive Lab to be held on February 9-10, 2015, as part of the TOCICO Intensive Labs Series in Scottsdale Arizona. Government agencies are encouraged to take advantage of this exceptional, single focus training opportunity to bring a team of their top managers to learn from and work directly with Kevin. Participants will leave with individual plans to address their specific agency concerns that can be implemented immediately. Participants in this lab can expect a rigorous, hands-on, interactive two-day session that will provide them with the following: • A framework for measuring and motivating higher performance. • A solid foundation in TOC flow principles for government/service operations. • A simple guide to analyzing processes and identifying focused solutions. • Practical strategies to accelerate service delivery and reduce backlogs. • Tools and techniques for breaking bottlenecks and increasing delivery. • A road map for launching focused improvement efforts using TOC principles. • Strategies to confront complex government challenges such as recidivism, unemployment and homelessness. • An array of application examples and case studies from different government agencies. In this intensive 2-day lab, Kevin will demonstrate and teach the how-to processes that will enable participants to return to their various government agencies with strategies to address the identified obstacles and immediately impact the effectiveness of their operations. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1627 |
Conference Proceedings |
|
Better, faster, cheaper: Practical applications of TOC in government |
2015 |
Scottsdale, AZ |
Local governments across the country are meeting the mandate for operational excellence through applications of the theory of constraints. In 2014, at the TOCICO International Conference in Washington DC, Kevin Fox presented an overview of the significant impact of the improvement projects he has led in the states of Utah, Hawaii and Texas, each of which has led to the wide-scale adoption of Theory of Constraints (TOC) principles in those states. The implementations have led to high levels of operational excellence and saved local governments millions of dollars. The need to utilize resources more effectively, and work within budgets that are growing at a far lower rate than the demand for services, creates increasing pressure on agencies to improve productivity and local governments across the country are mandating operational excellence. Government employees are highly committed to improving however, the systems are clogged with obstacles to high performance. Kevin Fox will share his expertise in finding breakthrough solutions for the obstacles to high performance to his ‘Better, faster, cheaper: Practical applications of the theory of constraints (TOC) in government' Intensive Lab to be held on February 9-10, 2015, as part of the TOCICO Intensive Labs Series in Scottsdale Arizona. Government agencies are encouraged to take advantage of this exceptional, single focus training opportunity to bring a team of their top managers to learn from and work directly with Kevin. Participants will leave with individual plans to address their specific agency concerns that can be implemented immediately. Participants in this lab can expect a rigorous, hands-on, interactive two-day session that will provide them with the following: • A framework for measuring and motivating higher performance. • A solid foundation in TOC flow principles for government/service operations. • A simple guide to analyzing processes and identifying focused solutions. • Practical strategies to accelerate service delivery and reduce backlogs. • Tools and techniques for breaking bottlenecks and increasing delivery. • A road map for launching focused improvement efforts using TOC principles. • Strategies to confront complex government challenges such as recidivism, unemployment and homelessness. • An array of application examples and case studies from different government agencies. In this intensive 2-day lab, Kevin will demonstrate and teach the how-to processes that will enable participants to return to their various government agencies with strategies to address the identified obstacles and immediately impact the effectiveness of their operations. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1628 |
Conference Proceedings |
Gilani, Ravinder |
Measurements, budgets, and review processes the TOC way |
2015 |
Cape Town, SA |
Most organizations invest a lot a time in the annual budgeting ritual. Despite spending a substantial time, organizations have not been able to achieve consistently improved results year after year. Almost all organizations measure and monitor quite a few financial and operating parameters on a monthly basis. Though the measurements are quite exhaustive, and the review process quite stressful, actual results are nowhere close to the desired/budgeted results. All people involved, top management as well as the managers feel frustrated and do not frequently have a sense of achievement. This presentation presents a rather radical approach of doing away altogether the current way of measuring, budgeting and review process. It will share an alternative approach that has yielded consistently high results along with high level of satisfaction of all stakeholders. |
There is an annual ritual in most organizations called budgeting. Managers spend a lot of time & energy detailing tens if not hundreds of parameters in minute details for the next 12 months. Often this exercise starts quite a few months before the start of the next financial year. During this period there is nothing more important (urgent) than this exercise.
However what is the end result of all this rigorous & time-consuming budgeting process? Are the organizations able to achieve the budgeted profit & other financial ratios? What are the feelings of the managers at the completion of the budgeting process? Elated or thank God it is over!
This presentation presents a rather radical approach of doing away altogether with the current way of budgeting & review process. It will share an alternative approach.
Most organizations measure a lot of financial & operating parameters-sales in dollars / numbers / tons, market share, EBDITA, efficiencies, profit & loss etc. However despite measuring a plethora of parameters, most organizations have not been able to achieve their Goal – to make more & more money. Once again this presentation will share how measuring no more than 3-5 parameters could increase profits by an order of magnitude.
Almost all organizations have some sort of formal or informal mechanism of reviewing their performance on a monthly basis. First we should ask what should be the review frequency? Should it be monthly, weekly, quarterly, or any other time period? Second what are the results of these reviews? Many times the same sort of issues emerge month after month and sometimes for many years altogether without any change. What is the purpose of measurements & review? Measurement reviews should help the organization to take better decisions & corrective actions. This presentation shares a radical different approach to:
1. Motivate people to give their best performance
2. Help the organization achieve stretch targets that were considered unattainable previously
3. Focus on effective corrective actions |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1629 |
Conference Proceedings |
|
Measurements, budgets, and review processes the TOC way |
2015 |
Cape Town, SA |
Most organizations invest a lot a time in the annual budgeting ritual. Despite spending a substantial time, organizations have not been able to achieve consistently improved results year after year. Almost all organizations measure and monitor quite a few financial and operating parameters on a monthly basis. Though the measurements are quite exhaustive, and the review process quite stressful, actual results are nowhere close to the desired/budgeted results. All people involved, top management as well as the managers feel frustrated and do not frequently have a sense of achievement. This presentation presents a rather radical approach of doing away altogether the current way of measuring, budgeting and review process. It will share an alternative approach that has yielded consistently high results along with high level of satisfaction of all stakeholders. |
There is an annual ritual in most organizations called budgeting. Managers spend a lot of time & energy detailing tens if not hundreds of parameters in minute details for the next 12 months. Often this exercise starts quite a few months before the start of the next financial year. During this period there is nothing more important (urgent) than this exercise.
However what is the end result of all this rigorous & time-consuming budgeting process? Are the organizations able to achieve the budgeted profit & other financial ratios? What are the feelings of the managers at the completion of the budgeting process? Elated or thank God it is over!
This presentation presents a rather radical approach of doing away altogether with the current way of budgeting & review process. It will share an alternative approach.
Most organizations measure a lot of financial & operating parameters-sales in dollars / numbers / tons, market share, EBDITA, efficiencies, profit & loss etc. However despite measuring a plethora of parameters, most organizations have not been able to achieve their Goal – to make more & more money. Once again this presentation will share how measuring no more than 3-5 parameters could increase profits by an order of magnitude.
Almost all organizations have some sort of formal or informal mechanism of reviewing their performance on a monthly basis. First we should ask what should be the review frequency? Should it be monthly, weekly, quarterly, or any other time period? Second what are the results of these reviews? Many times the same sort of issues emerge month after month and sometimes for many years altogether without any change. What is the purpose of measurements & review? Measurement reviews should help the organization to take better decisions & corrective actions. This presentation shares a radical different approach to:
1. Motivate people to give their best performance
2. Help the organization achieve stretch targets that were considered unattainable previously
3. Focus on effective corrective actions |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1630 |
Conference Proceedings |
Goldratt, Rami |
Theory of constraints achieving results dealing with-uncertainty-conflicts-complexity |
2015 |
Cape Town, SA |
The presentation briefly describes the impact on management attention of the realities of organization's environment: uncertainty, conflicts, and complexity. Rami discusses mainly uncertainty in brands and retailing; projections or forecasts on what stock to hold, how much, and where. Our ability to make accurate forecasts is getting worse because of three reasons. First, consumer personalization (brands/retailer response: hold a larger product range; reality: a lot of new products fall in the long tail, very low sales). Rami discusses a U curve of range and management attention. Second, Consumer tolerance time is getting shorter and shorter; response is a major performance measure. The brands/retailer must have higher stock closer to the consumer. Third, consumers expect new products as product life cycles are shorter and shorter. Brands/retailers must introduce new products faster and faster. Forecasts cannot respond to these factors. The solution is strategic placement of buffers, reduction of response time solve “mysteries” (deviations from predicted effect). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1631 |
Conference Proceedings |
|
Theory of constraints achieving results dealing with-uncertainty-conflicts-complexity |
2015 |
Cape Town, SA |
The presentation briefly describes the impact on management attention of the realities of organization's environment: uncertainty, conflicts, and complexity. Rami discusses mainly uncertainty in brands and retailing; projections or forecasts on what stock to hold, how much, and where. Our ability to make accurate forecasts is getting worse because of three reasons. First, consumer personalization (brands/retailer response: hold a larger product range; reality: a lot of new products fall in the long tail, very low sales). Rami discusses a U curve of range and management attention. Second, Consumer tolerance time is getting shorter and shorter; response is a major performance measure. The brands/retailer must have higher stock closer to the consumer. Third, consumers expect new products as product life cycles are shorter and shorter. Brands/retailers must introduce new products faster and faster. Forecasts cannot respond to these factors. The solution is strategic placement of buffers, reduction of response time solve “mysteries” (deviations from predicted effect). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1632 |
Conference Proceedings |
Guida, Daniel |
Transforming the final assembly of a prototype aircraft with the employment of TOC concepts |
2015 |
Cape Town, SA |
Embraer S.A. designs, develops, manufactures, sells and provides after-sales support to aircraft and systems for the commercial and executive aviation, and defense and security industrial segments. One major milestone within the development process is the manufacturing of a prototype, which allows the start of tests and certification campaign. Considering the customers' potential needs and the market dynamics, any delay in the project can represent substantial costs and directly affect the competitiveness of the product. Due to several aspects, the final assembly of a prototype is a challenging environment for project management, where many times it can result in delays on prototype availability. Hence, it is mandatory to improve project management methodologies during this project phase. The goal of this study is to discuss the employment of theory of constraints concepts, more specifically critical chain concepts, on the final assembly of a newly developed aircraft prototype. |
Embraer S.A. develops, produces, and sells jet and turboprop aircrafts for civil and defense aviation markets in Brazil, North America, Latin America, the Asia Pacific, Europe, and internationally. One major milestone within the development process is the manufacturing of a prototype, which allows the start of tests and certification campaign.
Considering the potential client needs and the market dynamics, any delay in the project can directly affect the competitiveness of the product. For instance, in a several years long project, a couple of months delay can represent substantial costs, sales and income postponements.
Prototype final assembly is one of the key challenges for project management where, most of the times, delays on this phase are due to a combination of factors, for example:
• High complexity of the aircraft development/production,
• High reliability levels demanded by the product,
• Accuracy standards needed on primary parts and assemblies,
• Significant amount of parts to be fabricated and assembled;
• Company systems/culture oriented to serial production
Hence, it is mandatory to improve project management methodologies during this project phase. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1633 |
Conference Proceedings |
|
Transforming the final assembly of a prototype aircraft with the employment of TOC concepts |
2015 |
Cape Town, SA |
Embraer S.A. designs, develops, manufactures, sells and provides after-sales support to aircraft and systems for the commercial and executive aviation, and defense and security industrial segments. One major milestone within the development process is the manufacturing of a prototype, which allows the start of tests and certification campaign. Considering the customers' potential needs and the market dynamics, any delay in the project can represent substantial costs and directly affect the competitiveness of the product. Due to several aspects, the final assembly of a prototype is a challenging environment for project management, where many times it can result in delays on prototype availability. Hence, it is mandatory to improve project management methodologies during this project phase. The goal of this study is to discuss the employment of theory of constraints concepts, more specifically critical chain concepts, on the final assembly of a newly developed aircraft prototype. |
Embraer S.A. develops, produces, and sells jet and turboprop aircrafts for civil and defense aviation markets in Brazil, North America, Latin America, the Asia Pacific, Europe, and internationally. One major milestone within the development process is the manufacturing of a prototype, which allows the start of tests and certification campaign.
Considering the potential client needs and the market dynamics, any delay in the project can directly affect the competitiveness of the product. For instance, in a several years long project, a couple of months delay can represent substantial costs, sales and income postponements.
Prototype final assembly is one of the key challenges for project management where, most of the times, delays on this phase are due to a combination of factors, for example:
• High complexity of the aircraft development/production,
• High reliability levels demanded by the product,
• Accuracy standards needed on primary parts and assemblies,
• Significant amount of parts to be fabricated and assembled;
• Company systems/culture oriented to serial production
Hence, it is mandatory to improve project management methodologies during this project phase. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1634 |
Conference Proceedings |
Hannan, Mike |
Improving project portfolio reliability with buffer-type flexibility |
2015 |
Cape Town, SA |
Project managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Furthermore, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability. We will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1635 |
Conference Proceedings |
Bahadir, Inozu. |
Improving project portfolio reliability with buffer-type flexibility |
2015 |
Cape Town, SA |
Project managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Furthermore, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability. We will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1636 |
Conference Proceedings |
Robinson, Hilbert |
Improving project portfolio reliability with buffer-type flexibility |
2015 |
Cape Town, SA |
Project managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Furthermore, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability. We will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1637 |
Conference Proceedings |
|
Improving project portfolio reliability with buffer-type flexibility |
2015 |
Cape Town, SA |
Project managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Furthermore, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability. We will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1638 |
Conference Proceedings |
Holt, Steven |
Succeeding in a complex world: Practices to enable continued superior performance |
2015 |
Cape Town, SA |
When a company is in serious trouble everyone recognizes the “burning platform” and the need for change. But successful companies can be increasingly on the verge of catastrophic failure without recognizing that their world is changing. Often the changes are quiet and slow and are often ignored, even if someone spots them in the first place. But the changes are a growing threat. Combating the threat means being able to recognize the weak signals and act appropriately. This presentation will cover a number of methods and practices that can increase your ability to recognize and react appropriately to changes in your business climate so that your company can continue to thrive no matter what is thrown at you. |
One of the most challenging aspects of a successful organizational transformation is the balance between promoting standardized work processes while simultaneously encouraging individual creativity and innovation for solving problems. The two can often appear to be in conflict. And, as the complexity of our products and organizations increases and our work is more widely distributed, we want standardization to encourage cooperation at the same time that the need for local problem solving is increasing and the dangers of improperly reacting to new, emergent factors increases. How then, do we encourage local innovation without taking away from standard work and without creating damaging local sub-optimization which blinds us to the need for change?
Often an organization in serious trouble can create a ""burning platform” to convince everyone of the need to change how things are done. But, what if the company is increasingly successful? Ironically, establishing an initially winning strategy can set the organization up for significant future danger because it deludes people into thinking that they have everything figured out and that success is assured. Numerous companies have disappeared because they failed to recognize and react to emerging competitors, changes in market preference, new technologies, etc.
We have ample proof that Theory of Constraints methods work and work well. They can provide breakthrough improvements from practices which are conceptually quite simple, such as DBR, CCPM, and the Distribution Solution. But we also know that overcoming years or decades of traditional practice can be challenging and even after a successful TOC implementation the organization can backslide into past habits and decreasing performance.
Clearly the organization was not truly transformed; nor was it getting increasingly better from the increasing challenges. There must be something missing in the transformation.
This presentation will cover a number of the dangers organizations can run into and methods available to counteract the danger and to create a culture of agility and alert responsiveness that will recognize early signs of change such that the organization can act appropriately and benefit from the change, no matter what it might be. It will also cover a number of ideas as to what it behind backsliding after implementing TOC and provide a number of techniques to increase the potential for long term, success as an ever flourishing or even anti-fragile organization.
Topics to be covered include:
• Recognizing and overcoming Cognitive Bias, the patterns of behavior that can be very useful in allowing us to benefit from past learning and actively harmful when they blind us to changes going on around us. This can be particularly harmful when the organization has been highly successful for a long time.
• What it takes to create a workforce that can understand the intent and fundamental theory behind the organization's actions and strategy such that they can take independent action to resolve emergent problems and take advantage of emergent opportunities. Without everyone having a solid understanding of what the organization is doing and why even in a successful organization people will simply carry out their specified orders and ""best practices” and are unable to act appropriately if something changes. (Mission Command)
• Provide a framework that can be used to make sense of emerging risks and opportunities to increase the odds of reacting successfully. (Cynefin Framework)
• Creating a culture that recognizes and actively studies ""surprises” and ""near misses.” Both are often weak signals of deeper, emerging issues. The earlier they are recognized the better. Also recognizing the subtle Normalization of Deviance in which what is actually unexpected is increasingly taken as normal and the organization is lulled into a fall sense of security.
• The use of methods like Ritual Dissent and Future, Backwards to break people out of pattern ruts and help make them become more sensitive to weak signals.
Work is increasingly complex. As complexity increases and the degree of organizational interaction increases and the amount of system slack decreases the odds of even a successful organization suffering a catastrophic failure increases. Even TOC companies are not wholly immune. But, the addition of selected methods and tools to help recognize subtle shifts and cope with the complexity can enable some organizations to continue to thrive no matter what happens. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1639 |
Conference Proceedings |
|
Succeeding in a complex world: Practices to enable continued superior performance |
2015 |
Cape Town, SA |
When a company is in serious trouble everyone recognizes the “burning platform” and the need for change. But successful companies can be increasingly on the verge of catastrophic failure without recognizing that their world is changing. Often the changes are quiet and slow and are often ignored, even if someone spots them in the first place. But the changes are a growing threat. Combating the threat means being able to recognize the weak signals and act appropriately. This presentation will cover a number of methods and practices that can increase your ability to recognize and react appropriately to changes in your business climate so that your company can continue to thrive no matter what is thrown at you. |
One of the most challenging aspects of a successful organizational transformation is the balance between promoting standardized work processes while simultaneously encouraging individual creativity and innovation for solving problems. The two can often appear to be in conflict. And, as the complexity of our products and organizations increases and our work is more widely distributed, we want standardization to encourage cooperation at the same time that the need for local problem solving is increasing and the dangers of improperly reacting to new, emergent factors increases. How then, do we encourage local innovation without taking away from standard work and without creating damaging local sub-optimization which blinds us to the need for change?
Often an organization in serious trouble can create a ""burning platform” to convince everyone of the need to change how things are done. But, what if the company is increasingly successful? Ironically, establishing an initially winning strategy can set the organization up for significant future danger because it deludes people into thinking that they have everything figured out and that success is assured. Numerous companies have disappeared because they failed to recognize and react to emerging competitors, changes in market preference, new technologies, etc.
We have ample proof that Theory of Constraints methods work and work well. They can provide breakthrough improvements from practices which are conceptually quite simple, such as DBR, CCPM, and the Distribution Solution. But we also know that overcoming years or decades of traditional practice can be challenging and even after a successful TOC implementation the organization can backslide into past habits and decreasing performance.
Clearly the organization was not truly transformed; nor was it getting increasingly better from the increasing challenges. There must be something missing in the transformation.
This presentation will cover a number of the dangers organizations can run into and methods available to counteract the danger and to create a culture of agility and alert responsiveness that will recognize early signs of change such that the organization can act appropriately and benefit from the change, no matter what it might be. It will also cover a number of ideas as to what it behind backsliding after implementing TOC and provide a number of techniques to increase the potential for long term, success as an ever flourishing or even anti-fragile organization.
Topics to be covered include:
• Recognizing and overcoming Cognitive Bias, the patterns of behavior that can be very useful in allowing us to benefit from past learning and actively harmful when they blind us to changes going on around us. This can be particularly harmful when the organization has been highly successful for a long time.
• What it takes to create a workforce that can understand the intent and fundamental theory behind the organization's actions and strategy such that they can take independent action to resolve emergent problems and take advantage of emergent opportunities. Without everyone having a solid understanding of what the organization is doing and why even in a successful organization people will simply carry out their specified orders and ""best practices” and are unable to act appropriately if something changes. (Mission Command)
• Provide a framework that can be used to make sense of emerging risks and opportunities to increase the odds of reacting successfully. (Cynefin Framework)
• Creating a culture that recognizes and actively studies ""surprises” and ""near misses.” Both are often weak signals of deeper, emerging issues. The earlier they are recognized the better. Also recognizing the subtle Normalization of Deviance in which what is actually unexpected is increasingly taken as normal and the organization is lulled into a fall sense of security.
• The use of methods like Ritual Dissent and Future, Backwards to break people out of pattern ruts and help make them become more sensitive to weak signals.
Work is increasingly complex. As complexity increases and the degree of organizational interaction increases and the amount of system slack decreases the odds of even a successful organization suffering a catastrophic failure increases. Even TOC companies are not wholly immune. But, the addition of selected methods and tools to help recognize subtle shifts and cope with the complexity can enable some organizations to continue to thrive no matter what happens. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1640 |
Conference Proceedings |
Hurtado, Andres |
Transforming management: From dealing with symptoms to understanding cause and effect |
2015 |
Cape Town, SA |
Managers consume their capacity by dealing with undesirable situations on a daily basis. Why is it so difficult to eliminate some repetitive problems? One possible answer could come from the way that managers deal with their realities. This presentation has been developed with the purpose of validating the following thesis: “It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with the company´s reality.” In this presentation we will show you, through a real example, how a Proof of Concept can help management teams to understand what is happening in their current reality, decide what to do in order to improve and finally test the proposed solution to try to find the flawed assumption inside the thinking process. We will also show you the results obtained in terms of hard numbers (KPIs) and change management. |
Managers constantly deal with problems. They consume their day by day capacity dealing with undesirables situations. Somehow problems repeat themselves, over and over again. Why is it so difficult to eliminate some repetitive problems? There is no doubt about manager's capabilities. They all have talent, intuition and experience. One possible answer could come from the way that managers deal with their realities.
This presentation has been developed with the purpose of validating the following thesis: ""It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with company´s reality.”
A Proof of Concept is a tool scientists use in order to understand and explain some events in reality. We will like to show how this simple and practical process can help management teams to explain what is happening, decide what to do in order to improve and finally test the proposed solution to try to find the flowed assumption inside the thinking process.
We will use a real example to present the process full logic in action. 30 minutes will be enough to catch up the essence.
The first step in this case study was getting to know the company's reality: Understanding the process we want to study. Then identify the main KPIs they use to evaluate their process performance. Third look for undesirable effects. E.g.: Some KPIs had them very stressed out:
• Long Lead Times
• Low due date performance
• Low capacity
• Poor communication
• Claims from clients
Digging deeper with the purpose of finding the cause for all this problems, we made a hypothesis: ""what is causing all these undesirable effects is the lack of synchronization”; they were working as silos, trying to maximize local optima everywhere. We set that base as the start for our proof of concept: ""If lack of synchronization is the cause for all the problems we see, then applying the basic principles of TOC should reduce/disappear all these problems”. We chose two areas to make the proofs of concept, the ones that were making most of the noise: Order Commitment Process and Samples Workshop.
In the Order Commitment Process we applied Red Line Control. A daily meeting with all the people involved was established. During that meeting of half an hour, all the status of the ongoing orders were analyzed, starting from the ones in black, following with the ones in red until the time of the meeting was done. After a couple of weeks, the lead times of this process started to improve significantly, black orders started disappearing and red orders were decreasing.
On the Samples Workshop we applied Drum Buffer Rope. Before our intervention, they had some investments approved to increase the workshop's capacity. After two weeks of working under DBR, they increased their capacity on 70% without any investment. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1641 |
Conference Proceedings |
Fondevila, Erica |
Transforming management: From dealing with symptoms to understanding cause and effect |
2015 |
Cape Town, SA |
Managers consume their capacity by dealing with undesirable situations on a daily basis. Why is it so difficult to eliminate some repetitive problems? One possible answer could come from the way that managers deal with their realities. This presentation has been developed with the purpose of validating the following thesis: “It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with the company´s reality.” In this presentation we will show you, through a real example, how a Proof of Concept can help management teams to understand what is happening in their current reality, decide what to do in order to improve and finally test the proposed solution to try to find the flawed assumption inside the thinking process. We will also show you the results obtained in terms of hard numbers (KPIs) and change management. |
Managers constantly deal with problems. They consume their day by day capacity dealing with undesirables situations. Somehow problems repeat themselves, over and over again. Why is it so difficult to eliminate some repetitive problems? There is no doubt about manager's capabilities. They all have talent, intuition and experience. One possible answer could come from the way that managers deal with their realities.
This presentation has been developed with the purpose of validating the following thesis: ""It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with company´s reality.”
A Proof of Concept is a tool scientists use in order to understand and explain some events in reality. We will like to show how this simple and practical process can help management teams to explain what is happening, decide what to do in order to improve and finally test the proposed solution to try to find the flowed assumption inside the thinking process.
We will use a real example to present the process full logic in action. 30 minutes will be enough to catch up the essence.
The first step in this case study was getting to know the company's reality: Understanding the process we want to study. Then identify the main KPIs they use to evaluate their process performance. Third look for undesirable effects. E.g.: Some KPIs had them very stressed out:
• Long Lead Times
• Low due date performance
• Low capacity
• Poor communication
• Claims from clients
Digging deeper with the purpose of finding the cause for all this problems, we made a hypothesis: ""what is causing all these undesirable effects is the lack of synchronization”; they were working as silos, trying to maximize local optima everywhere. We set that base as the start for our proof of concept: ""If lack of synchronization is the cause for all the problems we see, then applying the basic principles of TOC should reduce/disappear all these problems”. We chose two areas to make the proofs of concept, the ones that were making most of the noise: Order Commitment Process and Samples Workshop.
In the Order Commitment Process we applied Red Line Control. A daily meeting with all the people involved was established. During that meeting of half an hour, all the status of the ongoing orders were analyzed, starting from the ones in black, following with the ones in red until the time of the meeting was done. After a couple of weeks, the lead times of this process started to improve significantly, black orders started disappearing and red orders were decreasing.
On the Samples Workshop we applied Drum Buffer Rope. Before our intervention, they had some investments approved to increase the workshop's capacity. After two weeks of working under DBR, they increased their capacity on 70% without any investment. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1642 |
Conference Proceedings |
|
Transforming management: From dealing with symptoms to understanding cause and effect |
2015 |
Cape Town, SA |
Managers consume their capacity by dealing with undesirable situations on a daily basis. Why is it so difficult to eliminate some repetitive problems? One possible answer could come from the way that managers deal with their realities. This presentation has been developed with the purpose of validating the following thesis: “It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with the company´s reality.” In this presentation we will show you, through a real example, how a Proof of Concept can help management teams to understand what is happening in their current reality, decide what to do in order to improve and finally test the proposed solution to try to find the flawed assumption inside the thinking process. We will also show you the results obtained in terms of hard numbers (KPIs) and change management. |
Managers constantly deal with problems. They consume their day by day capacity dealing with undesirables situations. Somehow problems repeat themselves, over and over again. Why is it so difficult to eliminate some repetitive problems? There is no doubt about manager's capabilities. They all have talent, intuition and experience. One possible answer could come from the way that managers deal with their realities.
This presentation has been developed with the purpose of validating the following thesis: ""It is possible to significantly improve the ability to achieve significant results from manager's interaction by changing the way they look and deal with company´s reality.”
A Proof of Concept is a tool scientists use in order to understand and explain some events in reality. We will like to show how this simple and practical process can help management teams to explain what is happening, decide what to do in order to improve and finally test the proposed solution to try to find the flowed assumption inside the thinking process.
We will use a real example to present the process full logic in action. 30 minutes will be enough to catch up the essence.
The first step in this case study was getting to know the company's reality: Understanding the process we want to study. Then identify the main KPIs they use to evaluate their process performance. Third look for undesirable effects. E.g.: Some KPIs had them very stressed out:
• Long Lead Times
• Low due date performance
• Low capacity
• Poor communication
• Claims from clients
Digging deeper with the purpose of finding the cause for all this problems, we made a hypothesis: ""what is causing all these undesirable effects is the lack of synchronization”; they were working as silos, trying to maximize local optima everywhere. We set that base as the start for our proof of concept: ""If lack of synchronization is the cause for all the problems we see, then applying the basic principles of TOC should reduce/disappear all these problems”. We chose two areas to make the proofs of concept, the ones that were making most of the noise: Order Commitment Process and Samples Workshop.
In the Order Commitment Process we applied Red Line Control. A daily meeting with all the people involved was established. During that meeting of half an hour, all the status of the ongoing orders were analyzed, starting from the ones in black, following with the ones in red until the time of the meeting was done. After a couple of weeks, the lead times of this process started to improve significantly, black orders started disappearing and red orders were decreasing.
On the Samples Workshop we applied Drum Buffer Rope. Before our intervention, they had some investments approved to increase the workshop's capacity. After two weeks of working under DBR, they increased their capacity on 70% without any investment. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1643 |
Conference Proceedings |
James, Alan |
Working with the SUCCESS framework on the inside, for success on the outside: Results from Utah Correctional Industries (UCI), Utah Department of Corrections |
2015 |
Cape Town, SA |
This presentation highlights results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI), which is a division of Utah Department of Corrections. Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities and UCI provides public safety and reduces recidivism by offering opportunities for offenders to make successful choices. UCI is currently implementing the Theory of Constraints along with other operational excellence tools as part of a system-wide effort. Results from the following initiatives are presented: Focused value stream analysis and capacity management for the furniture shop; print shop capacity management with simplified drum buffer rope; and critical chain project management for construction. |
Working with the SUCCESS Framework on the Inside, for Success on the Outside: Results from the Utah Correctional Industries (UCI), Utah Department of Corrections
Authors: Alan James & Steve Gehrke, Utah Correctional Industries, Greg Gardner, Utah Governor's Office of Management and Budget (GOMB), Bahadir Inozu, Ph.D., NOVACES, LLC
This presentation will highlight results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI). Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities. Studies show that about 54% of inmates return to prison within three years of release in Utah. The state's Department of Corrections is currently implementing the Theory of Constraints as part of a system-wide effort to improve that figure by 25% before January 2017.
Since February 2014, UCI has been applying operational excellence methods to reach its goal with the following initiatives:
• Throughput Operating Strategy (TOS)
• Focused Value Stream Analysis and Capacity Management for the Furniture Shop
• Print Shop Capacity Management with Simplified Drum Buffer Rope
• Critical Chain Project Management for Construction
• Train the Trainer Program for Capacity Management
The results to date have been impressive.
1) Focused Value Stream Analysis with SDBR for the Furniture Shop
Business Issue: Customers' perception was that lead times at UCI are significantly longer than those of the industry. Historically, manufacturing was not able to provide an accurate projected completion update. It takes too long for UCI to manufacture. As a result, UCI was losing opportunity to increase business. Less than optimal lead times are stifling throughput and UCI was not getting enough product out the back door. If UCI had more throughput it could have more jobs, more revenue, more inmates graduating the program, less recidivism.
Methodology Applied: Focused Value Stream Analysis followed by Simplified Drum Buffer Rope (SDBR)
Business Impact: the furniture shop more than doubled its production capacity and revenue. Perhaps even more importantly, this has translated into new job opportunities for inmates, enabling more offenders to practice job skills that translate into higher success upon their release from prison.
SUCCESS team created a stabilized flow that resulted in:
• The ability to track the production status of each piece of furniture
• Reliable completion dates are now available for the customer
• Furniture production capacity has doubled
• Sales for June 2014 were the highest ever at $523,248 as compared to $243,931 in June 2013 and $234,298 in June 2012
• A production baseline has been established that can be continuously improved
2) Capacity Management at the Print Shop with SDBR
Business issue: Based on the success of Furniture Shop success, UCI decided to grow in house capability to better meet the needs of its customers and reduce recidivism. The print shop does not have a way to schedule incoming projects. The capacity can be an issue when scheduling incoming jobs and quoting due dates. At times in-process jobs are stopped in order to start and finish incoming jobs on time. There is no solid way to prioritize and schedule incoming work, so the job that is started first may be the shortest one but not always what's best for meeting due dates in general. UCI is also facing issues with shipping, where capacity is not enough.
Methodology Applied: SDBR
Business Impact: Implementation of High Touch Time Simplified Drum-Buffer-Rope (SDBR) enabled the print shop to track jobs in real-time, and forecast the capacity and the load. As a result, they can now accurately forecast the capacity and load. There has been a 32% increase in jobs handled, 30% increase in sales revenue, and lead times have been shortened by 12%. The staff reported that ""…the method of calculating touch time, buffer penetration, and scheduling start dates accordingly is meshing really well with the numbers we calculated.” And the approach ""…is working out amazing for us in determining touch times etc. for scheduling jobs.”
4) Project Portfolio Management of the Construction Program
Business Issue: UCI Construction projects are tracked and scheduled by using Excel, and there is no way to determine available capacity and to schedule jobs accordingly. UCI Construction has recently had to turn down projects due to capacity issues. 90 percent of the projects contain change orders, and 30-40% percent of the work done is due to change orders. Jobs are at times delayed due to unexpected circumstances, such as customer not getting paperwork submitted on time.
Business Impact for the Construction Program: While CCPM is still in its initial implementation stages within UCI's construction shop, it has already shown promising results. It is showing staff how they automatically and often subconsciously add in far too much buffer to projects. CCPM teaches the group proper scheduling of their time and resources. It is already playing a crucial role as a visual tool for the staff, inmates and customers to see exactly when to start and where they should be in the process. It helps UCI construction managers more effectively work with customers and the state's Division of Facilities and Construction Management on time frames and aligns various stakeholders in the process around a common understanding and project vision. Ultimately, it is leading UCI Construction to confidently provide accurate due dates on a still-realistic but more aggressive timeline, which will in turn free the team up to schedule more jobs without guess work. Staff and inmate workers are excited about the prospects. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1644 |
Conference Proceedings |
Gehrke, Steve |
Working with the SUCCESS framework on the inside, for success on the outside: Results from Utah Correctional Industries (UCI), Utah Department of Corrections |
2015 |
Cape Town, SA |
This presentation highlights results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI), which is a division of Utah Department of Corrections. Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities and UCI provides public safety and reduces recidivism by offering opportunities for offenders to make successful choices. UCI is currently implementing the Theory of Constraints along with other operational excellence tools as part of a system-wide effort. Results from the following initiatives are presented: Focused value stream analysis and capacity management for the furniture shop; print shop capacity management with simplified drum buffer rope; and critical chain project management for construction. |
Working with the SUCCESS Framework on the Inside, for Success on the Outside: Results from the Utah Correctional Industries (UCI), Utah Department of Corrections
Authors: Alan James & Steve Gehrke, Utah Correctional Industries, Greg Gardner, Utah Governor's Office of Management and Budget (GOMB), Bahadir Inozu, Ph.D., NOVACES, LLC
This presentation will highlight results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI). Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities. Studies show that about 54% of inmates return to prison within three years of release in Utah. The state's Department of Corrections is currently implementing the Theory of Constraints as part of a system-wide effort to improve that figure by 25% before January 2017.
Since February 2014, UCI has been applying operational excellence methods to reach its goal with the following initiatives:
• Throughput Operating Strategy (TOS)
• Focused Value Stream Analysis and Capacity Management for the Furniture Shop
• Print Shop Capacity Management with Simplified Drum Buffer Rope
• Critical Chain Project Management for Construction
• Train the Trainer Program for Capacity Management
The results to date have been impressive.
1) Focused Value Stream Analysis with SDBR for the Furniture Shop
Business Issue: Customers' perception was that lead times at UCI are significantly longer than those of the industry. Historically, manufacturing was not able to provide an accurate projected completion update. It takes too long for UCI to manufacture. As a result, UCI was losing opportunity to increase business. Less than optimal lead times are stifling throughput and UCI was not getting enough product out the back door. If UCI had more throughput it could have more jobs, more revenue, more inmates graduating the program, less recidivism.
Methodology Applied: Focused Value Stream Analysis followed by Simplified Drum Buffer Rope (SDBR)
Business Impact: the furniture shop more than doubled its production capacity and revenue. Perhaps even more importantly, this has translated into new job opportunities for inmates, enabling more offenders to practice job skills that translate into higher success upon their release from prison.
SUCCESS team created a stabilized flow that resulted in:
• The ability to track the production status of each piece of furniture
• Reliable completion dates are now available for the customer
• Furniture production capacity has doubled
• Sales for June 2014 were the highest ever at $523,248 as compared to $243,931 in June 2013 and $234,298 in June 2012
• A production baseline has been established that can be continuously improved
2) Capacity Management at the Print Shop with SDBR
Business issue: Based on the success of Furniture Shop success, UCI decided to grow in house capability to better meet the needs of its customers and reduce recidivism. The print shop does not have a way to schedule incoming projects. The capacity can be an issue when scheduling incoming jobs and quoting due dates. At times in-process jobs are stopped in order to start and finish incoming jobs on time. There is no solid way to prioritize and schedule incoming work, so the job that is started first may be the shortest one but not always what's best for meeting due dates in general. UCI is also facing issues with shipping, where capacity is not enough.
Methodology Applied: SDBR
Business Impact: Implementation of High Touch Time Simplified Drum-Buffer-Rope (SDBR) enabled the print shop to track jobs in real-time, and forecast the capacity and the load. As a result, they can now accurately forecast the capacity and load. There has been a 32% increase in jobs handled, 30% increase in sales revenue, and lead times have been shortened by 12%. The staff reported that ""…the method of calculating touch time, buffer penetration, and scheduling start dates accordingly is meshing really well with the numbers we calculated.” And the approach ""…is working out amazing for us in determining touch times etc. for scheduling jobs.”
4) Project Portfolio Management of the Construction Program
Business Issue: UCI Construction projects are tracked and scheduled by using Excel, and there is no way to determine available capacity and to schedule jobs accordingly. UCI Construction has recently had to turn down projects due to capacity issues. 90 percent of the projects contain change orders, and 30-40% percent of the work done is due to change orders. Jobs are at times delayed due to unexpected circumstances, such as customer not getting paperwork submitted on time.
Business Impact for the Construction Program: While CCPM is still in its initial implementation stages within UCI's construction shop, it has already shown promising results. It is showing staff how they automatically and often subconsciously add in far too much buffer to projects. CCPM teaches the group proper scheduling of their time and resources. It is already playing a crucial role as a visual tool for the staff, inmates and customers to see exactly when to start and where they should be in the process. It helps UCI construction managers more effectively work with customers and the state's Division of Facilities and Construction Management on time frames and aligns various stakeholders in the process around a common understanding and project vision. Ultimately, it is leading UCI Construction to confidently provide accurate due dates on a still-realistic but more aggressive timeline, which will in turn free the team up to schedule more jobs without guess work. Staff and inmate workers are excited about the prospects. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1645 |
Conference Proceedings |
Gardner, Greg |
Working with the SUCCESS framework on the inside, for success on the outside: Results from Utah Correctional Industries (UCI), Utah Department of Corrections |
2015 |
Cape Town, SA |
This presentation highlights results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI), which is a division of Utah Department of Corrections. Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities and UCI provides public safety and reduces recidivism by offering opportunities for offenders to make successful choices. UCI is currently implementing the Theory of Constraints along with other operational excellence tools as part of a system-wide effort. Results from the following initiatives are presented: Focused value stream analysis and capacity management for the furniture shop; print shop capacity management with simplified drum buffer rope; and critical chain project management for construction. |
Working with the SUCCESS Framework on the Inside, for Success on the Outside: Results from the Utah Correctional Industries (UCI), Utah Department of Corrections
Authors: Alan James & Steve Gehrke, Utah Correctional Industries, Greg Gardner, Utah Governor's Office of Management and Budget (GOMB), Bahadir Inozu, Ph.D., NOVACES, LLC
This presentation will highlight results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI). Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities. Studies show that about 54% of inmates return to prison within three years of release in Utah. The state's Department of Corrections is currently implementing the Theory of Constraints as part of a system-wide effort to improve that figure by 25% before January 2017.
Since February 2014, UCI has been applying operational excellence methods to reach its goal with the following initiatives:
• Throughput Operating Strategy (TOS)
• Focused Value Stream Analysis and Capacity Management for the Furniture Shop
• Print Shop Capacity Management with Simplified Drum Buffer Rope
• Critical Chain Project Management for Construction
• Train the Trainer Program for Capacity Management
The results to date have been impressive.
1) Focused Value Stream Analysis with SDBR for the Furniture Shop
Business Issue: Customers' perception was that lead times at UCI are significantly longer than those of the industry. Historically, manufacturing was not able to provide an accurate projected completion update. It takes too long for UCI to manufacture. As a result, UCI was losing opportunity to increase business. Less than optimal lead times are stifling throughput and UCI was not getting enough product out the back door. If UCI had more throughput it could have more jobs, more revenue, more inmates graduating the program, less recidivism.
Methodology Applied: Focused Value Stream Analysis followed by Simplified Drum Buffer Rope (SDBR)
Business Impact: the furniture shop more than doubled its production capacity and revenue. Perhaps even more importantly, this has translated into new job opportunities for inmates, enabling more offenders to practice job skills that translate into higher success upon their release from prison.
SUCCESS team created a stabilized flow that resulted in:
• The ability to track the production status of each piece of furniture
• Reliable completion dates are now available for the customer
• Furniture production capacity has doubled
• Sales for June 2014 were the highest ever at $523,248 as compared to $243,931 in June 2013 and $234,298 in June 2012
• A production baseline has been established that can be continuously improved
2) Capacity Management at the Print Shop with SDBR
Business issue: Based on the success of Furniture Shop success, UCI decided to grow in house capability to better meet the needs of its customers and reduce recidivism. The print shop does not have a way to schedule incoming projects. The capacity can be an issue when scheduling incoming jobs and quoting due dates. At times in-process jobs are stopped in order to start and finish incoming jobs on time. There is no solid way to prioritize and schedule incoming work, so the job that is started first may be the shortest one but not always what's best for meeting due dates in general. UCI is also facing issues with shipping, where capacity is not enough.
Methodology Applied: SDBR
Business Impact: Implementation of High Touch Time Simplified Drum-Buffer-Rope (SDBR) enabled the print shop to track jobs in real-time, and forecast the capacity and the load. As a result, they can now accurately forecast the capacity and load. There has been a 32% increase in jobs handled, 30% increase in sales revenue, and lead times have been shortened by 12%. The staff reported that ""…the method of calculating touch time, buffer penetration, and scheduling start dates accordingly is meshing really well with the numbers we calculated.” And the approach ""…is working out amazing for us in determining touch times etc. for scheduling jobs.”
4) Project Portfolio Management of the Construction Program
Business Issue: UCI Construction projects are tracked and scheduled by using Excel, and there is no way to determine available capacity and to schedule jobs accordingly. UCI Construction has recently had to turn down projects due to capacity issues. 90 percent of the projects contain change orders, and 30-40% percent of the work done is due to change orders. Jobs are at times delayed due to unexpected circumstances, such as customer not getting paperwork submitted on time.
Business Impact for the Construction Program: While CCPM is still in its initial implementation stages within UCI's construction shop, it has already shown promising results. It is showing staff how they automatically and often subconsciously add in far too much buffer to projects. CCPM teaches the group proper scheduling of their time and resources. It is already playing a crucial role as a visual tool for the staff, inmates and customers to see exactly when to start and where they should be in the process. It helps UCI construction managers more effectively work with customers and the state's Division of Facilities and Construction Management on time frames and aligns various stakeholders in the process around a common understanding and project vision. Ultimately, it is leading UCI Construction to confidently provide accurate due dates on a still-realistic but more aggressive timeline, which will in turn free the team up to schedule more jobs without guess work. Staff and inmate workers are excited about the prospects. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1646 |
Conference Proceedings |
Inozu, Bahadir |
Working with the SUCCESS framework on the inside, for success on the outside: Results from Utah Correctional Industries (UCI), Utah Department of Corrections |
2015 |
Cape Town, SA |
This presentation highlights results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI), which is a division of Utah Department of Corrections. Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities and UCI provides public safety and reduces recidivism by offering opportunities for offenders to make successful choices. UCI is currently implementing the Theory of Constraints along with other operational excellence tools as part of a system-wide effort. Results from the following initiatives are presented: Focused value stream analysis and capacity management for the furniture shop; print shop capacity management with simplified drum buffer rope; and critical chain project management for construction. |
Working with the SUCCESS Framework on the Inside, for Success on the Outside: Results from the Utah Correctional Industries (UCI), Utah Department of Corrections
Authors: Alan James & Steve Gehrke, Utah Correctional Industries, Greg Gardner, Utah Governor's Office of Management and Budget (GOMB), Bahadir Inozu, Ph.D., NOVACES, LLC
This presentation will highlight results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI). Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities. Studies show that about 54% of inmates return to prison within three years of release in Utah. The state's Department of Corrections is currently implementing the Theory of Constraints as part of a system-wide effort to improve that figure by 25% before January 2017.
Since February 2014, UCI has been applying operational excellence methods to reach its goal with the following initiatives:
• Throughput Operating Strategy (TOS)
• Focused Value Stream Analysis and Capacity Management for the Furniture Shop
• Print Shop Capacity Management with Simplified Drum Buffer Rope
• Critical Chain Project Management for Construction
• Train the Trainer Program for Capacity Management
The results to date have been impressive.
1) Focused Value Stream Analysis with SDBR for the Furniture Shop
Business Issue: Customers' perception was that lead times at UCI are significantly longer than those of the industry. Historically, manufacturing was not able to provide an accurate projected completion update. It takes too long for UCI to manufacture. As a result, UCI was losing opportunity to increase business. Less than optimal lead times are stifling throughput and UCI was not getting enough product out the back door. If UCI had more throughput it could have more jobs, more revenue, more inmates graduating the program, less recidivism.
Methodology Applied: Focused Value Stream Analysis followed by Simplified Drum Buffer Rope (SDBR)
Business Impact: the furniture shop more than doubled its production capacity and revenue. Perhaps even more importantly, this has translated into new job opportunities for inmates, enabling more offenders to practice job skills that translate into higher success upon their release from prison.
SUCCESS team created a stabilized flow that resulted in:
• The ability to track the production status of each piece of furniture
• Reliable completion dates are now available for the customer
• Furniture production capacity has doubled
• Sales for June 2014 were the highest ever at $523,248 as compared to $243,931 in June 2013 and $234,298 in June 2012
• A production baseline has been established that can be continuously improved
2) Capacity Management at the Print Shop with SDBR
Business issue: Based on the success of Furniture Shop success, UCI decided to grow in house capability to better meet the needs of its customers and reduce recidivism. The print shop does not have a way to schedule incoming projects. The capacity can be an issue when scheduling incoming jobs and quoting due dates. At times in-process jobs are stopped in order to start and finish incoming jobs on time. There is no solid way to prioritize and schedule incoming work, so the job that is started first may be the shortest one but not always what's best for meeting due dates in general. UCI is also facing issues with shipping, where capacity is not enough.
Methodology Applied: SDBR
Business Impact: Implementation of High Touch Time Simplified Drum-Buffer-Rope (SDBR) enabled the print shop to track jobs in real-time, and forecast the capacity and the load. As a result, they can now accurately forecast the capacity and load. There has been a 32% increase in jobs handled, 30% increase in sales revenue, and lead times have been shortened by 12%. The staff reported that ""…the method of calculating touch time, buffer penetration, and scheduling start dates accordingly is meshing really well with the numbers we calculated.” And the approach ""…is working out amazing for us in determining touch times etc. for scheduling jobs.”
4) Project Portfolio Management of the Construction Program
Business Issue: UCI Construction projects are tracked and scheduled by using Excel, and there is no way to determine available capacity and to schedule jobs accordingly. UCI Construction has recently had to turn down projects due to capacity issues. 90 percent of the projects contain change orders, and 30-40% percent of the work done is due to change orders. Jobs are at times delayed due to unexpected circumstances, such as customer not getting paperwork submitted on time.
Business Impact for the Construction Program: While CCPM is still in its initial implementation stages within UCI's construction shop, it has already shown promising results. It is showing staff how they automatically and often subconsciously add in far too much buffer to projects. CCPM teaches the group proper scheduling of their time and resources. It is already playing a crucial role as a visual tool for the staff, inmates and customers to see exactly when to start and where they should be in the process. It helps UCI construction managers more effectively work with customers and the state's Division of Facilities and Construction Management on time frames and aligns various stakeholders in the process around a common understanding and project vision. Ultimately, it is leading UCI Construction to confidently provide accurate due dates on a still-realistic but more aggressive timeline, which will in turn free the team up to schedule more jobs without guess work. Staff and inmate workers are excited about the prospects. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1647 |
Conference Proceedings |
|
Working with the SUCCESS framework on the inside, for success on the outside: Results from Utah Correctional Industries (UCI), Utah Department of Corrections |
2015 |
Cape Town, SA |
This presentation highlights results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI), which is a division of Utah Department of Corrections. Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities and UCI provides public safety and reduces recidivism by offering opportunities for offenders to make successful choices. UCI is currently implementing the Theory of Constraints along with other operational excellence tools as part of a system-wide effort. Results from the following initiatives are presented: Focused value stream analysis and capacity management for the furniture shop; print shop capacity management with simplified drum buffer rope; and critical chain project management for construction. |
Working with the SUCCESS Framework on the Inside, for Success on the Outside: Results from the Utah Correctional Industries (UCI), Utah Department of Corrections
Authors: Alan James & Steve Gehrke, Utah Correctional Industries, Greg Gardner, Utah Governor's Office of Management and Budget (GOMB), Bahadir Inozu, Ph.D., NOVACES, LLC
This presentation will highlight results and lessons learned from Utah's SUCCESS Program led by the Governor's Office of Management and Budget (GOMB) at Utah Correctional Industries (UCI). Reducing recidivism in the State (the relapse of criminal behavior) has been one of Utah Governor Gary Herbert's top priorities. Studies show that about 54% of inmates return to prison within three years of release in Utah. The state's Department of Corrections is currently implementing the Theory of Constraints as part of a system-wide effort to improve that figure by 25% before January 2017.
Since February 2014, UCI has been applying operational excellence methods to reach its goal with the following initiatives:
• Throughput Operating Strategy (TOS)
• Focused Value Stream Analysis and Capacity Management for the Furniture Shop
• Print Shop Capacity Management with Simplified Drum Buffer Rope
• Critical Chain Project Management for Construction
• Train the Trainer Program for Capacity Management
The results to date have been impressive.
1) Focused Value Stream Analysis with SDBR for the Furniture Shop
Business Issue: Customers' perception was that lead times at UCI are significantly longer than those of the industry. Historically, manufacturing was not able to provide an accurate projected completion update. It takes too long for UCI to manufacture. As a result, UCI was losing opportunity to increase business. Less than optimal lead times are stifling throughput and UCI was not getting enough product out the back door. If UCI had more throughput it could have more jobs, more revenue, more inmates graduating the program, less recidivism.
Methodology Applied: Focused Value Stream Analysis followed by Simplified Drum Buffer Rope (SDBR)
Business Impact: the furniture shop more than doubled its production capacity and revenue. Perhaps even more importantly, this has translated into new job opportunities for inmates, enabling more offenders to practice job skills that translate into higher success upon their release from prison.
SUCCESS team created a stabilized flow that resulted in:
• The ability to track the production status of each piece of furniture
• Reliable completion dates are now available for the customer
• Furniture production capacity has doubled
• Sales for June 2014 were the highest ever at $523,248 as compared to $243,931 in June 2013 and $234,298 in June 2012
• A production baseline has been established that can be continuously improved
2) Capacity Management at the Print Shop with SDBR
Business issue: Based on the success of Furniture Shop success, UCI decided to grow in house capability to better meet the needs of its customers and reduce recidivism. The print shop does not have a way to schedule incoming projects. The capacity can be an issue when scheduling incoming jobs and quoting due dates. At times in-process jobs are stopped in order to start and finish incoming jobs on time. There is no solid way to prioritize and schedule incoming work, so the job that is started first may be the shortest one but not always what's best for meeting due dates in general. UCI is also facing issues with shipping, where capacity is not enough.
Methodology Applied: SDBR
Business Impact: Implementation of High Touch Time Simplified Drum-Buffer-Rope (SDBR) enabled the print shop to track jobs in real-time, and forecast the capacity and the load. As a result, they can now accurately forecast the capacity and load. There has been a 32% increase in jobs handled, 30% increase in sales revenue, and lead times have been shortened by 12%. The staff reported that ""…the method of calculating touch time, buffer penetration, and scheduling start dates accordingly is meshing really well with the numbers we calculated.” And the approach ""…is working out amazing for us in determining touch times etc. for scheduling jobs.”
4) Project Portfolio Management of the Construction Program
Business Issue: UCI Construction projects are tracked and scheduled by using Excel, and there is no way to determine available capacity and to schedule jobs accordingly. UCI Construction has recently had to turn down projects due to capacity issues. 90 percent of the projects contain change orders, and 30-40% percent of the work done is due to change orders. Jobs are at times delayed due to unexpected circumstances, such as customer not getting paperwork submitted on time.
Business Impact for the Construction Program: While CCPM is still in its initial implementation stages within UCI's construction shop, it has already shown promising results. It is showing staff how they automatically and often subconsciously add in far too much buffer to projects. CCPM teaches the group proper scheduling of their time and resources. It is already playing a crucial role as a visual tool for the staff, inmates and customers to see exactly when to start and where they should be in the process. It helps UCI construction managers more effectively work with customers and the state's Division of Facilities and Construction Management on time frames and aligns various stakeholders in the process around a common understanding and project vision. Ultimately, it is leading UCI Construction to confidently provide accurate due dates on a still-realistic but more aggressive timeline, which will in turn free the team up to schedule more jobs without guess work. Staff and inmate workers are excited about the prospects. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1648 |
Conference Proceedings |
Inozu, Bahadir |
Improving IT project portfolio throughput with task-level DBR, lean, and agile |
2015 |
Cape Town, SA |
Lean, kanban, and agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been the focus in the software-development domain, while DBR has had relatively little application in that domain. This presentation shows how DBR, Lean, and Agile can be combined harmoniously to maximize the flow of task-level completions, helping to further boost CCPM's portfolio throughput advantages. |
Problem #1:
Project Managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Perhaps worse, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability.
Problem #2:
Lean, Kanban, and Agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been focused in the software-development domain, while DBR has had relatively little application in that domain.
Solution Description
With CCPM's demonstrated ability to achieve high levels of both throughput and reliability for project portfolios, we will present how buffer-type flexibility can further enhance reliability, and how the insertion of DBR at the task level can further enhance throughput. As an important side benefit, we will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. Similarly, we will show how the combination of DBR with some Lean concepts can minimize WIP across a set of granular tasks, especially when those smaller tasks are part of a larger task that is on the critical chain. Last, we will show how this approach applies to domains well beyond just software development. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1649 |
Conference Proceedings |
Hannan, Mike |
Improving IT project portfolio throughput with task-level DBR, lean, and agile |
2015 |
Cape Town, SA |
Lean, kanban, and agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been the focus in the software-development domain, while DBR has had relatively little application in that domain. This presentation shows how DBR, Lean, and Agile can be combined harmoniously to maximize the flow of task-level completions, helping to further boost CCPM's portfolio throughput advantages. |
Problem #1:
Project Managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Perhaps worse, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability.
Problem #2:
Lean, Kanban, and Agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been focused in the software-development domain, while DBR has had relatively little application in that domain.
Solution Description
With CCPM's demonstrated ability to achieve high levels of both throughput and reliability for project portfolios, we will present how buffer-type flexibility can further enhance reliability, and how the insertion of DBR at the task level can further enhance throughput. As an important side benefit, we will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. Similarly, we will show how the combination of DBR with some Lean concepts can minimize WIP across a set of granular tasks, especially when those smaller tasks are part of a larger task that is on the critical chain. Last, we will show how this approach applies to domains well beyond just software development. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1650 |
Conference Proceedings |
Robinson, Hilbert |
Improving IT project portfolio throughput with task-level DBR, lean, and agile |
2015 |
Cape Town, SA |
Lean, kanban, and agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been the focus in the software-development domain, while DBR has had relatively little application in that domain. This presentation shows how DBR, Lean, and Agile can be combined harmoniously to maximize the flow of task-level completions, helping to further boost CCPM's portfolio throughput advantages. |
Problem #1:
Project Managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Perhaps worse, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability.
Problem #2:
Lean, Kanban, and Agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been focused in the software-development domain, while DBR has had relatively little application in that domain.
Solution Description
With CCPM's demonstrated ability to achieve high levels of both throughput and reliability for project portfolios, we will present how buffer-type flexibility can further enhance reliability, and how the insertion of DBR at the task level can further enhance throughput. As an important side benefit, we will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. Similarly, we will show how the combination of DBR with some Lean concepts can minimize WIP across a set of granular tasks, especially when those smaller tasks are part of a larger task that is on the critical chain. Last, we will show how this approach applies to domains well beyond just software development. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1651 |
Conference Proceedings |
|
Improving IT project portfolio throughput with task-level DBR, lean, and agile |
2015 |
Cape Town, SA |
Lean, kanban, and agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been the focus in the software-development domain, while DBR has had relatively little application in that domain. This presentation shows how DBR, Lean, and Agile can be combined harmoniously to maximize the flow of task-level completions, helping to further boost CCPM's portfolio throughput advantages. |
Problem #1:
Project Managers intuitively seek out protection from failure by examining all three buffer types—schedule, scope, and budget buffers. However, CCPM has traditionally focused only on schedule buffers as the primary source of protection from failure. While the consumption of schedule buffer often carries with it the consumption of budgetary resources, this is not always the case; similarly, increasingly prevalent project/task-level methodologies such as Agile typically default to scope buffers. As a result, CCPM's traditional focus on schedule buffers cause many to perceive it as too limiting to accommodate Agile and other methods in a multi-project environment. Perhaps worse, CCPM's proven track record of improving portfolio reliability is unnecessarily limited to a single buffer type—expanding to incorporate all three types of protection from failure can further improve its potential to improve reliability.
Problem #2:
Lean, Kanban, and Agile methods have focused recent attention on how to improve the flow of granular task completions, improving team productivity, and helping to push throughput higher. However, these methods typically fail to achieve the low levels of WIP that DBR has demonstrated the ability to deliver. Furthermore, significant attention on granular task-level productivity has been focused in the software-development domain, while DBR has had relatively little application in that domain.
Solution Description
With CCPM's demonstrated ability to achieve high levels of both throughput and reliability for project portfolios, we will present how buffer-type flexibility can further enhance reliability, and how the insertion of DBR at the task level can further enhance throughput. As an important side benefit, we will also show how buffer-type flexibility can position CCPM as the portfolio framework for a variety of project-level methods, including Agile. Similarly, we will show how the combination of DBR with some Lean concepts can minimize WIP across a set of granular tasks, especially when those smaller tasks are part of a larger task that is on the critical chain. Last, we will show how this approach applies to domains well beyond just software development. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1652 |
Conference Proceedings |
Jaeck, Pierre |
Theory of Constraints (TOC) as a critical resource for transformation |
2015 |
Cape Town, SA |
We present an analysis of TOC by using the resource-based view (RBV) approach developed by J. B. Barney in 1991. First, we focus on what is RBV and where it comes from. Second, we present how TOC can be considered as a critical resource, or a management innovation as defined by J. Birkinshaw. Finally, we focus on how it is possible to merge the two approaches in order to optimize the use of the constraint, which can be considered as the most critical resource of an organization, in order to build a sustained competitive advantage. |
Our proposal is to present an analysis of TOC using the framework of the Resource-Based View (RBV) developed by J. B. Barney in 1991. The first part of the presentation focuses on what is RBV and where it comes from. The second part presents how TOC can be considered as a critical resource. Finally, the focus of the third part of the presentation is on how it is possible to merge the two approaches in order to optimize the use of the constraint, which can be considered as the most critical resource of an organization, in order to build a sustained competitive advantage.
Theories of distinctive competence
The first of the research traditions that underpins the modern study of firm strengths and weaknesses is work on distinctive competencies. This work falls into two broad categories. The first examines general managers as distinctive competencies; the second examines other organizational attributes as distinctive competencies.
General Managers as distinctive competencies
Much of the work begun at the Harvard Business School as early as 1911 by A. W. Shaw, M. T. Copeland, G. A. Smith Jr., and E. P. Learned with the analysis of the role of general managers in organizations.in this early work, it was assumed that decisions made by general managers had a very large impact on a firm's performance. But they are not the only organizational strengths or weaknesses.
Institutional leadership as a distinctive competence
At the same time, some sociologists led by P. Selznick were studying the internal characteristics of organizations from a completely different perspective. In a series of articles and books, culminating in his book Leadership and Administration, Selznick (1957) examined the relationship between what he called institutional leadership and distinctive competence.
According to Selznick, institutional leaders in organizations do more than carry out the classic managerial activities of planning, organizing, leading, and controlling. In addition they create and define an organization's purpose or mission. In more contemporary terms, institutional leaders help create a vision for an organization around which its members can rally. Institutional leaders also organize and structure a firm so that it reflects this fundamental purpose and vision. This organizational vision, in combination with organizational structure, helps define a firm's distinctive competencies – those activities that a particular firm does better than any competing firms.
Penrose's theory of firm growth
In attempting to understand constraints on the growth of the firm, Penrose (1959) argued that firms should be understood, first, as an administrative framework that links and coordinates activities of numerous individuals and groups, and second, as a bundle of productive resources. The task facing managers was to exploit the bundle of productive resources controlled by a firm through the use of the administrative framework that had been created in a firm. According to Penrose, the growth of a firm is limited by the productive opportunities that exist as a function of the bundle of productive resources controlled by a firm and by the administrative framework used to coordinate the use of these resources.
Basic assumptions of the resource-based view of the firm
Resource categories
In general firm resources are all assets, capabilities, competencies, organizational processes, firm attributes, information, knowledge, and so forth that are controlled by a firm and that enable the firm to conceive of and implement strategies designed to improve its efficiency and effectiveness. These resources can be conveniently divided into four categories:
• Financial capital includes all the different money resources that firms can use to conceive of and implement strategies.
• Physical capital includes the physical technology used in a firm, a firm's plant and equipment, its geographic location, and its access to raw materials.
• Human capital includes the training, experience, judgment, intelligence, relationships, and insight of individual managers and workers in a firm.
• Organizational capital is an attribute of collections of individuals. Organizational capital includes a firm's formal reporting structure; its formal and informal planning, controlling, and coordinating systems; and its culture and reputation; as well as informal relations among groups within a firm and between a firm and those in its environment.
A framework for analysis: VRIO
The VRIO framework is structured in a series of four questions to be asked about the business activities a firm engages in.
• Question of Value: Do a firm's resources and capabilities enable the firm to respond to environmental threats or opportunities?
• Value chain analysis forces analysts to think about firm resources and capabilities at a very micro level. A firm's resources and capabilities are valuable if they reduce a firm's net costs or increase its revenues compared to what would have been the case if the firm did not possess those resources.
• Question of Rarity: Is a resource currently controlled by only a small number of competing firms?
• How many firms already possess particular valuable resources and capabilities? How rare a firm's resource or capability must be in order to have the potential for generating a competitive advantage varies from situation to situation.
• Question of Imitability: Do firms without a resource face a cost disadvantage in obtaining or developing it?
• Firms that possess and exploit costly to imitate, rare and valuable resources in choosing and implementing their strategies may enjoy a period of sustained competitive advantage and above-normal economic profit.
• Question of Organisation: Are a firm's other policies and procedures organised to support the exploitation of its valuable, rare and costly to imitate resources?
• In order to fully realize the potential of the valuable, rare, and costly to imitate resources, a firm must be organized to exploit them. Numerous components of a firm's organization are relevant to the question of organization, including its formal reporting structure, its explicit management control systems, and its compensation policies.
• The questions of value, rarity, imitability, and organization can be brought together into a single framework to understand the return potential associated with exploiting any of a firm's resources and capabilities. This is done in the following table.
Valuable? Rare? Costly to imitate? Exploited by organization? Competitive implications Economic performance
No No No No Competitive disadvantage Below normal
Yes No No No Competitive parity Normal
Yes Yes No No Temporary competitive advantage Above normal
Yes Yes Yes Yes Sustained competitive advantage Above normal
Resource-based logic suggests that an organization's structure, control systems, and compensation policies should support and enable a firm's efforts to fully exploit the valuable, rare, and costly to imitate resources and capabilities it controls. This is what TOC is all about. The presentation will show how TOC facilitates the execution of the Barney's VRIO model. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1653 |
Conference Proceedings |
|
Theory of Constraints (TOC) as a critical resource for transformation |
2015 |
Cape Town, SA |
We present an analysis of TOC by using the resource-based view (RBV) approach developed by J. B. Barney in 1991. First, we focus on what is RBV and where it comes from. Second, we present how TOC can be considered as a critical resource, or a management innovation as defined by J. Birkinshaw. Finally, we focus on how it is possible to merge the two approaches in order to optimize the use of the constraint, which can be considered as the most critical resource of an organization, in order to build a sustained competitive advantage. |
Our proposal is to present an analysis of TOC using the framework of the Resource-Based View (RBV) developed by J. B. Barney in 1991. The first part of the presentation focuses on what is RBV and where it comes from. The second part presents how TOC can be considered as a critical resource. Finally, the focus of the third part of the presentation is on how it is possible to merge the two approaches in order to optimize the use of the constraint, which can be considered as the most critical resource of an organization, in order to build a sustained competitive advantage.
Theories of distinctive competence
The first of the research traditions that underpins the modern study of firm strengths and weaknesses is work on distinctive competencies. This work falls into two broad categories. The first examines general managers as distinctive competencies; the second examines other organizational attributes as distinctive competencies.
General Managers as distinctive competencies
Much of the work begun at the Harvard Business School as early as 1911 by A. W. Shaw, M. T. Copeland, G. A. Smith Jr., and E. P. Learned with the analysis of the role of general managers in organizations.in this early work, it was assumed that decisions made by general managers had a very large impact on a firm's performance. But they are not the only organizational strengths or weaknesses.
Institutional leadership as a distinctive competence
At the same time, some sociologists led by P. Selznick were studying the internal characteristics of organizations from a completely different perspective. In a series of articles and books, culminating in his book Leadership and Administration, Selznick (1957) examined the relationship between what he called institutional leadership and distinctive competence.
According to Selznick, institutional leaders in organizations do more than carry out the classic managerial activities of planning, organizing, leading, and controlling. In addition they create and define an organization's purpose or mission. In more contemporary terms, institutional leaders help create a vision for an organization around which its members can rally. Institutional leaders also organize and structure a firm so that it reflects this fundamental purpose and vision. This organizational vision, in combination with organizational structure, helps define a firm's distinctive competencies – those activities that a particular firm does better than any competing firms.
Penrose's theory of firm growth
In attempting to understand constraints on the growth of the firm, Penrose (1959) argued that firms should be understood, first, as an administrative framework that links and coordinates activities of numerous individuals and groups, and second, as a bundle of productive resources. The task facing managers was to exploit the bundle of productive resources controlled by a firm through the use of the administrative framework that had been created in a firm. According to Penrose, the growth of a firm is limited by the productive opportunities that exist as a function of the bundle of productive resources controlled by a firm and by the administrative framework used to coordinate the use of these resources.
Basic assumptions of the resource-based view of the firm
Resource categories
In general firm resources are all assets, capabilities, competencies, organizational processes, firm attributes, information, knowledge, and so forth that are controlled by a firm and that enable the firm to conceive of and implement strategies designed to improve its efficiency and effectiveness. These resources can be conveniently divided into four categories:
• Financial capital includes all the different money resources that firms can use to conceive of and implement strategies.
• Physical capital includes the physical technology used in a firm, a firm's plant and equipment, its geographic location, and its access to raw materials.
• Human capital includes the training, experience, judgment, intelligence, relationships, and insight of individual managers and workers in a firm.
• Organizational capital is an attribute of collections of individuals. Organizational capital includes a firm's formal reporting structure; its formal and informal planning, controlling, and coordinating systems; and its culture and reputation; as well as informal relations among groups within a firm and between a firm and those in its environment.
A framework for analysis: VRIO
The VRIO framework is structured in a series of four questions to be asked about the business activities a firm engages in.
• Question of Value: Do a firm's resources and capabilities enable the firm to respond to environmental threats or opportunities?
• Value chain analysis forces analysts to think about firm resources and capabilities at a very micro level. A firm's resources and capabilities are valuable if they reduce a firm's net costs or increase its revenues compared to what would have been the case if the firm did not possess those resources.
• Question of Rarity: Is a resource currently controlled by only a small number of competing firms?
• How many firms already possess particular valuable resources and capabilities? How rare a firm's resource or capability must be in order to have the potential for generating a competitive advantage varies from situation to situation.
• Question of Imitability: Do firms without a resource face a cost disadvantage in obtaining or developing it?
• Firms that possess and exploit costly to imitate, rare and valuable resources in choosing and implementing their strategies may enjoy a period of sustained competitive advantage and above-normal economic profit.
• Question of Organisation: Are a firm's other policies and procedures organised to support the exploitation of its valuable, rare and costly to imitate resources?
• In order to fully realize the potential of the valuable, rare, and costly to imitate resources, a firm must be organized to exploit them. Numerous components of a firm's organization are relevant to the question of organization, including its formal reporting structure, its explicit management control systems, and its compensation policies.
• The questions of value, rarity, imitability, and organization can be brought together into a single framework to understand the return potential associated with exploiting any of a firm's resources and capabilities. This is done in the following table.
Valuable? Rare? Costly to imitate? Exploited by organization? Competitive implications Economic performance
No No No No Competitive disadvantage Below normal
Yes No No No Competitive parity Normal
Yes Yes No No Temporary competitive advantage Above normal
Yes Yes Yes Yes Sustained competitive advantage Above normal
Resource-based logic suggests that an organization's structure, control systems, and compensation policies should support and enable a firm's efforts to fully exploit the valuable, rare, and costly to imitate resources and capabilities it controls. This is what TOC is all about. The presentation will show how TOC facilitates the execution of the Barney's VRIO model. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1654 |
Conference Proceedings |
Johnson, Russ |
Transforming our assumptions about managing systems and resources via simple games and exercises |
2015 |
Cape Town, SA |
Where did our capacity go? We consistently develop systems with theoretical capacities that never seem to materialize. Are we victims of capacity eating monsters or is there something we are missing? This workshop will make use of simple games and exercises to explore how many of our management-driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participant with tools to take back to their organizations to help their peers experience the same discoveries. Washington State University, through now retired faculty Dr. James Holt, has a long history of working side-by-side with TOCICO to creatively spread knowledge about TOC to help transform how we manage. Dr. Russ Johnson has assumed this role at WSU and as leader of this workshop continues the thinking tradition. |
This workshop will employ several games to help the participants gain a hands-on understanding of what happens in our systems that consumes much of the capacity we thought the system had. Participants will uncover how variability and dependency make it virtually impossible for systems to deliver target outputs. They will learn what is meant by ""bad” multi-tasking and how it plagues the project world causing errors and rework, longer than expected lead-times and cost overruns to name a few. The exercises apply to any environment where work flows from one resource to another whether the resources are dedicated or shared. The learning opportunities apply to organizations private or public, large or small. Each exercise confirms one or more realities that we suffer from in our organizations and will be followed-up with a review of the implications these realities have on us and our stakeholders. Participants will walk away with several simple tactics they can implement to slay their capacity eating monsters.
All of the games utilize items that are easily acquired such as dice, cards, paper, Legos, etc. They are simple to set-up and run and offer multiple levels of learning and discovery opportunities. Participants will play:
• A variation of ""The Dice Game” from ""The Goal” to experience the effects of variability and dependent events
• The ""Job Shop Game” to learn how releasing work according to the capacity of the constraint can reveal significant hidden capacity and greatly improve system lead-time and on-time performance.
• The ""Sixes Game” to learn that the world is not made up of a normal distribution but is skewed and how this impacts worker performance and future time estimates. This will be modified with the ""Sixes A-Team Game” to show how having a small dedicated support team can chop the tail off of difficult project task times and therefor overall project time.
• Two different Multi-tasking games (time permitting) to learn how focusing on getting things started versus getting them done kills project performance (two versions to provide two different approaches and the ability emphasize some project environment characteristics).
• The ""DMV (Department of Motor Vehicles) Game” to demonstrate the importance of prioritizing work as it flows through a system.
Each activity will be followed with a discussion about how the realities exposed impact our systems and, not only consume valuable capacity, but also often lead to destructive behaviors that create disharmony in the workplace and with our suppliers and customers. The workshop will conclude with simple actions we can take to use our newfound understanding to slay the capacity eating monsters and create the opportunity for harmony in our organizations. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1655 |
Conference Proceedings |
Magpili, Luna |
Transforming our assumptions about managing systems and resources via simple games and exercises |
2015 |
Cape Town, SA |
Where did our capacity go? We consistently develop systems with theoretical capacities that never seem to materialize. Are we victims of capacity eating monsters or is there something we are missing? This workshop will make use of simple games and exercises to explore how many of our management-driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participant with tools to take back to their organizations to help their peers experience the same discoveries. Washington State University, through now retired faculty Dr. James Holt, has a long history of working side-by-side with TOCICO to creatively spread knowledge about TOC to help transform how we manage. Dr. Russ Johnson has assumed this role at WSU and as leader of this workshop continues the thinking tradition. |
This workshop will employ several games to help the participants gain a hands-on understanding of what happens in our systems that consumes much of the capacity we thought the system had. Participants will uncover how variability and dependency make it virtually impossible for systems to deliver target outputs. They will learn what is meant by ""bad” multi-tasking and how it plagues the project world causing errors and rework, longer than expected lead-times and cost overruns to name a few. The exercises apply to any environment where work flows from one resource to another whether the resources are dedicated or shared. The learning opportunities apply to organizations private or public, large or small. Each exercise confirms one or more realities that we suffer from in our organizations and will be followed-up with a review of the implications these realities have on us and our stakeholders. Participants will walk away with several simple tactics they can implement to slay their capacity eating monsters.
All of the games utilize items that are easily acquired such as dice, cards, paper, Legos, etc. They are simple to set-up and run and offer multiple levels of learning and discovery opportunities. Participants will play:
• A variation of ""The Dice Game” from ""The Goal” to experience the effects of variability and dependent events
• The ""Job Shop Game” to learn how releasing work according to the capacity of the constraint can reveal significant hidden capacity and greatly improve system lead-time and on-time performance.
• The ""Sixes Game” to learn that the world is not made up of a normal distribution but is skewed and how this impacts worker performance and future time estimates. This will be modified with the ""Sixes A-Team Game” to show how having a small dedicated support team can chop the tail off of difficult project task times and therefor overall project time.
• Two different Multi-tasking games (time permitting) to learn how focusing on getting things started versus getting them done kills project performance (two versions to provide two different approaches and the ability emphasize some project environment characteristics).
• The ""DMV (Department of Motor Vehicles) Game” to demonstrate the importance of prioritizing work as it flows through a system.
Each activity will be followed with a discussion about how the realities exposed impact our systems and, not only consume valuable capacity, but also often lead to destructive behaviors that create disharmony in the workplace and with our suppliers and customers. The workshop will conclude with simple actions we can take to use our newfound understanding to slay the capacity eating monsters and create the opportunity for harmony in our organizations. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1656 |
Conference Proceedings |
|
Transforming our assumptions about managing systems and resources via simple games and exercises |
2015 |
Cape Town, SA |
Where did our capacity go? We consistently develop systems with theoretical capacities that never seem to materialize. Are we victims of capacity eating monsters or is there something we are missing? This workshop will make use of simple games and exercises to explore how many of our management-driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participant with tools to take back to their organizations to help their peers experience the same discoveries. Washington State University, through now retired faculty Dr. James Holt, has a long history of working side-by-side with TOCICO to creatively spread knowledge about TOC to help transform how we manage. Dr. Russ Johnson has assumed this role at WSU and as leader of this workshop continues the thinking tradition. |
This workshop will employ several games to help the participants gain a hands-on understanding of what happens in our systems that consumes much of the capacity we thought the system had. Participants will uncover how variability and dependency make it virtually impossible for systems to deliver target outputs. They will learn what is meant by ""bad” multi-tasking and how it plagues the project world causing errors and rework, longer than expected lead-times and cost overruns to name a few. The exercises apply to any environment where work flows from one resource to another whether the resources are dedicated or shared. The learning opportunities apply to organizations private or public, large or small. Each exercise confirms one or more realities that we suffer from in our organizations and will be followed-up with a review of the implications these realities have on us and our stakeholders. Participants will walk away with several simple tactics they can implement to slay their capacity eating monsters.
All of the games utilize items that are easily acquired such as dice, cards, paper, Legos, etc. They are simple to set-up and run and offer multiple levels of learning and discovery opportunities. Participants will play:
• A variation of ""The Dice Game” from ""The Goal” to experience the effects of variability and dependent events
• The ""Job Shop Game” to learn how releasing work according to the capacity of the constraint can reveal significant hidden capacity and greatly improve system lead-time and on-time performance.
• The ""Sixes Game” to learn that the world is not made up of a normal distribution but is skewed and how this impacts worker performance and future time estimates. This will be modified with the ""Sixes A-Team Game” to show how having a small dedicated support team can chop the tail off of difficult project task times and therefor overall project time.
• Two different Multi-tasking games (time permitting) to learn how focusing on getting things started versus getting them done kills project performance (two versions to provide two different approaches and the ability emphasize some project environment characteristics).
• The ""DMV (Department of Motor Vehicles) Game” to demonstrate the importance of prioritizing work as it flows through a system.
Each activity will be followed with a discussion about how the realities exposed impact our systems and, not only consume valuable capacity, but also often lead to destructive behaviors that create disharmony in the workplace and with our suppliers and customers. The workshop will conclude with simple actions we can take to use our newfound understanding to slay the capacity eating monsters and create the opportunity for harmony in our organizations. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1657 |
Conference Proceedings |
Johnson, Russ |
Transforming the competitive bid game – A sub-contractor's mafia offer to a general contractor |
2015 |
Cape Town, SA |
Winning work through the competitive bid process can be extremely difficult and frustrating and doubly so if you are a sub-contractor who gets their work through a winning bid with a contractor but only when that contractor also has the winning bid for the job. It is common in this environment for only one or two bids per ten prepared results in winning a contract and for most bids to be lost by less than two percent of the total contract price. This presentation shares the analysis and presentation of a Woodworking Millwork sub-contractor's Mafia Offer to a general contractor to create additional business to consume capacity revealed after implementing DBR and Critical Chain. The sub-contractor offered a discount on their portion of the bid sufficient to lower the general contractor's total job bid by 1%-2% thus improving the general contractor's odds of winning the job to over 90%. |
Winning work through the competitive bid process can be extremely difficult and frustrating and doubly so if you are a sub-contractor who can only get the work through a winning bid with a contractor who also has the winning bid. Additional frustration comes from the reality that it is common for only one or two bids per ten prepared to result in winning a contract. Add to this the fact that most bids are lost by less than two percent of the total contract price and you have an environment that is anything but fun and very often results in feast or famine circumstances for the individual businesses.
This presentation shares analysis that was done and the material that was prepared for a Woodworking Millwork sub-contractor's Mafia Offer to a general contractor. The offer was developed to create additional business to leverage significant capacity revealed after implementing DBR and Critical Chain in the organization.
To make this offer required a breakthrough realization for the sub-contractor and being able to capitalize on that breakthrough in a way that insured that the general contractor won the bid and the sub-contractor also got the job. The sub-contractor realized that the work they currently had under contract was sufficient to at least breakeven financially for the next 9-12 months at their previous productivity levels where it would have consumed more than 95% of their available capacity. With the DBR and CCPM improvements they had realized, the same work would take less than 70% of that capacity. Since the existing work already covered their operating expenses, any additional work that could be performed using the remaining available capacity only had to cover the additional truly variable costs associated with that work. Even if there were some minor increases in OE, the gap between their cost for this work and the price the market would pay was between 40% and 50% of their traditional pricing.
The next challenge was how to sell this opportunity. To simply bid more work at a significantly lower price had several potential negative effects and was insufficient to insure winning that work as the general contractor still had to win the bid. They needed a way to insure that their lower price not only guaranteed them selection by the general contractor but also gave the general contractor 90% or better odds of winning the larger job.
The offer led the contractor through several steps:
• Agreement that there was a common problem: Both the sub-contractor and the general contractor suffered from several similar circumstances in the competitive bid environment:
o A large investment in a bidding staff that returned less than desired results
o Pressure to cut this staff and expand it at the same time
o No approach to significantly improve their bidding success
o Pressure to switch to negotiated contracts versus competitive bid to generate work but the realization that the switch is blocked as the skills needed to succeed were different than the skills present in the bidding staff
o Knowledge that they were losing most bids by less than 2% of the final contract price yet were unwilling to lower their bid price any further.
• The injection: The sub-contractor would offer a discount on their bid sufficient to lower the general contractor's bid by 1%-2% of the total job price which would improve the odds of winning the overall bid to over 90%.
• How the sub-contractor could afford to do this: The above mentioned fact that this work came without overhead and other costs.
• How this would work: An exchange of lower margin for significantly improved cash flow for the sub-contractor which would require the contractor to not hold retention (up to 10% of the price through and beyond the end of the project), pay the subcontractor's suppliers directly and pay progress payments every two weeks and in no more than two weeks of submittal.
• A second part of the offer: Exclusivity – A payment of a job end bonus (.25%-.5% of the total Job price) to the Subcontractor in exchange for the General contractor having sole access to the price reducing offer.
• Other benefits to the general contractor
o Ability to strategically pick jobs to pursue (clients that may be doing multiple projects over several years)
o Significant gains in productivity of bidding team
o No more conflict in the form of pressure to increase and decrease bidding team staff at the same time, and many more
The presentation will also share the other limiting issues for the subcontractor, significant losses due to errors that had drained cash and consumed bank and supplier lines of credit, and how this proposal addressed those issues as well.
The presentation will include what worked, what didn't work and what to do differently in the future. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1658 |
Conference Proceedings |
|
Transforming the competitive bid game – A sub-contractor's mafia offer to a general contractor |
2015 |
Cape Town, SA |
Winning work through the competitive bid process can be extremely difficult and frustrating and doubly so if you are a sub-contractor who gets their work through a winning bid with a contractor but only when that contractor also has the winning bid for the job. It is common in this environment for only one or two bids per ten prepared results in winning a contract and for most bids to be lost by less than two percent of the total contract price. This presentation shares the analysis and presentation of a Woodworking Millwork sub-contractor's Mafia Offer to a general contractor to create additional business to consume capacity revealed after implementing DBR and Critical Chain. The sub-contractor offered a discount on their portion of the bid sufficient to lower the general contractor's total job bid by 1%-2% thus improving the general contractor's odds of winning the job to over 90%. |
Winning work through the competitive bid process can be extremely difficult and frustrating and doubly so if you are a sub-contractor who can only get the work through a winning bid with a contractor who also has the winning bid. Additional frustration comes from the reality that it is common for only one or two bids per ten prepared to result in winning a contract. Add to this the fact that most bids are lost by less than two percent of the total contract price and you have an environment that is anything but fun and very often results in feast or famine circumstances for the individual businesses.
This presentation shares analysis that was done and the material that was prepared for a Woodworking Millwork sub-contractor's Mafia Offer to a general contractor. The offer was developed to create additional business to leverage significant capacity revealed after implementing DBR and Critical Chain in the organization.
To make this offer required a breakthrough realization for the sub-contractor and being able to capitalize on that breakthrough in a way that insured that the general contractor won the bid and the sub-contractor also got the job. The sub-contractor realized that the work they currently had under contract was sufficient to at least breakeven financially for the next 9-12 months at their previous productivity levels where it would have consumed more than 95% of their available capacity. With the DBR and CCPM improvements they had realized, the same work would take less than 70% of that capacity. Since the existing work already covered their operating expenses, any additional work that could be performed using the remaining available capacity only had to cover the additional truly variable costs associated with that work. Even if there were some minor increases in OE, the gap between their cost for this work and the price the market would pay was between 40% and 50% of their traditional pricing.
The next challenge was how to sell this opportunity. To simply bid more work at a significantly lower price had several potential negative effects and was insufficient to insure winning that work as the general contractor still had to win the bid. They needed a way to insure that their lower price not only guaranteed them selection by the general contractor but also gave the general contractor 90% or better odds of winning the larger job.
The offer led the contractor through several steps:
• Agreement that there was a common problem: Both the sub-contractor and the general contractor suffered from several similar circumstances in the competitive bid environment:
o A large investment in a bidding staff that returned less than desired results
o Pressure to cut this staff and expand it at the same time
o No approach to significantly improve their bidding success
o Pressure to switch to negotiated contracts versus competitive bid to generate work but the realization that the switch is blocked as the skills needed to succeed were different than the skills present in the bidding staff
o Knowledge that they were losing most bids by less than 2% of the final contract price yet were unwilling to lower their bid price any further.
• The injection: The sub-contractor would offer a discount on their bid sufficient to lower the general contractor's bid by 1%-2% of the total job price which would improve the odds of winning the overall bid to over 90%.
• How the sub-contractor could afford to do this: The above mentioned fact that this work came without overhead and other costs.
• How this would work: An exchange of lower margin for significantly improved cash flow for the sub-contractor which would require the contractor to not hold retention (up to 10% of the price through and beyond the end of the project), pay the subcontractor's suppliers directly and pay progress payments every two weeks and in no more than two weeks of submittal.
• A second part of the offer: Exclusivity – A payment of a job end bonus (.25%-.5% of the total Job price) to the Subcontractor in exchange for the General contractor having sole access to the price reducing offer.
• Other benefits to the general contractor
o Ability to strategically pick jobs to pursue (clients that may be doing multiple projects over several years)
o Significant gains in productivity of bidding team
o No more conflict in the form of pressure to increase and decrease bidding team staff at the same time, and many more
The presentation will also share the other limiting issues for the subcontractor, significant losses due to errors that had drained cash and consumed bank and supplier lines of credit, and how this proposal addressed those issues as well.
The presentation will include what worked, what didn't work and what to do differently in the future. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1659 |
Online Multimedia |
Koehler, John |
What is really the goal? |
2015 |
|
Nu-Business advances in TOC practice that greatly enhances entrepreneurship have called into question a number of key assumptions about TOC. This includes the question, what is the goal? It is not to make money. It is to create wealth. What is that? |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1660 |
Online Multimedia |
|
What is really the goal? |
2015 |
|
Nu-Business advances in TOC practice that greatly enhances entrepreneurship have called into question a number of key assumptions about TOC. This includes the question, what is the goal? It is not to make money. It is to create wealth. What is that? |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1661 |
Online Multimedia |
|
What is really the goal? |
2015 |
|
Nu-Business advances in TOC practice that greatly enhances entrepreneurship have called into question a number of key assumptions about TOC. This includes the question, what is the goal? It is not to make money. It is to create wealth. What is that? |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1662 |
Conference Proceedings |
Lenhartz, Christoph |
Transforming supply chain (manufacturing) from push to pull |
2015 |
Cape Town, SA |
The conceptual background is: complex supply chain environments and develop solution elements along the concept of demand-driven MRP. Today traditional supply chain management doesn't deal with manufacturing: the coordination of materials and capacity while DBR implementations may focus too much on scheduling thus overlooking materials and capacity. Old rules don't apply in this age of constant change. New systems must manage by the four concepts of flow. Problems encountered using the old rules are described. The components of demand driven MRP are described and examples provided of how this methodology responds to the new environment are provided. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1663 |
Conference Proceedings |
|
Transforming supply chain (manufacturing) from push to pull |
2015 |
Cape Town, SA |
The conceptual background is: complex supply chain environments and develop solution elements along the concept of demand-driven MRP. Today traditional supply chain management doesn't deal with manufacturing: the coordination of materials and capacity while DBR implementations may focus too much on scheduling thus overlooking materials and capacity. Old rules don't apply in this age of constant change. New systems must manage by the four concepts of flow. Problems encountered using the old rules are described. The components of demand driven MRP are described and examples provided of how this methodology responds to the new environment are provided. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1664 |
Conference Proceedings |
Lenhartz, Christoph |
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1665 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1666 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1667 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1668 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1669 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1670 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1671 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1672 |
Conference Proceedings |
|
What is TOC? Basics workshop |
2015 |
Cape Town, SA |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”). |
While most business professionals and academics relate Theory of Constraints (TOC) to The Goal (a novel on managing production processes more effectively) and therefore a manufacturing environment only, TOC is far more than just a production philosophy. This workshop describes the evolution of TOC based on the business problems encountered and solved at each stage in its development, the TOC solutions redefined the focus and expanded the scope of the new system encompassed by the TOC philosophy. At each stage in the development of TOC, a new type of constraint was identified and Dr. Goldratt and others developed new tools for addressing this type of constraint and thus expand the scope of TOC. The TOC evolution starts with Goldratt's recognition of the differences between and the role of constraints and non-constraints in a system modeled in the OPT software and as described by the OPT rules. For each roadblock in the development of TOC, the identification and illustration of the problem and its solution are provided. In chapter 1 of the Theory of Constraints Handbook, Goldratt describes TOC in one word: FOCUS (his definition is ""taking the right actions”).
While The Goal wasn't written until 1984, a passage on page 1 describes Goldratt's approach to life and analyzing problems. This passage sheds light into Goldratt's approach to problem solving:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs… Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
Goldratt's journey in developing TOC started with a friend asking for help in scheduling his manufacturing plant which made chicken houses. Goldratt devised a scheduling algorithm based on the many bodied problem in physics. From this solution the OPT software was developed and the understanding of the difference between constraints and non-constraints. Over time he realized that the evolution of ""all things being equal” and Pareto's law describing an environment of independent resources where 20% of items cause 50% of impact didn't model a dependent resource environment. Goldratt recognized that in complex dependent relationship environments .1% of resources provide 99.9% of the impact on system improvement. In other words, the more complex the resource interrelationships in a system the simpler the solution to improving performance of the system. Using this concept, Goldratt derived the few control points and simple OPT rules required to plan, schedule and control various types of manufacturing environments (VATI analysis). This method of planning and controlling operations clashed directly with the cost accounting concept of maximizing the use of all resources to reduce product unit costs.
Goldratt developed a simple accounting system, called throughput accounting, to determine whether an organization was truly making profits or not. Throughput, Inventory and Operating Expense replaced the dozens of revenue and expense classifications and created a simple methodology linking local actions to global financial results. The terms throughput world paradigm (its focus is making money now and in the future) and cost world paradigm (it focus is saving money everywhere) were coined to emphasize the conflict in decision making of TOC and traditional cost accounting. The first edition of The Goal (1984 with Jeff Cox) and The Race (1986 with Bob Fox) provided the new rules for manufacturing and accounting.
In 1989 Goldratt was asked to help develop a solution to scheduling projects and in studying this environment he realized that the constraint in projects was the critical path (better described as a critical chain). He thus renamed his management philosophy ""Theory of Constraints” recognizing that bottlenecks exist in production and other types of constraints exist in other environments. Later he recognized that TOC applied to distribution and supply chains with cash (in the case of distributors, for example) and the number of customers entering a store being the constraint in retailing.
As Goldratt examined more and quite different environments he recognized the need for a robust tool to help identify the core problem of a system and any potential negative results in implementing a proposed solution. The current reality tree, the evaporating cloud, the future reality tree (and negative branch reservation), the prerequisite tree, and the transition tree were graphical logic tools developed and polished from 1989 to 1992 to identify: what to change, what to change to, and how to cause the change. These tools became known as the Thinking Processes and today are used extensively in analyzing not only business problems but in diverse environments such as the problems of prison inmates and school children in search of win-win solutions.
In 1994 Goldratt revised The Goal to consider market constraints more directly and to introduce the five focusing steps process. The introduction of drum-buffer-rope scheduling and buffer management (a process of on-going improvement) created significant reductions in lead time, improved due date performance, higher quality, and higher levels of throughput which allowed a manufacturer to have a decisive competitive edge. In different markets and for different product different decisive competitive edges were required. The use of the thinking processes to analyze and identify customer needs was introduced.
For the next decade Goldratt identified and refined solutions for the project environment production, throughput accounting, (multi-project), sales, marketing, human resources, distribution and supply chain, and business strategy. He launched the Goldratt Satellite Program in 1999 which provided solutions in each functional area in hopes of providing a holistic solution for businesses.
The concept of an ever-flourishing organization replaced the goal of an organization being to make money now and in the future. Two necessary conditions were introduced: satisfy customers now and in the future and provide employees a satisfying and secure work environment. The redefining of the red curve versus green curve concept to an organization needing both the red curve (continued financial growth) and green curve (organization stability) provided the missing links for the foundation of holistic solutions for organizations.
While Goldratt introduced the concept of a strategy and tactic tree in a paper in the mid 1980's, he did not fully develop the methodology until 2002-2005. The strategy and tactic tree provides a means of communicating across all functions and levels of management the synchronization of actions across functions to achieve the organization's decisive competitive edge(s). Goldratt developed five strategy and tactics tree covering about 70% of industries: make-to-order (reliable rapid response), make-to-availability (consumer goods), projects, retailing, and pay-per-click. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1673 |
Conference Proceedings |
Levy, Ohad |
Dynamic software development and team management using CCPM |
2015 |
Cape Town, SA |
This presentation will show how CCPM can be successfully utilized in software development environments. The new approach that will be presented combines CCPM and Agile methodologies, allowing gaining CCPM's benefits and overcoming its limitations in the software industry, while giving a big value to the human resources. The presentation will go over a genuine software development case that took place at Inherent Simplicity (a software company), for one of its major products. |
CCPM is a key TOC model and practice for successfully running complex projects. One of CCPM's core concepts is project-buffer reflecting the project's performance along its lifecycle.
Developing software, based on human resources, is highly risky due to the fact that developers' individual performance is often unpredictable and as developers are dependent on other project's members. Hence, software development projects are often in a state that may jeopardize the project's deadline. This presentation will show how skillfully using CCPM may reduce the above risks and lead to successfully protecting the project's deadline.
The presentation will go over a genuine software development case that took place at Inherent Simplicity (a software company), for one of its major products. The project was based on the following list of resources' personnel:
• 7 developers
• 6 QA team members
• 2 product managers
• The development process from beginning to release lasted 25 weeks and ended 8 days after the official deadline. During the development process, a CCPM software was used, on a daily basis, to monitor the project's progress. The weekly project management's decisions and implementations that were taken based on the project-buffer's status to achieve the deadline target, included:
• Moving tasks from one resource to another
• Reassessing of tasks' importance
• Reducing of the release's capacity with minimal damage to the version's scope
• Clear understanding of each resource's advantages and disadvantages to making the appropriate adjustments
• Reinforcing critical tasks' resources
• Identifying the next bottle neck ahead
• Cloud based conflicts management
• Assigning mini-team's for each critical task, covering all aspects of development:
• The 25-week effort to successfully complete the project's tasks were carefully managed according to the above concepts and led to a minimal delay of 8 days (4% delay). |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1674 |
Conference Proceedings |
|
Dynamic software development and team management using CCPM |
2015 |
Cape Town, SA |
This presentation will show how CCPM can be successfully utilized in software development environments. The new approach that will be presented combines CCPM and Agile methodologies, allowing gaining CCPM's benefits and overcoming its limitations in the software industry, while giving a big value to the human resources. The presentation will go over a genuine software development case that took place at Inherent Simplicity (a software company), for one of its major products. |
CCPM is a key TOC model and practice for successfully running complex projects. One of CCPM's core concepts is project-buffer reflecting the project's performance along its lifecycle.
Developing software, based on human resources, is highly risky due to the fact that developers' individual performance is often unpredictable and as developers are dependent on other project's members. Hence, software development projects are often in a state that may jeopardize the project's deadline. This presentation will show how skillfully using CCPM may reduce the above risks and lead to successfully protecting the project's deadline.
The presentation will go over a genuine software development case that took place at Inherent Simplicity (a software company), for one of its major products. The project was based on the following list of resources' personnel:
• 7 developers
• 6 QA team members
• 2 product managers
• The development process from beginning to release lasted 25 weeks and ended 8 days after the official deadline. During the development process, a CCPM software was used, on a daily basis, to monitor the project's progress. The weekly project management's decisions and implementations that were taken based on the project-buffer's status to achieve the deadline target, included:
• Moving tasks from one resource to another
• Reassessing of tasks' importance
• Reducing of the release's capacity with minimal damage to the version's scope
• Clear understanding of each resource's advantages and disadvantages to making the appropriate adjustments
• Reinforcing critical tasks' resources
• Identifying the next bottle neck ahead
• Cloud based conflicts management
• Assigning mini-team's for each critical task, covering all aspects of development:
• The 25-week effort to successfully complete the project's tasks were carefully managed according to the above concepts and led to a minimal delay of 8 days (4% delay). |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1675 |
Conference Proceedings |
Magpili, Luna |
Transforming perspectives in risk management– How the TOC approach protects systems from harm and creates opportunities |
2015 |
Cape Town, SA |
TOC has been proven successful in the management of systems, particularly in production, supply chain, and project management. A key element in the success of any of these systems is how it deals with risk. The goal of this paper is to explore the conceptual risk management features of Theory of Constraints (TOC). The paper seeks to examine the key characteristics of TOC that are linked directly to the effective management of risk. Risk management is the process of understanding and addressing risks to maximize the chances of objectives being achieved. Risk management follows three basic guiding questions: (1) What can go wrong and what are their causes and consequences? In particular, we discuss the application of the TOC Thinking Processes in identifying root causes and constraints. (2) What are the likelihoods or chances of occurrence? Here, we discuss the TOC value of being prepared and paranoid but not be hysterical. (3) What can be done to detect, control, and manage them? Examples include TOC buffers and buffer management with strong early detection capabilities. Our approach is to identify the unique processes and mechanisms of the TOC methodologies that directly address these basic questions. Further analysis is done to distinguish the effectiveness and robustness of the TOC method in dealing with risks as compared to other more traditional methods in production, supply chain, and project management. This effort will also highlight the way TOC creates opportunities, or what is known as positive risks, to illustrate the anti-fragile nature of TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1676 |
Conference Proceedings |
Johnson, Russ |
Transforming perspectives in risk management– How the TOC approach protects systems from harm and creates opportunities |
2015 |
Cape Town, SA |
TOC has been proven successful in the management of systems, particularly in production, supply chain, and project management. A key element in the success of any of these systems is how it deals with risk. The goal of this paper is to explore the conceptual risk management features of Theory of Constraints (TOC). The paper seeks to examine the key characteristics of TOC that are linked directly to the effective management of risk. Risk management is the process of understanding and addressing risks to maximize the chances of objectives being achieved. Risk management follows three basic guiding questions: (1) What can go wrong and what are their causes and consequences? In particular, we discuss the application of the TOC Thinking Processes in identifying root causes and constraints. (2) What are the likelihoods or chances of occurrence? Here, we discuss the TOC value of being prepared and paranoid but not be hysterical. (3) What can be done to detect, control, and manage them? Examples include TOC buffers and buffer management with strong early detection capabilities. Our approach is to identify the unique processes and mechanisms of the TOC methodologies that directly address these basic questions. Further analysis is done to distinguish the effectiveness and robustness of the TOC method in dealing with risks as compared to other more traditional methods in production, supply chain, and project management. This effort will also highlight the way TOC creates opportunities, or what is known as positive risks, to illustrate the anti-fragile nature of TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1677 |
Conference Proceedings |
Pinto, C. Ariel |
Transforming perspectives in risk management– How the TOC approach protects systems from harm and creates opportunities |
2015 |
Cape Town, SA |
TOC has been proven successful in the management of systems, particularly in production, supply chain, and project management. A key element in the success of any of these systems is how it deals with risk. The goal of this paper is to explore the conceptual risk management features of Theory of Constraints (TOC). The paper seeks to examine the key characteristics of TOC that are linked directly to the effective management of risk. Risk management is the process of understanding and addressing risks to maximize the chances of objectives being achieved. Risk management follows three basic guiding questions: (1) What can go wrong and what are their causes and consequences? In particular, we discuss the application of the TOC Thinking Processes in identifying root causes and constraints. (2) What are the likelihoods or chances of occurrence? Here, we discuss the TOC value of being prepared and paranoid but not be hysterical. (3) What can be done to detect, control, and manage them? Examples include TOC buffers and buffer management with strong early detection capabilities. Our approach is to identify the unique processes and mechanisms of the TOC methodologies that directly address these basic questions. Further analysis is done to distinguish the effectiveness and robustness of the TOC method in dealing with risks as compared to other more traditional methods in production, supply chain, and project management. This effort will also highlight the way TOC creates opportunities, or what is known as positive risks, to illustrate the anti-fragile nature of TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1678 |
Conference Proceedings |
|
Transforming perspectives in risk management– How the TOC approach protects systems from harm and creates opportunities |
2015 |
Cape Town, SA |
TOC has been proven successful in the management of systems, particularly in production, supply chain, and project management. A key element in the success of any of these systems is how it deals with risk. The goal of this paper is to explore the conceptual risk management features of Theory of Constraints (TOC). The paper seeks to examine the key characteristics of TOC that are linked directly to the effective management of risk. Risk management is the process of understanding and addressing risks to maximize the chances of objectives being achieved. Risk management follows three basic guiding questions: (1) What can go wrong and what are their causes and consequences? In particular, we discuss the application of the TOC Thinking Processes in identifying root causes and constraints. (2) What are the likelihoods or chances of occurrence? Here, we discuss the TOC value of being prepared and paranoid but not be hysterical. (3) What can be done to detect, control, and manage them? Examples include TOC buffers and buffer management with strong early detection capabilities. Our approach is to identify the unique processes and mechanisms of the TOC methodologies that directly address these basic questions. Further analysis is done to distinguish the effectiveness and robustness of the TOC method in dealing with risks as compared to other more traditional methods in production, supply chain, and project management. This effort will also highlight the way TOC creates opportunities, or what is known as positive risks, to illustrate the anti-fragile nature of TOC. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1679 |
Conference Proceedings |
Marris, Philip |
How do I identify constraints in production and projects |
2015 |
Cape Town, SA |
We have observed a new situation that has emerged over the past 10 years. In today's factories or R&D departments, 8 times out of 10, the capacity constraint is in the wrong place. Furthermore, to make matters worse, management is wrong about where its constraint really is. So they over-utilize non-bottleneck resources thereby increasing WIP and lead times and they under exploit the bottleneck because they have not recognized its existence which results in limited throughput. We will attempt to describe what has led to the development of this situation. This state of affairs can be viewed as regrettable…or as an extraordinary opportunity for 8 companies out of 10. It means that the majority of organizations can transform their performance very easily, very quickly in both their production and their new product development. All they have to do is properly implement the Theory Of Constraints. Several recent real world cases will be presented and an attempt will be made to identify the common root causes of this situation. |
In today's factories and research and development departments, 8 times out of 10, the capacity bottleneck is in the wrong place. And, to make matters worse, the company, often surrendering to wishful thinking, mistakenly believes that it is elsewhere. This is our experience based on the last 10 years of our 30 years experience of TOC in production and projects.
Many years ago, let's say prior to 2000, organizations that had accepted the precept of the Theory Of Constraints that their system contained a constraint, tended to have correctly identified them. In our experience this is no longer true of the majority of companies.
We argue that there are several reasons for this: The environment is changing faster and faster: new technology, new products … Companies will therefore have a tendency to have an obsolete view of the location of their constraints. Their analysis is out of date. The constraint that they believe they have was the constraint 2 or 3 years ago, but it has moved since then. Production systems have more and more operations that are considered as “indirect” and therefore are not managed (in the ERP's routings) as an operation with a predefined time per part using an identified resources with a quantified capacity. This is for instance true of quality control or quality documentation operations that are now significant in work load and widespread in contemporary industry (aeronautical, food, pharmacy, steel, etc.). Unfortunately when the constraint concerns indirect labor the overload on the resources and the accumulation of Work In Progress are likely to go unnoticed. The ERP system will not see them. Unfortunately the performance – the “productivity” – of these operations is rarely monitored correctly by management. So the constraint does not receive the appropriate management attention. In project environments such as New Product Development (NDP) the data regarding task durations and workloads are necessarily difficult to estimate. In practice they are either very erroneous or simply non-existent; the organization does not even attempt to calculate workloads apart from a very approximate annual budget. This has always been the case but the increasingly significant changes in NPD portfolios are destroying the historical equilibrium. Companies are trying to develop today's product portfolio with yesterday's resource pool. Typically in New Product Development we have very regularly found that the new competencies, or the areas in which the amount of work per product has increased very significantly, are understaffed: electronics, regulatory, software development, quality management …
So, in our experience of over 100 TOC implementations in production and projects these past 10 years, what we find is that management often no longer knows where their real constraints are, and therefore will focus on the wrong resources. So they over utilize their non-bottleneck resources thereby increasing WIP and lead times and they under exploit their bottlenecks which results in limited Throughput.
We will review several cases to support our point of view: A case in aeronautical production where quality control was the unrecognized bottleneck An animal health pharmaceutical company that had not realized the impact of their decision, 3 years previously, to subcontract 50% of their production. As a result all their new product development was blocked just before getting to the market. A leading steel manufacturer that had not realized that their manual quality control that was repeatedly used all over their plant was their invisible and elusive bottleneck. The case of a leading automotive equipment manufacturer that disrupted an entire division of its organization by implementing a purchasing decision regarding rare earth metals.
This situation can be viewed as regrettable. Some may think that these companies were badly managed, but we think that they are in fact the new normal. As we have said, we think this is the case of 8 companies out of 10 today.
But in our opinion, it means that it is an extraordinary opportunity for 8 companies out of 10. It implies that the majority of organizations can increase their performance very easily and very quickly in both their production and their new product development. All they have to do is correctly implement the first 3 steps of TOC's 5 focusing steps: identify the constraint, exploit it and subordinate the system to its real constraints.
3 learning objectives
1. To warn people that they are probably wrong about where their capacity constraints are.
2. To help in identifying where their capacity constraints really are.
3. To enable rapid and extraordinary transformations by working on the right set of capacity constraints.
3 questions from audience
1. How do I know if I have identified the real current constraints my organization?
2. How can we avoid falling into this trap in the future?
3. What is the best capacity constraint? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1680 |
Conference Proceedings |
|
How do I identify constraints in production and projects |
2015 |
Cape Town, SA |
We have observed a new situation that has emerged over the past 10 years. In today's factories or R&D departments, 8 times out of 10, the capacity constraint is in the wrong place. Furthermore, to make matters worse, management is wrong about where its constraint really is. So they over-utilize non-bottleneck resources thereby increasing WIP and lead times and they under exploit the bottleneck because they have not recognized its existence which results in limited throughput. We will attempt to describe what has led to the development of this situation. This state of affairs can be viewed as regrettable…or as an extraordinary opportunity for 8 companies out of 10. It means that the majority of organizations can transform their performance very easily, very quickly in both their production and their new product development. All they have to do is properly implement the Theory Of Constraints. Several recent real world cases will be presented and an attempt will be made to identify the common root causes of this situation. |
In today's factories and research and development departments, 8 times out of 10, the capacity bottleneck is in the wrong place. And, to make matters worse, the company, often surrendering to wishful thinking, mistakenly believes that it is elsewhere. This is our experience based on the last 10 years of our 30 years experience of TOC in production and projects.
Many years ago, let's say prior to 2000, organizations that had accepted the precept of the Theory Of Constraints that their system contained a constraint, tended to have correctly identified them. In our experience this is no longer true of the majority of companies.
We argue that there are several reasons for this: The environment is changing faster and faster: new technology, new products … Companies will therefore have a tendency to have an obsolete view of the location of their constraints. Their analysis is out of date. The constraint that they believe they have was the constraint 2 or 3 years ago, but it has moved since then. Production systems have more and more operations that are considered as “indirect” and therefore are not managed (in the ERP's routings) as an operation with a predefined time per part using an identified resources with a quantified capacity. This is for instance true of quality control or quality documentation operations that are now significant in work load and widespread in contemporary industry (aeronautical, food, pharmacy, steel, etc.). Unfortunately when the constraint concerns indirect labor the overload on the resources and the accumulation of Work In Progress are likely to go unnoticed. The ERP system will not see them. Unfortunately the performance – the “productivity” – of these operations is rarely monitored correctly by management. So the constraint does not receive the appropriate management attention. In project environments such as New Product Development (NDP) the data regarding task durations and workloads are necessarily difficult to estimate. In practice they are either very erroneous or simply non-existent; the organization does not even attempt to calculate workloads apart from a very approximate annual budget. This has always been the case but the increasingly significant changes in NPD portfolios are destroying the historical equilibrium. Companies are trying to develop today's product portfolio with yesterday's resource pool. Typically in New Product Development we have very regularly found that the new competencies, or the areas in which the amount of work per product has increased very significantly, are understaffed: electronics, regulatory, software development, quality management …
So, in our experience of over 100 TOC implementations in production and projects these past 10 years, what we find is that management often no longer knows where their real constraints are, and therefore will focus on the wrong resources. So they over utilize their non-bottleneck resources thereby increasing WIP and lead times and they under exploit their bottlenecks which results in limited Throughput.
We will review several cases to support our point of view: A case in aeronautical production where quality control was the unrecognized bottleneck An animal health pharmaceutical company that had not realized the impact of their decision, 3 years previously, to subcontract 50% of their production. As a result all their new product development was blocked just before getting to the market. A leading steel manufacturer that had not realized that their manual quality control that was repeatedly used all over their plant was their invisible and elusive bottleneck. The case of a leading automotive equipment manufacturer that disrupted an entire division of its organization by implementing a purchasing decision regarding rare earth metals.
This situation can be viewed as regrettable. Some may think that these companies were badly managed, but we think that they are in fact the new normal. As we have said, we think this is the case of 8 companies out of 10 today.
But in our opinion, it means that it is an extraordinary opportunity for 8 companies out of 10. It implies that the majority of organizations can increase their performance very easily and very quickly in both their production and their new product development. All they have to do is correctly implement the first 3 steps of TOC's 5 focusing steps: identify the constraint, exploit it and subordinate the system to its real constraints.
3 learning objectives
1. To warn people that they are probably wrong about where their capacity constraints are.
2. To help in identifying where their capacity constraints really are.
3. To enable rapid and extraordinary transformations by working on the right set of capacity constraints.
3 questions from audience
1. How do I know if I have identified the real current constraints my organization?
2. How can we avoid falling into this trap in the future?
3. What is the best capacity constraint? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1681 |
Conference Proceedings |
Marris, Philip |
TOC to boost aeronautical manufacturing performance |
2015 |
Cape Town, SA |
Several recent cases of implementations of the theory of constraints in the aeronautical industry will be presented. In all cases the performance of the plants were very rapidly and significantly improved: increase of 30% in Throughput and productivity in one month, reductions of >60% in WIP and significant increases in delivery due date performances. To easily reduce work-in-progress the “2 for 1” rule was developed: a new work order could only be launched once 2 work orders have been completed. This facilitated the transition to a Drum-Buffer-Rope flow control mechanism. SAP was often being used and hence had to be integrated into the solution. In some cases the extraordinary speed and amplitude of the results were due to an error in the identification of the constraint of the factory. |
Three different cases will be presented; three different factories of large well-known actors of the aeronautical industry. In all cases the Theory of Constraints was the main guiding approach but blended into a Lean or Lean Six Sigma environment.
In factory A, the plant manager had read the Goal and already successfully applied TOC in a previous plant. The 400 person plant suffered from very poor due date performance, quality problems and very poor financial performance. SAP had been used to identify the bottleneck resources; 12 key expensive machines were thought to be the constraints. A 4 hour analysis on the shop floor showed that in fact the bottleneck was elsewhere; in the quality control department. Having identified the constraint it was them exploited. This increased the Throughput and the productivity of the whole factory by over 30% in less than 2 weeks. To reduce the excessive level of WIP the ""2 for 1” rule was applied: a new Work Order could only be launched once 2 Work Orders had been completed. This generated a growing list of Work Orders whose launch was overdue. When there were too many, the wait times in the SAP ERP were reduced. The improvement process was to first improve the plant physically and then, afterwards, explain to the ERP what the improvements were. Other actions were: batch sizes were divided by 2, sub-contracted work was reintegrated, the priority system was redefined, the plant was reorganized, the assembly process was re-engineered for one piece flow … The delivery due date performance quickly went from 50% to 85% and the target is now 99%.
In factory B, a manager attended a 2 day course on the Theory of Constraints in manufacturing and then went away and implemented it alone in his 50 person production unit. The due date performance went from 70% to 100.00% which had a strong impact on obtaining new sales with a major aircraft manufacturer. The production lead times and the work in progress were divided by 2. Many other improvements were also made. The TOC system was then rolled out to the rest of the 300 person factory.
In factory C, TOC was injected into their pre-existing Lean Six Sigma management system. The management thought that they had identified the bottleneck but in fact the bottleneck was elsewhere. Once the real constraint had been identified it was properly exploited. As a result the plant's Throughput and productivity improved by 10% per month for 4 months in a row. In this period some sub-contractors became bottlenecks and this problem was resolved. A strong monthly hockey-stick phenomenon was eliminated. The ""best” plant bottlenecks were then identified and the drum-buffer-rope system was applied to manage the flow of each of the 4 production channels.
To conclude the strengths of the Theory of Constraints applied to these manufacturing environments will be summarized. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1682 |
Conference Proceedings |
|
TOC to boost aeronautical manufacturing performance |
2015 |
Cape Town, SA |
Several recent cases of implementations of the theory of constraints in the aeronautical industry will be presented. In all cases the performance of the plants were very rapidly and significantly improved: increase of 30% in Throughput and productivity in one month, reductions of >60% in WIP and significant increases in delivery due date performances. To easily reduce work-in-progress the “2 for 1” rule was developed: a new work order could only be launched once 2 work orders have been completed. This facilitated the transition to a Drum-Buffer-Rope flow control mechanism. SAP was often being used and hence had to be integrated into the solution. In some cases the extraordinary speed and amplitude of the results were due to an error in the identification of the constraint of the factory. |
Three different cases will be presented; three different factories of large well-known actors of the aeronautical industry. In all cases the Theory of Constraints was the main guiding approach but blended into a Lean or Lean Six Sigma environment.
In factory A, the plant manager had read the Goal and already successfully applied TOC in a previous plant. The 400 person plant suffered from very poor due date performance, quality problems and very poor financial performance. SAP had been used to identify the bottleneck resources; 12 key expensive machines were thought to be the constraints. A 4 hour analysis on the shop floor showed that in fact the bottleneck was elsewhere; in the quality control department. Having identified the constraint it was them exploited. This increased the Throughput and the productivity of the whole factory by over 30% in less than 2 weeks. To reduce the excessive level of WIP the ""2 for 1” rule was applied: a new Work Order could only be launched once 2 Work Orders had been completed. This generated a growing list of Work Orders whose launch was overdue. When there were too many, the wait times in the SAP ERP were reduced. The improvement process was to first improve the plant physically and then, afterwards, explain to the ERP what the improvements were. Other actions were: batch sizes were divided by 2, sub-contracted work was reintegrated, the priority system was redefined, the plant was reorganized, the assembly process was re-engineered for one piece flow … The delivery due date performance quickly went from 50% to 85% and the target is now 99%.
In factory B, a manager attended a 2 day course on the Theory of Constraints in manufacturing and then went away and implemented it alone in his 50 person production unit. The due date performance went from 70% to 100.00% which had a strong impact on obtaining new sales with a major aircraft manufacturer. The production lead times and the work in progress were divided by 2. Many other improvements were also made. The TOC system was then rolled out to the rest of the 300 person factory.
In factory C, TOC was injected into their pre-existing Lean Six Sigma management system. The management thought that they had identified the bottleneck but in fact the bottleneck was elsewhere. Once the real constraint had been identified it was properly exploited. As a result the plant's Throughput and productivity improved by 10% per month for 4 months in a row. In this period some sub-contractors became bottlenecks and this problem was resolved. A strong monthly hockey-stick phenomenon was eliminated. The ""best” plant bottlenecks were then identified and the drum-buffer-rope system was applied to manage the flow of each of the 4 production channels.
To conclude the strengths of the Theory of Constraints applied to these manufacturing environments will be summarized. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1683 |
Conference Proceedings |
Mirzaei, Maryam |
Constraint classification for projects |
2015 |
Cape Town, SA |
This presentation discusses the findings of recent research that stands on the shoulders of a giant: Critical chain project management (CCPM), and re-examines CCPM's assumptions. CCPM assumptions were first extracted from literature analysis, complemented by text mining of a comprehensive CCPM database using NVivo and Leximancer software, and then tested against empirical data based on 10 case studies from a diverse range of industries. Theoretical and empirical investigation revealed several faulty assumptions underpinning CCPM, the core assumption being that projects are one type of operation. This faulty assumption resulted in defining the core constraint as the longest chain of activities and assuming this chain defines the project duration. However, in reality, projects are diverse and display all types of processes seen in operations. Subsequent analysis led to a 2x2 model that classifies projects according to their throughput value and team type and predicts their constraints. A sample project in each quadrant is provided to illustrate where CCPM applies and where it does not, and which TOC tools could be used. The presentation concludes by suggesting five prerequisites to applicability of CCPM: fixed value throughput, sequential workflow, non-dedicated team, unity of purpose, and urgency. |
This presentation discusses the findings of recent research that explores extending the application of TOC to the broader realm of project management. The existing TOC application to project management, critical chain project management (CCPM), has been a controversial topic.
On the one hand, CCPM has been praised as being the direction for 21st century project management and on the other hand it has been criticised for its lack of applicability to all projects. Neither side of this debate has made an attempt to define a clear boundary for CCPM applicability.
As a result, major improvements achieved through CCPM application have been underappreciated, due to not being generalizable, by the broader project management community. This research set out to explore and articulate the boundaries of CCPM's applicability. According to Goldratt (2009, p. 336) ""Application makes assumptions (sometimes hidden assumptions) about the environment. We should not expect an application to work in environments for which its assumptions are not valid.”
Exploring why and how an application works in a given context, requires in-depth analysis of both the application and the context. Therefore, a comprehensive theoretical analysis of over 600 published papers in CCPM was used to extract CCPM assumptions. In addition, a research study based on 10 cases provided insights into a diverse world of project management contexts, from industries such as construction, software, service, policy making, and filmmaking.
TOC suggests focusing on the core constraint as the leverage point in any system. The core constraint is what prevents the system from achieving more of its goal. CCPM specifically suggests that the core constraint in every single project is the longest chain of activities. How did CCPM arrive at this very specific definition of the constraint? What assumptions were made about the goal of a project and how it is achieved? The CCPM literature implies that a project's goal has a predefined and fixed value which is set at the beginning of the project. This definition assumes that the throughput rate in the project can only increase if the duration of the project is reduced. While several projects in the case study research did exhibit this characteristic, there were also projects in which achieving more of the goal within the same project was possible. For this latter group, the value of the goal was variable and thereby the rate of throughput was not merely a derivative of duration.
In addition to looking at what the goal is, we also investigated what accelerates or decelerates achievement of the goal. In production, the bottleneck determines the rate of throughput. VATI analysis suggests locating the bottleneck based on workflow. Given the fact that projects are more diverse than plant types in production, it seems that the diversity of workflow in projects has been overlooked by CCPM. In particular, the driving force for achieving the goal is human resources. While machines and their locations define the workflow in a manufacturing plant, project workflow is defined by the availability or arrangement of human resources and how they interact. CCPM literature highly emphasises the relay race concept. This metaphor depicts a sequence of passing a baton. In some of our case projects the baton (the project) was sequentially passed between different trades or different people with specific skills. However, there were also projects executed by dedicated cross-functional teams for which the relay race seems to be irrelevant.
Therefore, we conclude that projects can be classified based on the above characteristics into two dimensions. One dimension divides projects according to the value of their goal: namely into variable and fixed goals. Another dimension splits projects according to the arrangement of human resources: i.e. into dedicated versus non-dedicated teams. This model is demonstrated in this presentation.
In order to exhibit how the constraint can change in each quadrant of the above model, one CCPM case along with four other cases were explored in further detail. Examples will be presented using two TOC thinking processes: goal tree and current reality tree. Example cases are as follows:
Case 1: A software development project with a fixed value for its goal that was executed by a non-dedicated team. The project was internal, and the goal could have had variable value. However, chunking and iteration enabled defining a measurable and precise goal with the fixed value at the beginning of each sub-project. This process facilitated effective application of CCPM.
Case 2: Another software development project used the Waterfall method and then shifted to using Scrum. The project was bound by a contractual agreement and thereby had a fixed value for its goal. However, unlike the CCPM case, it was executed by a dedicated team. The structure of the team in this project differed from the structure of the CCPM project. An interesting finding of this case was that a dedicated team with cross-functional team members can manage variability without a time buffer. Daily stand ups played the role of both drum and rope; it provided a daily adjustment that allowed the team to move forward at the same pace. Cross-functional team members can offer each other help and thereby reduce variability in the project. The project team on a daily basis discussed the status of their work and every negative variability was absorbed by a positive variability. The case clearly shows that dedicated cross-functional team members do not pass the baton; rather they carry it together to the end. The rate of throughput is defined by the capacity of the entire team.
Case 3: this was a web development/service project. The project was an internal project with no contractual agreement. The project team aimed at getting the best possible output in terms of quality, content, usability and usefulness with resources that they had. As such the project had a variable goal that could increase or decrease within the same project. The project was executed by a non-dedicated team, each member of which had a specific role and was responsible only for specific types of tasks. Therefore, this project was similar in terms of its team structure to the CCPM case. However, not in terms of its goal. One observation in this case was that since the team was not dedicated to the project, buffer management was required to manage the sequential process and avoid waiting times. However, since the goal was variable, the throughput of the system was not driven by duration. Constraint analysis using a goal tree and current reality tree indicated the core constraint in this project was, in fact, a chain of interpretation and communication. This chain of interpretation increased the gap between the ideal outcome and the actual outcome.
Case 4: this case was a policy advisory project in a government department. The case contravened CCPM characteristics both in terms of its team structure and its goal. The project had a cross-functional dedicated team and a variable goal. The project involved a research component. The case is an example of a fairly recent phenomenon: project management today is applied to many undertakings that were not considered as projects in the past. Uncovering the goal was perhaps the biggest challenge of this project. This case is similar to Case 3 in terms of its goal: both cases exhibit a variable goal. The core constraint for both cases was found to be beyond the logistics of the execution process. Improving a process that expected to deliver an unknown output requires a different perspective altogether. Such projects need exploration strategies instead of exploitation techniques.
The above four cases suggest that different constraints apply for each of the four quadrants of the classification model developed in this research. The constraints are summarised as follows:
Non-dedicated team Dedicated team
Goal with fixed value Case 1: longest chain of activities Case 2: capacity of the team
Goal unit variable value Case 3: longest chain of interpretation Case 4: uncovering unknown scope
and communication
Table 1. Two by two classification of project constraints
A further case example, from the construction industry, had a non-dedicated team and a fixed goal, which indicates that CCPM should apply. They did not use CCPM however. The analysis of the case indicated that the core constraint was the longest chain of activities. This analysis was only focused on the project goal. It is worth noting that single projects are only a subset of the larger system. CCPM multi-project application attempts to prevent falling into the trap of sacrificing the global optimum (the overall organisation) for the sake of local optima (for each single project). However, in this project the attempt to identify this larger system and its owner only led us to discover that various contractors operated as independent systems with no unified goal. A key finding of this case is that unity of purpose is a prerequisite to application of CCPM. It is possible to facilitate unity of purpose using contractual agreements such as alliance contracting. Nevertheless, without unity of purpose, it is not possible to determine what the actual constraint is.
The latter case triggered further research. We conducted further theoretical analysis to uncover other prerequisites to the applicability of CCPM. Numerous assumptions would have been made when proposing CCPM. In order to manage such a broad topic, we used basic categories of concepts previously used in project management: time, scope, human resources, planning, execution, and closing. Text analysis and content analysis were used and will be presented briefly for each concept area. Discussion leads to an understanding of multiple theories in project management and broader management that contributed to CCPM assumptions. In particular, these theories define the project-related concepts to which TOC is applied. Some of these theories have contextual implications while others may have a broader range of applicability. The presentation concludes by suggesting five prerequisites to applicability of CCPM: urgency, logicality, nature of the workflow, arrangement of human resources, and unity of purpose.
Reference: Goldratt, E. M. (2009). Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example. Gestão & Produção, 16(3), 333-343. doi: 10.1590/s0104-530x2009000300002 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1684 |
Conference Proceedings |
Mabin, Vicky |
Constraint classification for projects |
2015 |
Cape Town, SA |
This presentation discusses the findings of recent research that stands on the shoulders of a giant: Critical chain project management (CCPM), and re-examines CCPM's assumptions. CCPM assumptions were first extracted from literature analysis, complemented by text mining of a comprehensive CCPM database using NVivo and Leximancer software, and then tested against empirical data based on 10 case studies from a diverse range of industries. Theoretical and empirical investigation revealed several faulty assumptions underpinning CCPM, the core assumption being that projects are one type of operation. This faulty assumption resulted in defining the core constraint as the longest chain of activities and assuming this chain defines the project duration. However, in reality, projects are diverse and display all types of processes seen in operations. Subsequent analysis led to a 2x2 model that classifies projects according to their throughput value and team type and predicts their constraints. A sample project in each quadrant is provided to illustrate where CCPM applies and where it does not, and which TOC tools could be used. The presentation concludes by suggesting five prerequisites to applicability of CCPM: fixed value throughput, sequential workflow, non-dedicated team, unity of purpose, and urgency. |
This presentation discusses the findings of recent research that explores extending the application of TOC to the broader realm of project management. The existing TOC application to project management, critical chain project management (CCPM), has been a controversial topic.
On the one hand, CCPM has been praised as being the direction for 21st century project management and on the other hand it has been criticised for its lack of applicability to all projects. Neither side of this debate has made an attempt to define a clear boundary for CCPM applicability.
As a result, major improvements achieved through CCPM application have been underappreciated, due to not being generalizable, by the broader project management community. This research set out to explore and articulate the boundaries of CCPM's applicability. According to Goldratt (2009, p. 336) ""Application makes assumptions (sometimes hidden assumptions) about the environment. We should not expect an application to work in environments for which its assumptions are not valid.”
Exploring why and how an application works in a given context, requires in-depth analysis of both the application and the context. Therefore, a comprehensive theoretical analysis of over 600 published papers in CCPM was used to extract CCPM assumptions. In addition, a research study based on 10 cases provided insights into a diverse world of project management contexts, from industries such as construction, software, service, policy making, and filmmaking.
TOC suggests focusing on the core constraint as the leverage point in any system. The core constraint is what prevents the system from achieving more of its goal. CCPM specifically suggests that the core constraint in every single project is the longest chain of activities. How did CCPM arrive at this very specific definition of the constraint? What assumptions were made about the goal of a project and how it is achieved? The CCPM literature implies that a project's goal has a predefined and fixed value which is set at the beginning of the project. This definition assumes that the throughput rate in the project can only increase if the duration of the project is reduced. While several projects in the case study research did exhibit this characteristic, there were also projects in which achieving more of the goal within the same project was possible. For this latter group, the value of the goal was variable and thereby the rate of throughput was not merely a derivative of duration.
In addition to looking at what the goal is, we also investigated what accelerates or decelerates achievement of the goal. In production, the bottleneck determines the rate of throughput. VATI analysis suggests locating the bottleneck based on workflow. Given the fact that projects are more diverse than plant types in production, it seems that the diversity of workflow in projects has been overlooked by CCPM. In particular, the driving force for achieving the goal is human resources. While machines and their locations define the workflow in a manufacturing plant, project workflow is defined by the availability or arrangement of human resources and how they interact. CCPM literature highly emphasises the relay race concept. This metaphor depicts a sequence of passing a baton. In some of our case projects the baton (the project) was sequentially passed between different trades or different people with specific skills. However, there were also projects executed by dedicated cross-functional teams for which the relay race seems to be irrelevant.
Therefore, we conclude that projects can be classified based on the above characteristics into two dimensions. One dimension divides projects according to the value of their goal: namely into variable and fixed goals. Another dimension splits projects according to the arrangement of human resources: i.e. into dedicated versus non-dedicated teams. This model is demonstrated in this presentation.
In order to exhibit how the constraint can change in each quadrant of the above model, one CCPM case along with four other cases were explored in further detail. Examples will be presented using two TOC thinking processes: goal tree and current reality tree. Example cases are as follows:
Case 1: A software development project with a fixed value for its goal that was executed by a non-dedicated team. The project was internal, and the goal could have had variable value. However, chunking and iteration enabled defining a measurable and precise goal with the fixed value at the beginning of each sub-project. This process facilitated effective application of CCPM.
Case 2: Another software development project used the Waterfall method and then shifted to using Scrum. The project was bound by a contractual agreement and thereby had a fixed value for its goal. However, unlike the CCPM case, it was executed by a dedicated team. The structure of the team in this project differed from the structure of the CCPM project. An interesting finding of this case was that a dedicated team with cross-functional team members can manage variability without a time buffer. Daily stand ups played the role of both drum and rope; it provided a daily adjustment that allowed the team to move forward at the same pace. Cross-functional team members can offer each other help and thereby reduce variability in the project. The project team on a daily basis discussed the status of their work and every negative variability was absorbed by a positive variability. The case clearly shows that dedicated cross-functional team members do not pass the baton; rather they carry it together to the end. The rate of throughput is defined by the capacity of the entire team.
Case 3: this was a web development/service project. The project was an internal project with no contractual agreement. The project team aimed at getting the best possible output in terms of quality, content, usability and usefulness with resources that they had. As such the project had a variable goal that could increase or decrease within the same project. The project was executed by a non-dedicated team, each member of which had a specific role and was responsible only for specific types of tasks. Therefore, this project was similar in terms of its team structure to the CCPM case. However, not in terms of its goal. One observation in this case was that since the team was not dedicated to the project, buffer management was required to manage the sequential process and avoid waiting times. However, since the goal was variable, the throughput of the system was not driven by duration. Constraint analysis using a goal tree and current reality tree indicated the core constraint in this project was, in fact, a chain of interpretation and communication. This chain of interpretation increased the gap between the ideal outcome and the actual outcome.
Case 4: this case was a policy advisory project in a government department. The case contravened CCPM characteristics both in terms of its team structure and its goal. The project had a cross-functional dedicated team and a variable goal. The project involved a research component. The case is an example of a fairly recent phenomenon: project management today is applied to many undertakings that were not considered as projects in the past. Uncovering the goal was perhaps the biggest challenge of this project. This case is similar to Case 3 in terms of its goal: both cases exhibit a variable goal. The core constraint for both cases was found to be beyond the logistics of the execution process. Improving a process that expected to deliver an unknown output requires a different perspective altogether. Such projects need exploration strategies instead of exploitation techniques.
The above four cases suggest that different constraints apply for each of the four quadrants of the classification model developed in this research. The constraints are summarised as follows:
Non-dedicated team Dedicated team
Goal with fixed value Case 1: longest chain of activities Case 2: capacity of the team
Goal unit variable value Case 3: longest chain of interpretation Case 4: uncovering unknown scope
and communication
Table 1. Two by two classification of project constraints
A further case example, from the construction industry, had a non-dedicated team and a fixed goal, which indicates that CCPM should apply. They did not use CCPM however. The analysis of the case indicated that the core constraint was the longest chain of activities. This analysis was only focused on the project goal. It is worth noting that single projects are only a subset of the larger system. CCPM multi-project application attempts to prevent falling into the trap of sacrificing the global optimum (the overall organisation) for the sake of local optima (for each single project). However, in this project the attempt to identify this larger system and its owner only led us to discover that various contractors operated as independent systems with no unified goal. A key finding of this case is that unity of purpose is a prerequisite to application of CCPM. It is possible to facilitate unity of purpose using contractual agreements such as alliance contracting. Nevertheless, without unity of purpose, it is not possible to determine what the actual constraint is.
The latter case triggered further research. We conducted further theoretical analysis to uncover other prerequisites to the applicability of CCPM. Numerous assumptions would have been made when proposing CCPM. In order to manage such a broad topic, we used basic categories of concepts previously used in project management: time, scope, human resources, planning, execution, and closing. Text analysis and content analysis were used and will be presented briefly for each concept area. Discussion leads to an understanding of multiple theories in project management and broader management that contributed to CCPM assumptions. In particular, these theories define the project-related concepts to which TOC is applied. Some of these theories have contextual implications while others may have a broader range of applicability. The presentation concludes by suggesting five prerequisites to applicability of CCPM: urgency, logicality, nature of the workflow, arrangement of human resources, and unity of purpose.
Reference: Goldratt, E. M. (2009). Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example. Gestão & Produção, 16(3), 333-343. doi: 10.1590/s0104-530x2009000300002 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1685 |
Conference Proceedings |
Sheffield, Jim |
Constraint classification for projects |
2015 |
Cape Town, SA |
This presentation discusses the findings of recent research that stands on the shoulders of a giant: Critical chain project management (CCPM), and re-examines CCPM's assumptions. CCPM assumptions were first extracted from literature analysis, complemented by text mining of a comprehensive CCPM database using NVivo and Leximancer software, and then tested against empirical data based on 10 case studies from a diverse range of industries. Theoretical and empirical investigation revealed several faulty assumptions underpinning CCPM, the core assumption being that projects are one type of operation. This faulty assumption resulted in defining the core constraint as the longest chain of activities and assuming this chain defines the project duration. However, in reality, projects are diverse and display all types of processes seen in operations. Subsequent analysis led to a 2x2 model that classifies projects according to their throughput value and team type and predicts their constraints. A sample project in each quadrant is provided to illustrate where CCPM applies and where it does not, and which TOC tools could be used. The presentation concludes by suggesting five prerequisites to applicability of CCPM: fixed value throughput, sequential workflow, non-dedicated team, unity of purpose, and urgency. |
This presentation discusses the findings of recent research that explores extending the application of TOC to the broader realm of project management. The existing TOC application to project management, critical chain project management (CCPM), has been a controversial topic.
On the one hand, CCPM has been praised as being the direction for 21st century project management and on the other hand it has been criticised for its lack of applicability to all projects. Neither side of this debate has made an attempt to define a clear boundary for CCPM applicability.
As a result, major improvements achieved through CCPM application have been underappreciated, due to not being generalizable, by the broader project management community. This research set out to explore and articulate the boundaries of CCPM's applicability. According to Goldratt (2009, p. 336) ""Application makes assumptions (sometimes hidden assumptions) about the environment. We should not expect an application to work in environments for which its assumptions are not valid.”
Exploring why and how an application works in a given context, requires in-depth analysis of both the application and the context. Therefore, a comprehensive theoretical analysis of over 600 published papers in CCPM was used to extract CCPM assumptions. In addition, a research study based on 10 cases provided insights into a diverse world of project management contexts, from industries such as construction, software, service, policy making, and filmmaking.
TOC suggests focusing on the core constraint as the leverage point in any system. The core constraint is what prevents the system from achieving more of its goal. CCPM specifically suggests that the core constraint in every single project is the longest chain of activities. How did CCPM arrive at this very specific definition of the constraint? What assumptions were made about the goal of a project and how it is achieved? The CCPM literature implies that a project's goal has a predefined and fixed value which is set at the beginning of the project. This definition assumes that the throughput rate in the project can only increase if the duration of the project is reduced. While several projects in the case study research did exhibit this characteristic, there were also projects in which achieving more of the goal within the same project was possible. For this latter group, the value of the goal was variable and thereby the rate of throughput was not merely a derivative of duration.
In addition to looking at what the goal is, we also investigated what accelerates or decelerates achievement of the goal. In production, the bottleneck determines the rate of throughput. VATI analysis suggests locating the bottleneck based on workflow. Given the fact that projects are more diverse than plant types in production, it seems that the diversity of workflow in projects has been overlooked by CCPM. In particular, the driving force for achieving the goal is human resources. While machines and their locations define the workflow in a manufacturing plant, project workflow is defined by the availability or arrangement of human resources and how they interact. CCPM literature highly emphasises the relay race concept. This metaphor depicts a sequence of passing a baton. In some of our case projects the baton (the project) was sequentially passed between different trades or different people with specific skills. However, there were also projects executed by dedicated cross-functional teams for which the relay race seems to be irrelevant.
Therefore, we conclude that projects can be classified based on the above characteristics into two dimensions. One dimension divides projects according to the value of their goal: namely into variable and fixed goals. Another dimension splits projects according to the arrangement of human resources: i.e. into dedicated versus non-dedicated teams. This model is demonstrated in this presentation.
In order to exhibit how the constraint can change in each quadrant of the above model, one CCPM case along with four other cases were explored in further detail. Examples will be presented using two TOC thinking processes: goal tree and current reality tree. Example cases are as follows:
Case 1: A software development project with a fixed value for its goal that was executed by a non-dedicated team. The project was internal, and the goal could have had variable value. However, chunking and iteration enabled defining a measurable and precise goal with the fixed value at the beginning of each sub-project. This process facilitated effective application of CCPM.
Case 2: Another software development project used the Waterfall method and then shifted to using Scrum. The project was bound by a contractual agreement and thereby had a fixed value for its goal. However, unlike the CCPM case, it was executed by a dedicated team. The structure of the team in this project differed from the structure of the CCPM project. An interesting finding of this case was that a dedicated team with cross-functional team members can manage variability without a time buffer. Daily stand ups played the role of both drum and rope; it provided a daily adjustment that allowed the team to move forward at the same pace. Cross-functional team members can offer each other help and thereby reduce variability in the project. The project team on a daily basis discussed the status of their work and every negative variability was absorbed by a positive variability. The case clearly shows that dedicated cross-functional team members do not pass the baton; rather they carry it together to the end. The rate of throughput is defined by the capacity of the entire team.
Case 3: this was a web development/service project. The project was an internal project with no contractual agreement. The project team aimed at getting the best possible output in terms of quality, content, usability and usefulness with resources that they had. As such the project had a variable goal that could increase or decrease within the same project. The project was executed by a non-dedicated team, each member of which had a specific role and was responsible only for specific types of tasks. Therefore, this project was similar in terms of its team structure to the CCPM case. However, not in terms of its goal. One observation in this case was that since the team was not dedicated to the project, buffer management was required to manage the sequential process and avoid waiting times. However, since the goal was variable, the throughput of the system was not driven by duration. Constraint analysis using a goal tree and current reality tree indicated the core constraint in this project was, in fact, a chain of interpretation and communication. This chain of interpretation increased the gap between the ideal outcome and the actual outcome.
Case 4: this case was a policy advisory project in a government department. The case contravened CCPM characteristics both in terms of its team structure and its goal. The project had a cross-functional dedicated team and a variable goal. The project involved a research component. The case is an example of a fairly recent phenomenon: project management today is applied to many undertakings that were not considered as projects in the past. Uncovering the goal was perhaps the biggest challenge of this project. This case is similar to Case 3 in terms of its goal: both cases exhibit a variable goal. The core constraint for both cases was found to be beyond the logistics of the execution process. Improving a process that expected to deliver an unknown output requires a different perspective altogether. Such projects need exploration strategies instead of exploitation techniques.
The above four cases suggest that different constraints apply for each of the four quadrants of the classification model developed in this research. The constraints are summarised as follows:
Non-dedicated team Dedicated team
Goal with fixed value Case 1: longest chain of activities Case 2: capacity of the team
Goal unit variable value Case 3: longest chain of interpretation Case 4: uncovering unknown scope
and communication
Table 1. Two by two classification of project constraints
A further case example, from the construction industry, had a non-dedicated team and a fixed goal, which indicates that CCPM should apply. They did not use CCPM however. The analysis of the case indicated that the core constraint was the longest chain of activities. This analysis was only focused on the project goal. It is worth noting that single projects are only a subset of the larger system. CCPM multi-project application attempts to prevent falling into the trap of sacrificing the global optimum (the overall organisation) for the sake of local optima (for each single project). However, in this project the attempt to identify this larger system and its owner only led us to discover that various contractors operated as independent systems with no unified goal. A key finding of this case is that unity of purpose is a prerequisite to application of CCPM. It is possible to facilitate unity of purpose using contractual agreements such as alliance contracting. Nevertheless, without unity of purpose, it is not possible to determine what the actual constraint is.
The latter case triggered further research. We conducted further theoretical analysis to uncover other prerequisites to the applicability of CCPM. Numerous assumptions would have been made when proposing CCPM. In order to manage such a broad topic, we used basic categories of concepts previously used in project management: time, scope, human resources, planning, execution, and closing. Text analysis and content analysis were used and will be presented briefly for each concept area. Discussion leads to an understanding of multiple theories in project management and broader management that contributed to CCPM assumptions. In particular, these theories define the project-related concepts to which TOC is applied. Some of these theories have contextual implications while others may have a broader range of applicability. The presentation concludes by suggesting five prerequisites to applicability of CCPM: urgency, logicality, nature of the workflow, arrangement of human resources, and unity of purpose.
Reference: Goldratt, E. M. (2009). Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example. Gestão & Produção, 16(3), 333-343. doi: 10.1590/s0104-530x2009000300002 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1686 |
Conference Proceedings |
|
Constraint classification for projects |
2015 |
Cape Town, SA |
This presentation discusses the findings of recent research that stands on the shoulders of a giant: Critical chain project management (CCPM), and re-examines CCPM's assumptions. CCPM assumptions were first extracted from literature analysis, complemented by text mining of a comprehensive CCPM database using NVivo and Leximancer software, and then tested against empirical data based on 10 case studies from a diverse range of industries. Theoretical and empirical investigation revealed several faulty assumptions underpinning CCPM, the core assumption being that projects are one type of operation. This faulty assumption resulted in defining the core constraint as the longest chain of activities and assuming this chain defines the project duration. However, in reality, projects are diverse and display all types of processes seen in operations. Subsequent analysis led to a 2x2 model that classifies projects according to their throughput value and team type and predicts their constraints. A sample project in each quadrant is provided to illustrate where CCPM applies and where it does not, and which TOC tools could be used. The presentation concludes by suggesting five prerequisites to applicability of CCPM: fixed value throughput, sequential workflow, non-dedicated team, unity of purpose, and urgency. |
This presentation discusses the findings of recent research that explores extending the application of TOC to the broader realm of project management. The existing TOC application to project management, critical chain project management (CCPM), has been a controversial topic.
On the one hand, CCPM has been praised as being the direction for 21st century project management and on the other hand it has been criticised for its lack of applicability to all projects. Neither side of this debate has made an attempt to define a clear boundary for CCPM applicability.
As a result, major improvements achieved through CCPM application have been underappreciated, due to not being generalizable, by the broader project management community. This research set out to explore and articulate the boundaries of CCPM's applicability. According to Goldratt (2009, p. 336) ""Application makes assumptions (sometimes hidden assumptions) about the environment. We should not expect an application to work in environments for which its assumptions are not valid.”
Exploring why and how an application works in a given context, requires in-depth analysis of both the application and the context. Therefore, a comprehensive theoretical analysis of over 600 published papers in CCPM was used to extract CCPM assumptions. In addition, a research study based on 10 cases provided insights into a diverse world of project management contexts, from industries such as construction, software, service, policy making, and filmmaking.
TOC suggests focusing on the core constraint as the leverage point in any system. The core constraint is what prevents the system from achieving more of its goal. CCPM specifically suggests that the core constraint in every single project is the longest chain of activities. How did CCPM arrive at this very specific definition of the constraint? What assumptions were made about the goal of a project and how it is achieved? The CCPM literature implies that a project's goal has a predefined and fixed value which is set at the beginning of the project. This definition assumes that the throughput rate in the project can only increase if the duration of the project is reduced. While several projects in the case study research did exhibit this characteristic, there were also projects in which achieving more of the goal within the same project was possible. For this latter group, the value of the goal was variable and thereby the rate of throughput was not merely a derivative of duration.
In addition to looking at what the goal is, we also investigated what accelerates or decelerates achievement of the goal. In production, the bottleneck determines the rate of throughput. VATI analysis suggests locating the bottleneck based on workflow. Given the fact that projects are more diverse than plant types in production, it seems that the diversity of workflow in projects has been overlooked by CCPM. In particular, the driving force for achieving the goal is human resources. While machines and their locations define the workflow in a manufacturing plant, project workflow is defined by the availability or arrangement of human resources and how they interact. CCPM literature highly emphasises the relay race concept. This metaphor depicts a sequence of passing a baton. In some of our case projects the baton (the project) was sequentially passed between different trades or different people with specific skills. However, there were also projects executed by dedicated cross-functional teams for which the relay race seems to be irrelevant.
Therefore, we conclude that projects can be classified based on the above characteristics into two dimensions. One dimension divides projects according to the value of their goal: namely into variable and fixed goals. Another dimension splits projects according to the arrangement of human resources: i.e. into dedicated versus non-dedicated teams. This model is demonstrated in this presentation.
In order to exhibit how the constraint can change in each quadrant of the above model, one CCPM case along with four other cases were explored in further detail. Examples will be presented using two TOC thinking processes: goal tree and current reality tree. Example cases are as follows:
Case 1: A software development project with a fixed value for its goal that was executed by a non-dedicated team. The project was internal, and the goal could have had variable value. However, chunking and iteration enabled defining a measurable and precise goal with the fixed value at the beginning of each sub-project. This process facilitated effective application of CCPM.
Case 2: Another software development project used the Waterfall method and then shifted to using Scrum. The project was bound by a contractual agreement and thereby had a fixed value for its goal. However, unlike the CCPM case, it was executed by a dedicated team. The structure of the team in this project differed from the structure of the CCPM project. An interesting finding of this case was that a dedicated team with cross-functional team members can manage variability without a time buffer. Daily stand ups played the role of both drum and rope; it provided a daily adjustment that allowed the team to move forward at the same pace. Cross-functional team members can offer each other help and thereby reduce variability in the project. The project team on a daily basis discussed the status of their work and every negative variability was absorbed by a positive variability. The case clearly shows that dedicated cross-functional team members do not pass the baton; rather they carry it together to the end. The rate of throughput is defined by the capacity of the entire team.
Case 3: this was a web development/service project. The project was an internal project with no contractual agreement. The project team aimed at getting the best possible output in terms of quality, content, usability and usefulness with resources that they had. As such the project had a variable goal that could increase or decrease within the same project. The project was executed by a non-dedicated team, each member of which had a specific role and was responsible only for specific types of tasks. Therefore, this project was similar in terms of its team structure to the CCPM case. However, not in terms of its goal. One observation in this case was that since the team was not dedicated to the project, buffer management was required to manage the sequential process and avoid waiting times. However, since the goal was variable, the throughput of the system was not driven by duration. Constraint analysis using a goal tree and current reality tree indicated the core constraint in this project was, in fact, a chain of interpretation and communication. This chain of interpretation increased the gap between the ideal outcome and the actual outcome.
Case 4: this case was a policy advisory project in a government department. The case contravened CCPM characteristics both in terms of its team structure and its goal. The project had a cross-functional dedicated team and a variable goal. The project involved a research component. The case is an example of a fairly recent phenomenon: project management today is applied to many undertakings that were not considered as projects in the past. Uncovering the goal was perhaps the biggest challenge of this project. This case is similar to Case 3 in terms of its goal: both cases exhibit a variable goal. The core constraint for both cases was found to be beyond the logistics of the execution process. Improving a process that expected to deliver an unknown output requires a different perspective altogether. Such projects need exploration strategies instead of exploitation techniques.
The above four cases suggest that different constraints apply for each of the four quadrants of the classification model developed in this research. The constraints are summarised as follows:
Non-dedicated team Dedicated team
Goal with fixed value Case 1: longest chain of activities Case 2: capacity of the team
Goal unit variable value Case 3: longest chain of interpretation Case 4: uncovering unknown scope
and communication
Table 1. Two by two classification of project constraints
A further case example, from the construction industry, had a non-dedicated team and a fixed goal, which indicates that CCPM should apply. They did not use CCPM however. The analysis of the case indicated that the core constraint was the longest chain of activities. This analysis was only focused on the project goal. It is worth noting that single projects are only a subset of the larger system. CCPM multi-project application attempts to prevent falling into the trap of sacrificing the global optimum (the overall organisation) for the sake of local optima (for each single project). However, in this project the attempt to identify this larger system and its owner only led us to discover that various contractors operated as independent systems with no unified goal. A key finding of this case is that unity of purpose is a prerequisite to application of CCPM. It is possible to facilitate unity of purpose using contractual agreements such as alliance contracting. Nevertheless, without unity of purpose, it is not possible to determine what the actual constraint is.
The latter case triggered further research. We conducted further theoretical analysis to uncover other prerequisites to the applicability of CCPM. Numerous assumptions would have been made when proposing CCPM. In order to manage such a broad topic, we used basic categories of concepts previously used in project management: time, scope, human resources, planning, execution, and closing. Text analysis and content analysis were used and will be presented briefly for each concept area. Discussion leads to an understanding of multiple theories in project management and broader management that contributed to CCPM assumptions. In particular, these theories define the project-related concepts to which TOC is applied. Some of these theories have contextual implications while others may have a broader range of applicability. The presentation concludes by suggesting five prerequisites to applicability of CCPM: urgency, logicality, nature of the workflow, arrangement of human resources, and unity of purpose.
Reference: Goldratt, E. M. (2009). Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example. Gestão & Produção, 16(3), 333-343. doi: 10.1590/s0104-530x2009000300002 |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1687 |
Conference Proceedings |
Mistry, Sunil V. |
Transforming the sales force during economic slowdown |
2015 |
Cape Town, SA |
This is a case study of the transformation journey for a sales force, which primarily operated in a capacity-constrained situation for a long time, into an effective sales machine. After the build part of S&T was implemented, the availability of MTA improved to 95% plus and the Due Date Performance of MTO improved substantially with reduced lead-time. As a result there was an immediate increase in sales, and the constraint shifted from capacity to demand generation. The sales force started feeling the pressure of creating demand after a long span. Subsequently the market also tanked due to the economic depression. The initial gains were lost and in the new scenario, the company started losing market share in the face of aggressive competition. This was despite improving the supply and rolling out Inventory Turns Offer. The channel took the advantage of availability by dramatically reducing their inventory, but did not increase BBLs share of business. At this juncture a transformation journey was undertaken to build a winning sales team. It took around 24 months and perseverance from the leadership team to progress this journey. The results include: During the slowdown, the company was able to increased its market share by almost 5%; Higher Throughput due to less discounts; Dramatic improvement in the Dealers' confidence; The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression; and Much better harmony in the company thereby reducing stress levels among people. Today as we stand, there are several broken paradigms and a complete mindset change among the people of Bharat Bijlee. However, there remain challenges towards sustaining the journey, the market remains sluggish and competition remains stubborn with price being their primary weapon. Implementing the secondary way of working and replenishment amounts to changing the age-old industry practices of the market place. |
Presentation Goal: To share the journey of transformation of a sales force, which primarily operated in a capacity constrained situation for a long time, into an effective sales machine.
Material Covered in the Presentation:
• What needed to be changed?
o Laid back Sales force – Their time was primarily spent on following up with the factory and handling delivery complaints
o After TOC implementation, both availability for MTA and DDP for MTO improved dramatically increasing the sales initially without much effort
o While capacity constraint got removed and first time the Sales team came under some sales pressure, the economy went through a depression and after 11 years of continuous growth, the market tanked
o Immediate sales drop experienced and some people left the organization
o The sales force had no clue about the end customers, and they were at the mercy of the Distribution channel
o Once the availability and DDP improved, the channel took the advantage by reducing their inventory, but did not support in terms of sales increase
o In the times of economic slowdown, the Inventory Turn offer did not find many takers
• What was the intended future state?
o Global measurements based on Secondary sales
o Enabling the sales force by freeing up their time
o Replenishment based supplies to channel partners
o Regular training to the sales force
o A culture of weekly review of the lead and the lag measures
• How was the transformation accomplished?
o Inventory Turns Competitive Edge Offer to channel partners
o Measurement Alignment across the Business Enterprise
o Sales organization realignment was done
o Value offers created and sales force trained
o Secondary sales reporting was made mandatory
o Dealer Scorecards implemented with regular fortnightly interactions with the Dealers
What were the lessons learned?
• Successes
o During the slowdown, the company was able increased its share by almost 5%
o Higher Throughput due to less discounts
o Dramatic improvement in the Dealers confidence
o The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression
• Challenges & obstacles during the journey.
o Getting the sales team to change from primary to secondary market working
o Breaking away from the old measurements and paradigms i.e. primary sales to secondary sales
o Getting Dealers accept the IT offer
o Because of Over Capacity situation, the Inventory Turns offer was not very attractive
o Making sure daily Dealers communication about secondary sales
o Ensuring replenishment to Dealers |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1688 |
Conference Proceedings |
Ghoshal, Sanjay |
Transforming the sales force during economic slowdown |
2015 |
Cape Town, SA |
This is a case study of the transformation journey for a sales force, which primarily operated in a capacity-constrained situation for a long time, into an effective sales machine. After the build part of S&T was implemented, the availability of MTA improved to 95% plus and the Due Date Performance of MTO improved substantially with reduced lead-time. As a result there was an immediate increase in sales, and the constraint shifted from capacity to demand generation. The sales force started feeling the pressure of creating demand after a long span. Subsequently the market also tanked due to the economic depression. The initial gains were lost and in the new scenario, the company started losing market share in the face of aggressive competition. This was despite improving the supply and rolling out Inventory Turns Offer. The channel took the advantage of availability by dramatically reducing their inventory, but did not increase BBLs share of business. At this juncture a transformation journey was undertaken to build a winning sales team. It took around 24 months and perseverance from the leadership team to progress this journey. The results include: During the slowdown, the company was able to increased its market share by almost 5%; Higher Throughput due to less discounts; Dramatic improvement in the Dealers' confidence; The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression; and Much better harmony in the company thereby reducing stress levels among people. Today as we stand, there are several broken paradigms and a complete mindset change among the people of Bharat Bijlee. However, there remain challenges towards sustaining the journey, the market remains sluggish and competition remains stubborn with price being their primary weapon. Implementing the secondary way of working and replenishment amounts to changing the age-old industry practices of the market place. |
Presentation Goal: To share the journey of transformation of a sales force, which primarily operated in a capacity constrained situation for a long time, into an effective sales machine.
Material Covered in the Presentation:
• What needed to be changed?
o Laid back Sales force – Their time was primarily spent on following up with the factory and handling delivery complaints
o After TOC implementation, both availability for MTA and DDP for MTO improved dramatically increasing the sales initially without much effort
o While capacity constraint got removed and first time the Sales team came under some sales pressure, the economy went through a depression and after 11 years of continuous growth, the market tanked
o Immediate sales drop experienced and some people left the organization
o The sales force had no clue about the end customers, and they were at the mercy of the Distribution channel
o Once the availability and DDP improved, the channel took the advantage by reducing their inventory, but did not support in terms of sales increase
o In the times of economic slowdown, the Inventory Turn offer did not find many takers
• What was the intended future state?
o Global measurements based on Secondary sales
o Enabling the sales force by freeing up their time
o Replenishment based supplies to channel partners
o Regular training to the sales force
o A culture of weekly review of the lead and the lag measures
• How was the transformation accomplished?
o Inventory Turns Competitive Edge Offer to channel partners
o Measurement Alignment across the Business Enterprise
o Sales organization realignment was done
o Value offers created and sales force trained
o Secondary sales reporting was made mandatory
o Dealer Scorecards implemented with regular fortnightly interactions with the Dealers
What were the lessons learned?
• Successes
o During the slowdown, the company was able increased its share by almost 5%
o Higher Throughput due to less discounts
o Dramatic improvement in the Dealers confidence
o The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression
• Challenges & obstacles during the journey.
o Getting the sales team to change from primary to secondary market working
o Breaking away from the old measurements and paradigms i.e. primary sales to secondary sales
o Getting Dealers accept the IT offer
o Because of Over Capacity situation, the Inventory Turns offer was not very attractive
o Making sure daily Dealers communication about secondary sales
o Ensuring replenishment to Dealers |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1689 |
Conference Proceedings |
|
Transforming the sales force during economic slowdown |
2015 |
Cape Town, SA |
This is a case study of the transformation journey for a sales force, which primarily operated in a capacity-constrained situation for a long time, into an effective sales machine. After the build part of S&T was implemented, the availability of MTA improved to 95% plus and the Due Date Performance of MTO improved substantially with reduced lead-time. As a result there was an immediate increase in sales, and the constraint shifted from capacity to demand generation. The sales force started feeling the pressure of creating demand after a long span. Subsequently the market also tanked due to the economic depression. The initial gains were lost and in the new scenario, the company started losing market share in the face of aggressive competition. This was despite improving the supply and rolling out Inventory Turns Offer. The channel took the advantage of availability by dramatically reducing their inventory, but did not increase BBLs share of business. At this juncture a transformation journey was undertaken to build a winning sales team. It took around 24 months and perseverance from the leadership team to progress this journey. The results include: During the slowdown, the company was able to increased its market share by almost 5%; Higher Throughput due to less discounts; Dramatic improvement in the Dealers' confidence; The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression; and Much better harmony in the company thereby reducing stress levels among people. Today as we stand, there are several broken paradigms and a complete mindset change among the people of Bharat Bijlee. However, there remain challenges towards sustaining the journey, the market remains sluggish and competition remains stubborn with price being their primary weapon. Implementing the secondary way of working and replenishment amounts to changing the age-old industry practices of the market place. |
Presentation Goal: To share the journey of transformation of a sales force, which primarily operated in a capacity constrained situation for a long time, into an effective sales machine.
Material Covered in the Presentation:
• What needed to be changed?
o Laid back Sales force – Their time was primarily spent on following up with the factory and handling delivery complaints
o After TOC implementation, both availability for MTA and DDP for MTO improved dramatically increasing the sales initially without much effort
o While capacity constraint got removed and first time the Sales team came under some sales pressure, the economy went through a depression and after 11 years of continuous growth, the market tanked
o Immediate sales drop experienced and some people left the organization
o The sales force had no clue about the end customers, and they were at the mercy of the Distribution channel
o Once the availability and DDP improved, the channel took the advantage by reducing their inventory, but did not support in terms of sales increase
o In the times of economic slowdown, the Inventory Turn offer did not find many takers
• What was the intended future state?
o Global measurements based on Secondary sales
o Enabling the sales force by freeing up their time
o Replenishment based supplies to channel partners
o Regular training to the sales force
o A culture of weekly review of the lead and the lag measures
• How was the transformation accomplished?
o Inventory Turns Competitive Edge Offer to channel partners
o Measurement Alignment across the Business Enterprise
o Sales organization realignment was done
o Value offers created and sales force trained
o Secondary sales reporting was made mandatory
o Dealer Scorecards implemented with regular fortnightly interactions with the Dealers
What were the lessons learned?
• Successes
o During the slowdown, the company was able increased its share by almost 5%
o Higher Throughput due to less discounts
o Dramatic improvement in the Dealers confidence
o The receivables was brought down from more than 100 days to around 65 days – all this during a challenging situation of economic depression
• Challenges & obstacles during the journey.
o Getting the sales team to change from primary to secondary market working
o Breaking away from the old measurements and paradigms i.e. primary sales to secondary sales
o Getting Dealers accept the IT offer
o Because of Over Capacity situation, the Inventory Turns offer was not very attractive
o Making sure daily Dealers communication about secondary sales
o Ensuring replenishment to Dealers |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1690 |
Online Multimedia |
Newbold, Rob |
Stop with the buy-in! |
2015 |
|
TOC is hard to sell and when we do sell TOC, it's hard to get the benefits and lifespan we expect. Rob shows why “How do we get buy-in” is the wrong question and explains the right questions to achieve TOC implementations that work for everyone. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1691 |
Online Multimedia |
|
Stop with the buy-in! |
2015 |
|
TOC is hard to sell and when we do sell TOC, it's hard to get the benefits and lifespan we expect. Rob shows why “How do we get buy-in” is the wrong question and explains the right questions to achieve TOC implementations that work for everyone. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1692 |
Online Multimedia |
|
Stop with the buy-in! |
2015 |
|
TOC is hard to sell and when we do sell TOC, it's hard to get the benefits and lifespan we expect. Rob shows why “How do we get buy-in” is the wrong question and explains the right questions to achieve TOC implementations that work for everyone. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1693 |
Conference Proceedings |
Nimkar, Sanjeev |
Kirloskar Oil Engines Ltd.: Enabling assured one week delivery |
2015 |
Cape Town, SA |
Kirloskar Oil Engines Ltd. (KOEL) is a leading diesel engine and generator set (Gen-set) manufacturer. KOEL designs, manufactures and supplies diesel engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few loose items as a kit. The diesel engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set. All competitors could only offer delivery in over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time. But the basis of the KOEL's operations was a three-monthly rolling forecast. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times. After implementing TOC to streamline its operations, supply lead time was cut by 75%, and they are now offering guaranteed deliveries in one week. |
Kirloskar Oil Engines Ltd. (KOEL) is a leading Diesel Engine and Generator Set (Gen-set) manufacturer. KOEL designs, manufactures and supplies Diesel Engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few lose items as a kit. The Diesel Engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set.
MARKET OPPORTUNITY
Customers in the Gen-set market whether Institutional or Individual/small businesses need fast and reliable delivery. This is either because they have an immediate need or because as in the case of institutional customers, it is legally mandated. Moreover, no one wants to lock up funds earlier than necessary. All competitors offered delivery lead times of over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time.
THE CHALLENGES
Inventory was mostly held based on forecasts which were perennially unreliable. To add to this, necessity of coordinating sourcing of a large number of components from over 250 suppliers created frequent RM stock outs with serious repercussions on lead time. Frequent expediting and rescheduling on the shop floor also caused more operational issues leading to poor and fluctuating availability of FG.
At the sales end, ""Push sales” in practice at KOEL had led to high inventory in the system. The extended credit periods and discounts that had to be offered in this process had also adversely impacted cash to cash cycle and profit margins of the company.
PROJECT OBJECTIVE
Enable one week assured delivery by KOELs' G-OEMs to end customers. (The actual ""touch-time” for assembling an engine is only 2-3 days, if all the parts can be made available when required).
IMPLEMENTING TOC
The core problem: The basis of the KOEL's operations was a three-monthly rolling forecast from all G-OEMs. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times.
Solution deployed
• Manufacturing only against consumption as opposed to the forecast.
• KOEL now builds engines based on an IT enabled BPR which indicates the levels of consumption from stock of GOEMs and focuses on replenishing this stock at G-OEMs. A similar system of replenishment based on consumption was set up between KOEL & its 250 suppliers as well as G-OEMs and their suppliers to ensure timely availability of components
• Managing priorities based on BPR color indication
• The color priority on BPR dictates expediting on the shop floor. Thus, now, the availability continuously matches actual demand pattern even when demand is varying.
• Building sustainability
• All KOEL staff, suppliers, G-OEMs and logistics partners were trained to work on the new system.
OUTCOMES
With reduction in supply lead time by 75%, KOELs' G-OEMs are now offering guaranteed deliveries in one week. As more & more customers become aware of this new lead time, they are expected to change their buying behavior and result in increased sales for the client.
Additionally, as the G-OEMs were able to reduce stocks (almost 50%), the credit period offered to them was reduced (by 67%) creating an overall win-win arrangement. Similarly the component also came down inventory (as much as 75% for some items) while improving overall availability (78%-99%). This has turned the company cash positive from cash negative.
Frequent discord, between KOEL, GOEMs and suppliers, has been turned into harmony since the priority system established allows for work in a hassle free manner. Senior management now concentrates on improvement activities.
LEARNINGS
One of the key learnings while implementing TOC at KOEL was, how carefully plan the transition from the previous method of working to the TOC way, so that the company does not increase inventory or take a dip in sales during the transition. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1694 |
Conference Proceedings |
Patki, Ravindra |
Kirloskar Oil Engines Ltd.: Enabling assured one week delivery |
2015 |
Cape Town, SA |
Kirloskar Oil Engines Ltd. (KOEL) is a leading diesel engine and generator set (Gen-set) manufacturer. KOEL designs, manufactures and supplies diesel engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few loose items as a kit. The diesel engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set. All competitors could only offer delivery in over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time. But the basis of the KOEL's operations was a three-monthly rolling forecast. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times. After implementing TOC to streamline its operations, supply lead time was cut by 75%, and they are now offering guaranteed deliveries in one week. |
Kirloskar Oil Engines Ltd. (KOEL) is a leading Diesel Engine and Generator Set (Gen-set) manufacturer. KOEL designs, manufactures and supplies Diesel Engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few lose items as a kit. The Diesel Engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set.
MARKET OPPORTUNITY
Customers in the Gen-set market whether Institutional or Individual/small businesses need fast and reliable delivery. This is either because they have an immediate need or because as in the case of institutional customers, it is legally mandated. Moreover, no one wants to lock up funds earlier than necessary. All competitors offered delivery lead times of over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time.
THE CHALLENGES
Inventory was mostly held based on forecasts which were perennially unreliable. To add to this, necessity of coordinating sourcing of a large number of components from over 250 suppliers created frequent RM stock outs with serious repercussions on lead time. Frequent expediting and rescheduling on the shop floor also caused more operational issues leading to poor and fluctuating availability of FG.
At the sales end, ""Push sales” in practice at KOEL had led to high inventory in the system. The extended credit periods and discounts that had to be offered in this process had also adversely impacted cash to cash cycle and profit margins of the company.
PROJECT OBJECTIVE
Enable one week assured delivery by KOELs' G-OEMs to end customers. (The actual ""touch-time” for assembling an engine is only 2-3 days, if all the parts can be made available when required).
IMPLEMENTING TOC
The core problem: The basis of the KOEL's operations was a three-monthly rolling forecast from all G-OEMs. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times.
Solution deployed
• Manufacturing only against consumption as opposed to the forecast.
• KOEL now builds engines based on an IT enabled BPR which indicates the levels of consumption from stock of GOEMs and focuses on replenishing this stock at G-OEMs. A similar system of replenishment based on consumption was set up between KOEL & its 250 suppliers as well as G-OEMs and their suppliers to ensure timely availability of components
• Managing priorities based on BPR color indication
• The color priority on BPR dictates expediting on the shop floor. Thus, now, the availability continuously matches actual demand pattern even when demand is varying.
• Building sustainability
• All KOEL staff, suppliers, G-OEMs and logistics partners were trained to work on the new system.
OUTCOMES
With reduction in supply lead time by 75%, KOELs' G-OEMs are now offering guaranteed deliveries in one week. As more & more customers become aware of this new lead time, they are expected to change their buying behavior and result in increased sales for the client.
Additionally, as the G-OEMs were able to reduce stocks (almost 50%), the credit period offered to them was reduced (by 67%) creating an overall win-win arrangement. Similarly the component also came down inventory (as much as 75% for some items) while improving overall availability (78%-99%). This has turned the company cash positive from cash negative.
Frequent discord, between KOEL, GOEMs and suppliers, has been turned into harmony since the priority system established allows for work in a hassle free manner. Senior management now concentrates on improvement activities.
LEARNINGS
One of the key learnings while implementing TOC at KOEL was, how carefully plan the transition from the previous method of working to the TOC way, so that the company does not increase inventory or take a dip in sales during the transition. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1695 |
Conference Proceedings |
|
Kirloskar Oil Engines Ltd.: Enabling assured one week delivery |
2015 |
Cape Town, SA |
Kirloskar Oil Engines Ltd. (KOEL) is a leading diesel engine and generator set (Gen-set) manufacturer. KOEL designs, manufactures and supplies diesel engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few loose items as a kit. The diesel engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set. All competitors could only offer delivery in over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time. But the basis of the KOEL's operations was a three-monthly rolling forecast. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times. After implementing TOC to streamline its operations, supply lead time was cut by 75%, and they are now offering guaranteed deliveries in one week. |
Kirloskar Oil Engines Ltd. (KOEL) is a leading Diesel Engine and Generator Set (Gen-set) manufacturer. KOEL designs, manufactures and supplies Diesel Engines, which is at the heart of Gen-sets, to eleven integration partners called G-OEMs, along with a few lose items as a kit. The Diesel Engine kit is then integrated with other components, sourced by G-OEMs in designs specified by KOEL, to produce a Gen-set.
MARKET OPPORTUNITY
Customers in the Gen-set market whether Institutional or Individual/small businesses need fast and reliable delivery. This is either because they have an immediate need or because as in the case of institutional customers, it is legally mandated. Moreover, no one wants to lock up funds earlier than necessary. All competitors offered delivery lead times of over 4 -6 weeks. Therefore there was an opportunity in the market to create a decisive competitive advantage by offering a shorter and predictable lead time.
THE CHALLENGES
Inventory was mostly held based on forecasts which were perennially unreliable. To add to this, necessity of coordinating sourcing of a large number of components from over 250 suppliers created frequent RM stock outs with serious repercussions on lead time. Frequent expediting and rescheduling on the shop floor also caused more operational issues leading to poor and fluctuating availability of FG.
At the sales end, ""Push sales” in practice at KOEL had led to high inventory in the system. The extended credit periods and discounts that had to be offered in this process had also adversely impacted cash to cash cycle and profit margins of the company.
PROJECT OBJECTIVE
Enable one week assured delivery by KOELs' G-OEMs to end customers. (The actual ""touch-time” for assembling an engine is only 2-3 days, if all the parts can be made available when required).
IMPLEMENTING TOC
The core problem: The basis of the KOEL's operations was a three-monthly rolling forecast from all G-OEMs. Procuring and producing as per these forecasts resulted in mismatched components, and large and variable lead times.
Solution deployed
• Manufacturing only against consumption as opposed to the forecast.
• KOEL now builds engines based on an IT enabled BPR which indicates the levels of consumption from stock of GOEMs and focuses on replenishing this stock at G-OEMs. A similar system of replenishment based on consumption was set up between KOEL & its 250 suppliers as well as G-OEMs and their suppliers to ensure timely availability of components
• Managing priorities based on BPR color indication
• The color priority on BPR dictates expediting on the shop floor. Thus, now, the availability continuously matches actual demand pattern even when demand is varying.
• Building sustainability
• All KOEL staff, suppliers, G-OEMs and logistics partners were trained to work on the new system.
OUTCOMES
With reduction in supply lead time by 75%, KOELs' G-OEMs are now offering guaranteed deliveries in one week. As more & more customers become aware of this new lead time, they are expected to change their buying behavior and result in increased sales for the client.
Additionally, as the G-OEMs were able to reduce stocks (almost 50%), the credit period offered to them was reduced (by 67%) creating an overall win-win arrangement. Similarly the component also came down inventory (as much as 75% for some items) while improving overall availability (78%-99%). This has turned the company cash positive from cash negative.
Frequent discord, between KOEL, GOEMs and suppliers, has been turned into harmony since the priority system established allows for work in a hassle free manner. Senior management now concentrates on improvement activities.
LEARNINGS
One of the key learnings while implementing TOC at KOEL was, how carefully plan the transition from the previous method of working to the TOC way, so that the company does not increase inventory or take a dip in sales during the transition. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1696 |
Conference Proceedings |
Patrick, Duncan |
Combining replenishment, complex BOMs and seasonality |
2015 |
Cape Town, SA |
A particularly challenging environment to implement the TOC distribution solution is manufacturing environments where there is a high degree of demand seasonality coupled with complex bills of material (BOM) structures. Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished goods demand through the BOM to the expected seasonal change in the raw material and component demand. This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where a raw material is in the BOM of hundreds of finished goods, and where the FG seasonal adjustment and dates all differ. |
The TOC Distribution Solution has a wide application to many different situations. Not only does it provide the direction to better manage the ‘downstream' supply chain (from the plant down through the retail chain) it also has tremendous application in the ‘upstream' supply chain (within the plant and from supplier to supplier). The TOC Distribution Solution also has a variety of ways to refer to it: from continuous replenishment, to pull replenishment, to consumption driven replenishment, to demand driven replenishment. What is common about these ways to refer to the solution is that they are all demand or pull based – the signal to replenishment is based on usage. Furthermore, embedded in the solution is the process to size inventory targets and then adjust these targets as actual consumption or re-supply times occur differently than expected. At the highest level, when the on hand inventory spends too much time in the red or green zone of the inventory buffer, a signal to adjust the buffer target is created.
Within the TOC community, many different approaches to translating the Distribution Solution into practical mechanisms have emerged. There are a variety of approaches to both (1) buffer target sizing – which factors to consider and how to size and use the three zones; and to (2) buffer target resizing – when and by how much to change the buffer target. The original concept of sizing a buffer target with three zones of equal size and adjusting by one third have been replaced with much more ‘applicable' approaches.
A particularly challenging environment to implement Demand Driven Replenishment (our preferred name) is manufacturing environments where there is a high degree of demand seasonality coupled with complex Bill of Material (BOM) structures (typically A plants). Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished good demand through the BOM to the expected seasonal change in the raw material and component demand. This is often complicated further as the number of seasons per year increase (3+) and the number of part #s increase (2,000 active finished goods made from 20,000 raw materials and components).
This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where one raw material is in the BOM of well over 100 finished goods, where the FG seasonal adjustment and dates all differ. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1697 |
Conference Proceedings |
Milroy, Peter |
Combining replenishment, complex BOMs and seasonality |
2015 |
Cape Town, SA |
A particularly challenging environment to implement the TOC distribution solution is manufacturing environments where there is a high degree of demand seasonality coupled with complex bills of material (BOM) structures. Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished goods demand through the BOM to the expected seasonal change in the raw material and component demand. This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where a raw material is in the BOM of hundreds of finished goods, and where the FG seasonal adjustment and dates all differ. |
The TOC Distribution Solution has a wide application to many different situations. Not only does it provide the direction to better manage the ‘downstream' supply chain (from the plant down through the retail chain) it also has tremendous application in the ‘upstream' supply chain (within the plant and from supplier to supplier). The TOC Distribution Solution also has a variety of ways to refer to it: from continuous replenishment, to pull replenishment, to consumption driven replenishment, to demand driven replenishment. What is common about these ways to refer to the solution is that they are all demand or pull based – the signal to replenishment is based on usage. Furthermore, embedded in the solution is the process to size inventory targets and then adjust these targets as actual consumption or re-supply times occur differently than expected. At the highest level, when the on hand inventory spends too much time in the red or green zone of the inventory buffer, a signal to adjust the buffer target is created.
Within the TOC community, many different approaches to translating the Distribution Solution into practical mechanisms have emerged. There are a variety of approaches to both (1) buffer target sizing – which factors to consider and how to size and use the three zones; and to (2) buffer target resizing – when and by how much to change the buffer target. The original concept of sizing a buffer target with three zones of equal size and adjusting by one third have been replaced with much more ‘applicable' approaches.
A particularly challenging environment to implement Demand Driven Replenishment (our preferred name) is manufacturing environments where there is a high degree of demand seasonality coupled with complex Bill of Material (BOM) structures (typically A plants). Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished good demand through the BOM to the expected seasonal change in the raw material and component demand. This is often complicated further as the number of seasons per year increase (3+) and the number of part #s increase (2,000 active finished goods made from 20,000 raw materials and components).
This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where one raw material is in the BOM of well over 100 finished goods, where the FG seasonal adjustment and dates all differ. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1698 |
Conference Proceedings |
|
Combining replenishment, complex BOMs and seasonality |
2015 |
Cape Town, SA |
A particularly challenging environment to implement the TOC distribution solution is manufacturing environments where there is a high degree of demand seasonality coupled with complex bills of material (BOM) structures. Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished goods demand through the BOM to the expected seasonal change in the raw material and component demand. This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where a raw material is in the BOM of hundreds of finished goods, and where the FG seasonal adjustment and dates all differ. |
The TOC Distribution Solution has a wide application to many different situations. Not only does it provide the direction to better manage the ‘downstream' supply chain (from the plant down through the retail chain) it also has tremendous application in the ‘upstream' supply chain (within the plant and from supplier to supplier). The TOC Distribution Solution also has a variety of ways to refer to it: from continuous replenishment, to pull replenishment, to consumption driven replenishment, to demand driven replenishment. What is common about these ways to refer to the solution is that they are all demand or pull based – the signal to replenishment is based on usage. Furthermore, embedded in the solution is the process to size inventory targets and then adjust these targets as actual consumption or re-supply times occur differently than expected. At the highest level, when the on hand inventory spends too much time in the red or green zone of the inventory buffer, a signal to adjust the buffer target is created.
Within the TOC community, many different approaches to translating the Distribution Solution into practical mechanisms have emerged. There are a variety of approaches to both (1) buffer target sizing – which factors to consider and how to size and use the three zones; and to (2) buffer target resizing – when and by how much to change the buffer target. The original concept of sizing a buffer target with three zones of equal size and adjusting by one third have been replaced with much more ‘applicable' approaches.
A particularly challenging environment to implement Demand Driven Replenishment (our preferred name) is manufacturing environments where there is a high degree of demand seasonality coupled with complex Bill of Material (BOM) structures (typically A plants). Seasonal environments require adjustments to the buffer targets in advance of actual consumption. Complex BOM structure environments require the ability to link the expected seasonal change in the finished good demand through the BOM to the expected seasonal change in the raw material and component demand. This is often complicated further as the number of seasons per year increase (3+) and the number of part #s increase (2,000 active finished goods made from 20,000 raw materials and components).
This presentation will briefly describe the environment and the problem and then lead the participants through the thought processes we went through in designing and implementing the solution. From realizing that a finished good part requires multiple buffer targets with Effectivity Dates (EDs) to solving the problem where one raw material is in the BOM of well over 100 finished goods, where the FG seasonal adjustment and dates all differ. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1699 |
Conference Proceedings |
Ronen, Boaz |
Transforming software development in IT Divisions: The TOC way |
2015 |
Cape Town, SA |
This workshop will demonstrate how to achieve a transformation in software development processes in organizations using TOC principles. Succeeding in transforming the IT managerial aspects turns into a significant increase in the organization's value for its stakeholders via significant improvement of the IT development function. The IT transformation methodology will be depicted along with the related tools and the implementation rationale. |
The survival of Service Organizations relies heavily on the responsive development and maintenance of software solutions. As a result, requirements for software development resources in organizations exceed the available development capacity by more than 200%. The TOC way to handle this gap is not by adding more resources, but rather by better management of these permanent bottlenecks – ""achieving more with the existing resources"".
Organizations obviously cannot afford having too many software developers nor can they afford devoting much larger budgets for IT costs. On the other hand, an ability to develop software solutions with higher throughput rates and in shorter lead times translates directly into an increase in the organization's value to its stakeholders.
In this workshop we will present a proven transformation methodology for achieving more software solutions with the existing IT resources, along with TOC lines. The methodology adapts the generic principles of TOC to the unique and complicated environment of software development management.
We will start with discussing the importance of the transformation process for the achievement of the IT divisions' goal and their Key Performance Indicators (KPIs). The specific permanent bottlenecks of IT organizations will be identified and discussed along with the typical problems associated with their management. The fact that software development resources are permanent bottlenecks means that the requests for software solutions will be only partially met.
In order to better exploit these permanent bottlenecks of IT divisions, the methodology suggest a two-fold solution:
• Reducing the ""garbage times"" of the IT experts by using remedies out of a toolbox for fighting the un-effective time. Foremost of which is the adherence to the principle of the complete kit in the development processes.
• Prioritizing software solution to be developed according their specific value to the organization using proven tools known as the Focusing Table and the Focusing Matrix. The use of GDM (Global Decision Making) methodology for project portfolio selection will be discussed.
• Subordinating the rest of the system to the constraint will then be demonstrated by the DBR-related Tactical Gating (TG) mechanism. This mechanism of controlled release of tasks to the system will be shown to be a most effective way for achieving short lead times as well as improved throughputs.
Moreover, it will be shown that TG has two equally important elements:
• Controlled release of projects to the systems according to the High-Level Tactical Gating (HLTG) mechanism.
• Controlled release of development tasks to individual developers according to the Low-Level Tactical Gating (LLTG) mechanism.
• Elevation of the constraint will be proven to be possible through the use of offload mechanisms.
How a successful transformation translates into a significant increase in its stakeholders' value will be verified. Also, several real life case studies will be discussed.
Finally, we will stress the importance of a robust implementation routine. It is crucial for the acceptance of the transformation processes in this unique managerial environment. Methods of ensuring the sustainability of the transformation benefits will be deliberated. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1700 |
Conference Proceedings |
Pass, Shimeon |
Transforming software development in IT Divisions: The TOC way |
2015 |
Cape Town, SA |
This workshop will demonstrate how to achieve a transformation in software development processes in organizations using TOC principles. Succeeding in transforming the IT managerial aspects turns into a significant increase in the organization's value for its stakeholders via significant improvement of the IT development function. The IT transformation methodology will be depicted along with the related tools and the implementation rationale. |
The survival of Service Organizations relies heavily on the responsive development and maintenance of software solutions. As a result, requirements for software development resources in organizations exceed the available development capacity by more than 200%. The TOC way to handle this gap is not by adding more resources, but rather by better management of these permanent bottlenecks – ""achieving more with the existing resources"".
Organizations obviously cannot afford having too many software developers nor can they afford devoting much larger budgets for IT costs. On the other hand, an ability to develop software solutions with higher throughput rates and in shorter lead times translates directly into an increase in the organization's value to its stakeholders.
In this workshop we will present a proven transformation methodology for achieving more software solutions with the existing IT resources, along with TOC lines. The methodology adapts the generic principles of TOC to the unique and complicated environment of software development management.
We will start with discussing the importance of the transformation process for the achievement of the IT divisions' goal and their Key Performance Indicators (KPIs). The specific permanent bottlenecks of IT organizations will be identified and discussed along with the typical problems associated with their management. The fact that software development resources are permanent bottlenecks means that the requests for software solutions will be only partially met.
In order to better exploit these permanent bottlenecks of IT divisions, the methodology suggest a two-fold solution:
• Reducing the ""garbage times"" of the IT experts by using remedies out of a toolbox for fighting the un-effective time. Foremost of which is the adherence to the principle of the complete kit in the development processes.
• Prioritizing software solution to be developed according their specific value to the organization using proven tools known as the Focusing Table and the Focusing Matrix. The use of GDM (Global Decision Making) methodology for project portfolio selection will be discussed.
• Subordinating the rest of the system to the constraint will then be demonstrated by the DBR-related Tactical Gating (TG) mechanism. This mechanism of controlled release of tasks to the system will be shown to be a most effective way for achieving short lead times as well as improved throughputs.
Moreover, it will be shown that TG has two equally important elements:
• Controlled release of projects to the systems according to the High-Level Tactical Gating (HLTG) mechanism.
• Controlled release of development tasks to individual developers according to the Low-Level Tactical Gating (LLTG) mechanism.
• Elevation of the constraint will be proven to be possible through the use of offload mechanisms.
How a successful transformation translates into a significant increase in its stakeholders' value will be verified. Also, several real life case studies will be discussed.
Finally, we will stress the importance of a robust implementation routine. It is crucial for the acceptance of the transformation processes in this unique managerial environment. Methods of ensuring the sustainability of the transformation benefits will be deliberated. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1701 |
Conference Proceedings |
Azaria, Shany |
Transforming software development in IT Divisions: The TOC way |
2015 |
Cape Town, SA |
This workshop will demonstrate how to achieve a transformation in software development processes in organizations using TOC principles. Succeeding in transforming the IT managerial aspects turns into a significant increase in the organization's value for its stakeholders via significant improvement of the IT development function. The IT transformation methodology will be depicted along with the related tools and the implementation rationale. |
The survival of Service Organizations relies heavily on the responsive development and maintenance of software solutions. As a result, requirements for software development resources in organizations exceed the available development capacity by more than 200%. The TOC way to handle this gap is not by adding more resources, but rather by better management of these permanent bottlenecks – ""achieving more with the existing resources"".
Organizations obviously cannot afford having too many software developers nor can they afford devoting much larger budgets for IT costs. On the other hand, an ability to develop software solutions with higher throughput rates and in shorter lead times translates directly into an increase in the organization's value to its stakeholders.
In this workshop we will present a proven transformation methodology for achieving more software solutions with the existing IT resources, along with TOC lines. The methodology adapts the generic principles of TOC to the unique and complicated environment of software development management.
We will start with discussing the importance of the transformation process for the achievement of the IT divisions' goal and their Key Performance Indicators (KPIs). The specific permanent bottlenecks of IT organizations will be identified and discussed along with the typical problems associated with their management. The fact that software development resources are permanent bottlenecks means that the requests for software solutions will be only partially met.
In order to better exploit these permanent bottlenecks of IT divisions, the methodology suggest a two-fold solution:
• Reducing the ""garbage times"" of the IT experts by using remedies out of a toolbox for fighting the un-effective time. Foremost of which is the adherence to the principle of the complete kit in the development processes.
• Prioritizing software solution to be developed according their specific value to the organization using proven tools known as the Focusing Table and the Focusing Matrix. The use of GDM (Global Decision Making) methodology for project portfolio selection will be discussed.
• Subordinating the rest of the system to the constraint will then be demonstrated by the DBR-related Tactical Gating (TG) mechanism. This mechanism of controlled release of tasks to the system will be shown to be a most effective way for achieving short lead times as well as improved throughputs.
Moreover, it will be shown that TG has two equally important elements:
• Controlled release of projects to the systems according to the High-Level Tactical Gating (HLTG) mechanism.
• Controlled release of development tasks to individual developers according to the Low-Level Tactical Gating (LLTG) mechanism.
• Elevation of the constraint will be proven to be possible through the use of offload mechanisms.
How a successful transformation translates into a significant increase in its stakeholders' value will be verified. Also, several real life case studies will be discussed.
Finally, we will stress the importance of a robust implementation routine. It is crucial for the acceptance of the transformation processes in this unique managerial environment. Methods of ensuring the sustainability of the transformation benefits will be deliberated. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1702 |
Conference Proceedings |
|
Transforming software development in IT Divisions: The TOC way |
2015 |
Cape Town, SA |
This workshop will demonstrate how to achieve a transformation in software development processes in organizations using TOC principles. Succeeding in transforming the IT managerial aspects turns into a significant increase in the organization's value for its stakeholders via significant improvement of the IT development function. The IT transformation methodology will be depicted along with the related tools and the implementation rationale. |
The survival of Service Organizations relies heavily on the responsive development and maintenance of software solutions. As a result, requirements for software development resources in organizations exceed the available development capacity by more than 200%. The TOC way to handle this gap is not by adding more resources, but rather by better management of these permanent bottlenecks – ""achieving more with the existing resources"".
Organizations obviously cannot afford having too many software developers nor can they afford devoting much larger budgets for IT costs. On the other hand, an ability to develop software solutions with higher throughput rates and in shorter lead times translates directly into an increase in the organization's value to its stakeholders.
In this workshop we will present a proven transformation methodology for achieving more software solutions with the existing IT resources, along with TOC lines. The methodology adapts the generic principles of TOC to the unique and complicated environment of software development management.
We will start with discussing the importance of the transformation process for the achievement of the IT divisions' goal and their Key Performance Indicators (KPIs). The specific permanent bottlenecks of IT organizations will be identified and discussed along with the typical problems associated with their management. The fact that software development resources are permanent bottlenecks means that the requests for software solutions will be only partially met.
In order to better exploit these permanent bottlenecks of IT divisions, the methodology suggest a two-fold solution:
• Reducing the ""garbage times"" of the IT experts by using remedies out of a toolbox for fighting the un-effective time. Foremost of which is the adherence to the principle of the complete kit in the development processes.
• Prioritizing software solution to be developed according their specific value to the organization using proven tools known as the Focusing Table and the Focusing Matrix. The use of GDM (Global Decision Making) methodology for project portfolio selection will be discussed.
• Subordinating the rest of the system to the constraint will then be demonstrated by the DBR-related Tactical Gating (TG) mechanism. This mechanism of controlled release of tasks to the system will be shown to be a most effective way for achieving short lead times as well as improved throughputs.
Moreover, it will be shown that TG has two equally important elements:
• Controlled release of projects to the systems according to the High-Level Tactical Gating (HLTG) mechanism.
• Controlled release of development tasks to individual developers according to the Low-Level Tactical Gating (LLTG) mechanism.
• Elevation of the constraint will be proven to be possible through the use of offload mechanisms.
How a successful transformation translates into a significant increase in its stakeholders' value will be verified. Also, several real life case studies will be discussed.
Finally, we will stress the importance of a robust implementation routine. It is crucial for the acceptance of the transformation processes in this unique managerial environment. Methods of ensuring the sustainability of the transformation benefits will be deliberated. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1703 |
Conference Proceedings |
Round, Michael |
Transforming the giant's body of knowledge into action |
2015 |
Cape Town, SA |
This presentation introduces a business information delivery system, allowing one to richly understand the ideas of “the Giants” over the course of a lunch break. “Drowning in an ocean of data”, information proves elusive while good ideas from outside the system often sit atop a stack of unread books. Inventory grows and intellectual throughput stumbles. The “quickstart booklet” format shortens the “batch size” of the Giant's ideas into digestible, logical chunks, improving intellectual flow, allowing the reader to grasp the essence of a Giant's idea or philosophy, and search for more – should they desire. A request of the attendee: there will be approximately 5 QuickStart books available at the website prior to the conference. Read through several of them. Taste the flavor of the project. And bring a “Giant” with you so we can all “stand on their shoulders”. |
This presentation introduces a business information delivery system, allowing one to richly understand the ideas of ""the Giants” over the course of a lunch break. ""Drowning in an ocean of data”, information proves elusive while good ideas from outside the system often sit atop a stack of unread books. Inventory grows and intellectual throughput stumbles. The ""quickstart booklet” format shortens the ""batch size” of the Giant's ideas into digestible, logical chunks, improving intellectual flow, allowing the reader to grasp the essence of a Giant's idea or philosophy, and search for more – should they desire.
A request of the attendee: there will be approximately 5 QuickStart books available at the website prior to the conference. Read through several of them. Taste the flavor of the project. And bring a ""Giant” with you so we can all ""stand on their shoulders”.
In Visual Explanations, Edward Tufte showed how the proper presentation of data alone would have prevented the Challenger disaster. What constitutes a ""proper presentation”? Dr. Deming's ""red-bead experiment” demonstrates the folly of mistaking ""noise” for ""signals”. What is a control chart, and how can it be used in my business? The ""Trail walk” in Eli Goldratt's The Goal shows the devastating effects of dependent events and statistical fluctuation. What is the trail walk and how do these two ideas manifest themselves in my organization? Malcolm Gladwell's Outliers showed the hidden advantages of ""the birthday rule” in sports. How does this same concept apply to HR and promotions? The names are likely familiar, but who has time to read, digest, understand, and most importantly, implement these good ideas in one's own environment?
And what about other Giants we may not be familiar with? How can ""The Prepared Environment” of the Montessori Method aid in the layout of a production floor, or the design of a stove-top? To benefit from Nassim Taleb's idea of ""Antifragile” requires an understanding of the idea. System Dynamics offers invaluable expertise on the nature of feedback loops, but the organization recommends going through multiple training modules to understand the philosophy. Great ideas abound, but remain mere data until put into action, and action requires understanding. A shallow understanding invites risk, while a deep understanding takes time. The typical compromise is the default position: stick with the status quo.
An injection breaking the status-quo stranglehold, allowing us to ""stand on the shoulders of Giants”, provides simultaneously a broad and a deep understanding – quickly. Accomplishing this requires not only an understanding of the central ideas, but also their logical connection to the overall philosophy. The quick start layout seeks to accomplish these goals within the constraints of time by breaking the material into manageable bits visually, assuring context and flow. And if this quick start booklet is successful, the reader will find themselves leaping to the bookshelf to bring the actual book to life! |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1704 |
Conference Proceedings |
|
Transforming the giant's body of knowledge into action |
2015 |
Cape Town, SA |
This presentation introduces a business information delivery system, allowing one to richly understand the ideas of “the Giants” over the course of a lunch break. “Drowning in an ocean of data”, information proves elusive while good ideas from outside the system often sit atop a stack of unread books. Inventory grows and intellectual throughput stumbles. The “quickstart booklet” format shortens the “batch size” of the Giant's ideas into digestible, logical chunks, improving intellectual flow, allowing the reader to grasp the essence of a Giant's idea or philosophy, and search for more – should they desire. A request of the attendee: there will be approximately 5 QuickStart books available at the website prior to the conference. Read through several of them. Taste the flavor of the project. And bring a “Giant” with you so we can all “stand on their shoulders”. |
This presentation introduces a business information delivery system, allowing one to richly understand the ideas of ""the Giants” over the course of a lunch break. ""Drowning in an ocean of data”, information proves elusive while good ideas from outside the system often sit atop a stack of unread books. Inventory grows and intellectual throughput stumbles. The ""quickstart booklet” format shortens the ""batch size” of the Giant's ideas into digestible, logical chunks, improving intellectual flow, allowing the reader to grasp the essence of a Giant's idea or philosophy, and search for more – should they desire.
A request of the attendee: there will be approximately 5 QuickStart books available at the website prior to the conference. Read through several of them. Taste the flavor of the project. And bring a ""Giant” with you so we can all ""stand on their shoulders”.
In Visual Explanations, Edward Tufte showed how the proper presentation of data alone would have prevented the Challenger disaster. What constitutes a ""proper presentation”? Dr. Deming's ""red-bead experiment” demonstrates the folly of mistaking ""noise” for ""signals”. What is a control chart, and how can it be used in my business? The ""Trail walk” in Eli Goldratt's The Goal shows the devastating effects of dependent events and statistical fluctuation. What is the trail walk and how do these two ideas manifest themselves in my organization? Malcolm Gladwell's Outliers showed the hidden advantages of ""the birthday rule” in sports. How does this same concept apply to HR and promotions? The names are likely familiar, but who has time to read, digest, understand, and most importantly, implement these good ideas in one's own environment?
And what about other Giants we may not be familiar with? How can ""The Prepared Environment” of the Montessori Method aid in the layout of a production floor, or the design of a stove-top? To benefit from Nassim Taleb's idea of ""Antifragile” requires an understanding of the idea. System Dynamics offers invaluable expertise on the nature of feedback loops, but the organization recommends going through multiple training modules to understand the philosophy. Great ideas abound, but remain mere data until put into action, and action requires understanding. A shallow understanding invites risk, while a deep understanding takes time. The typical compromise is the default position: stick with the status quo.
An injection breaking the status-quo stranglehold, allowing us to ""stand on the shoulders of Giants”, provides simultaneously a broad and a deep understanding – quickly. Accomplishing this requires not only an understanding of the central ideas, but also their logical connection to the overall philosophy. The quick start layout seeks to accomplish these goals within the constraints of time by breaking the material into manageable bits visually, assuring context and flow. And if this quick start booklet is successful, the reader will find themselves leaping to the bookshelf to bring the actual book to life! |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1705 |
Conference Proceedings |
Round, Michael |
A new kind of textbook: Business / education cooperation to transform the textbook |
2015 |
Cape Town, SA |
This presentation will discuss a “new kind of textbook,” replacing the thunderous volumes measuring a thousand pages in length and 5 pounds in weight with mini-textbooks affording quality learning and interdisciplinary engagement, where learning takes place in all aspects of life. The goal is to assist the learner in looking at the world from a rational perspective, by leveraging the knowledge of specialists in business, and integrating this knowledge into textbooks demonstrating the ease – and joy – which “difficult” subjects can be tackled with enthusiasm. An airplane soars, a door opens automatically, my cell phone rings, the Panama Canal widens, the weld holds, and the immunization protects. The moon is full, the rain passes, a rainbow arcs, and the leaves color. From the “common” to the “uncommon” (Elon Musk's Tesla, SpaceX, and hyperloop), everything is extraordinary – if given a chance. |
This presentation will discuss a ""new kind of textbook”, replacing the thunderous volumes measuring a thousand pages in length and 5 pounds in weight with mini-textbooks affording quality learning and interdisciplinary engagement, where learning takes place in all aspects of life. The goal is to assist the learner in looking at the world from a rational perspective, by leveraging the knowledge of specialists in business, and integrating this knowledge into textbooks demonstrating the ease – and joy – which ""difficult” subjects can be tackled with enthusiasm.
An airplane soars, a door opens automatically, my cell phone rings, the Panama Canal widens, the weld holds, and the immunization protects. The moon is full, the rain passes, a rainbow arcs, and the leaves color. From the ""common” to the ""uncommon” (Elon Musk's Tesla, SpaceX, and hyperloop), everything is extraordinary – if given a chance.
The shortage of engineers, scientists, and mathematicians is often the impetus for educational initiatives, but the timeless nature of the ""shortage gap” suggests a chronic problem is at work. Why is this gap timeless? Why does it take so long to close the gap – even if initiatives worked? Why does it take so long to determine the initiatives aren't achieving the expected success in the first place?
Interested parties in the educational world – teachers, students, parents – all wish for curriculum ""relevance”, while the ""real world” clamors for better educated students. It makes sense, in theory, for these two worlds to come together, but why is there infrequent interaction – and ineffective results when interaction occurs – in practice?
Hoping for a good experience while ignoring the constraints of both parties – time and curriculum educationally, and time industrially – transforms good intentions into marginal outcomes. Fortunately, verbalizing this contradiction also suggests an injection: an interface allowing access to both parties at their convenience. Shared knowledge can bring the ""real world” into education, while also bringing to light connections, principles, and concepts that are the hallmarks of a rational education. In the process, the time to master a subject can be shortened dramatically, as students explore at their own pace, using multiple entry points, an interdisciplinary approach, and uniting ""A New Kind of Textbook” with simulations, games, and short videos. An integration of industrial knowledge, the natural world, and current events serves as the foundation for this initiative.
Quoting Dr. Goldratt from the 20th Anniversary Edition of ""The Goal”:
""The jewel in the crown, at least in my eyes, is the usage of TOC in education. Yes, in kindergartens and elementary schools. Don't you agree that there is no need to wait until we are adults to learn how to effectively insert some common sense into our surrounding?"" |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1706 |
Conference Proceedings |
|
A new kind of textbook: Business / education cooperation to transform the textbook |
2015 |
Cape Town, SA |
This presentation will discuss a “new kind of textbook,” replacing the thunderous volumes measuring a thousand pages in length and 5 pounds in weight with mini-textbooks affording quality learning and interdisciplinary engagement, where learning takes place in all aspects of life. The goal is to assist the learner in looking at the world from a rational perspective, by leveraging the knowledge of specialists in business, and integrating this knowledge into textbooks demonstrating the ease – and joy – which “difficult” subjects can be tackled with enthusiasm. An airplane soars, a door opens automatically, my cell phone rings, the Panama Canal widens, the weld holds, and the immunization protects. The moon is full, the rain passes, a rainbow arcs, and the leaves color. From the “common” to the “uncommon” (Elon Musk's Tesla, SpaceX, and hyperloop), everything is extraordinary – if given a chance. |
This presentation will discuss a ""new kind of textbook”, replacing the thunderous volumes measuring a thousand pages in length and 5 pounds in weight with mini-textbooks affording quality learning and interdisciplinary engagement, where learning takes place in all aspects of life. The goal is to assist the learner in looking at the world from a rational perspective, by leveraging the knowledge of specialists in business, and integrating this knowledge into textbooks demonstrating the ease – and joy – which ""difficult” subjects can be tackled with enthusiasm.
An airplane soars, a door opens automatically, my cell phone rings, the Panama Canal widens, the weld holds, and the immunization protects. The moon is full, the rain passes, a rainbow arcs, and the leaves color. From the ""common” to the ""uncommon” (Elon Musk's Tesla, SpaceX, and hyperloop), everything is extraordinary – if given a chance.
The shortage of engineers, scientists, and mathematicians is often the impetus for educational initiatives, but the timeless nature of the ""shortage gap” suggests a chronic problem is at work. Why is this gap timeless? Why does it take so long to close the gap – even if initiatives worked? Why does it take so long to determine the initiatives aren't achieving the expected success in the first place?
Interested parties in the educational world – teachers, students, parents – all wish for curriculum ""relevance”, while the ""real world” clamors for better educated students. It makes sense, in theory, for these two worlds to come together, but why is there infrequent interaction – and ineffective results when interaction occurs – in practice?
Hoping for a good experience while ignoring the constraints of both parties – time and curriculum educationally, and time industrially – transforms good intentions into marginal outcomes. Fortunately, verbalizing this contradiction also suggests an injection: an interface allowing access to both parties at their convenience. Shared knowledge can bring the ""real world” into education, while also bringing to light connections, principles, and concepts that are the hallmarks of a rational education. In the process, the time to master a subject can be shortened dramatically, as students explore at their own pace, using multiple entry points, an interdisciplinary approach, and uniting ""A New Kind of Textbook” with simulations, games, and short videos. An integration of industrial knowledge, the natural world, and current events serves as the foundation for this initiative.
Quoting Dr. Goldratt from the 20th Anniversary Edition of ""The Goal”:
""The jewel in the crown, at least in my eyes, is the usage of TOC in education. Yes, in kindergartens and elementary schools. Don't you agree that there is no need to wait until we are adults to learn how to effectively insert some common sense into our surrounding?"" |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1707 |
Online Multimedia |
Round, Michael |
Logic and literature |
2015 |
|
This presentation explains the "quick-start booklet", a structure allowing the reader to richly understand any book in 20 minutes using TOC principles. Please have 1-3 books you'd like to move from inventory to intellectual throughput. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1708 |
Online Multimedia |
|
Logic and literature |
2015 |
|
This presentation explains the "quick-start booklet", a structure allowing the reader to richly understand any book in 20 minutes using TOC principles. Please have 1-3 books you'd like to move from inventory to intellectual throughput. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1709 |
Online Multimedia |
|
Logic and literature |
2015 |
|
This presentation explains the "quick-start booklet", a structure allowing the reader to richly understand any book in 20 minutes using TOC principles. Please have 1-3 books you'd like to move from inventory to intellectual throughput. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1710 |
Conference Proceedings |
Schragenheim, Amir |
Challenges in implementing TOC at a large supermarket chain |
2015 |
Cape Town, SA |
When using buffers in FMCG (fast moving consumer goods) retail stores, we face large amount of buffers that are not always in line with their sale's behavior, but are there because of shelf presentations. Most stores are small and are located in the centers of the city hence have very little space for storage. While, 50%-70% of the sales occurs during the weekends, because of space constraint, the store's owners order only what they can hold in the back room. Also, in this business there are a lot of promotions. Every week 15% of the store's merchandise is on promotion, which makes consumption very hard to predict and hard to react. Only by introducing one centralized system, and by analyzing real time data from different franchisees across the whole chain we were able to understand real patterns and develop unique solutions and SOPs for these kinds of environments. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1711 |
Conference Proceedings |
|
Challenges in implementing TOC at a large supermarket chain |
2015 |
Cape Town, SA |
When using buffers in FMCG (fast moving consumer goods) retail stores, we face large amount of buffers that are not always in line with their sale's behavior, but are there because of shelf presentations. Most stores are small and are located in the centers of the city hence have very little space for storage. While, 50%-70% of the sales occurs during the weekends, because of space constraint, the store's owners order only what they can hold in the back room. Also, in this business there are a lot of promotions. Every week 15% of the store's merchandise is on promotion, which makes consumption very hard to predict and hard to react. Only by introducing one centralized system, and by analyzing real time data from different franchisees across the whole chain we were able to understand real patterns and develop unique solutions and SOPs for these kinds of environments. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1712 |
Conference Proceedings |
Schragenheim, Amir |
Production: The TOC way |
2015 |
Scottsdale, AZ |
This workshop will give participants an overview of production environments, the common problems, key success factors and what TOC brings to the table. It will cover the basics for people without prior knowledge of the TOC solution, as well as very advanced material. Make To Order, Make To Stock & Make to Forecast environments will be discussed and addressed, as well as a solution to manage a hybrid of them in one production floor. Most TOC decisive competitive edges are based on operational excellence achieved through TOC techniques to be discussed, as well as the implications they will bring to wider scope of operations. Special production environments will be discussed as well. Several success stories and also failures will be shared in order to demonstrate specific points. Questions from the audience will be discussed in detail. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1713 |
Conference Proceedings |
|
Production: The TOC way |
2015 |
Scottsdale, AZ |
This workshop will give participants an overview of production environments, the common problems, key success factors and what TOC brings to the table. It will cover the basics for people without prior knowledge of the TOC solution, as well as very advanced material. Make To Order, Make To Stock & Make to Forecast environments will be discussed and addressed, as well as a solution to manage a hybrid of them in one production floor. Most TOC decisive competitive edges are based on operational excellence achieved through TOC techniques to be discussed, as well as the implications they will bring to wider scope of operations. Special production environments will be discussed as well. Several success stories and also failures will be shared in order to demonstrate specific points. Questions from the audience will be discussed in detail. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1714 |
Conference Proceedings |
Schragenheim, Amir |
Virtual buffers – What are they and what are they good for? |
2015 |
Cape Town, SA |
The virtual buffer concept was developed by me during 2004. It was accepted by the late Dr. Eli Goldratt as the right way to manage MTS environments as it solved the conflict of whether to use stocks or time in order to properly manage stocks. It also enabled managing a hybrid manufacturing environment of MTO & MTS (nowadays referred to as MTA). The virtual buffer allows more than one view of the same buffer and by that serves the decision making of different managers. For instance, a stock buffer protecting the availability of a specific SKU at a remote warehouse. The manager of the warehouse would see the penetration into the physical available stock of that SKU at the warehouse. At the same time at the feeding warehouse the dispatch manager has to look at the same buffer from a different viewpoint. That manager needs to evaluate whether there is an urgent need to send a new supply of that SKU. That decision depends not only on the stock at the remote warehouse, but also on the stock currently in transport to the remote warehouse. Thus, while the buffer at the remote warehouse is Red, the virtual buffer, including the stock in transport, could be Yellow or even Green. This different view of what is "in the buffer” and what is missing from the buffer, has wider ramifications in the production floor - expanding this concept we can give a different priority to different work orders for the same SKU, each one at a different phase in the production process, thereby enabling for the buffer management to reflect the real priority of each independent work order, allowing in turn for the operators to make the right decisions every time. The same concept can be applied to long transportation lead time environments, in which most of the stock is on the way to the warehouse/consumption point. This concept can also be applied to high-touch time manufacturing environments, where the physical location of the order in the process has an impact of how the buffer status is calculated, even when based on actual stocks and not on time. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1715 |
Conference Proceedings |
|
Virtual buffers – What are they and what are they good for? |
2015 |
Cape Town, SA |
The virtual buffer concept was developed by me during 2004. It was accepted by the late Dr. Eli Goldratt as the right way to manage MTS environments as it solved the conflict of whether to use stocks or time in order to properly manage stocks. It also enabled managing a hybrid manufacturing environment of MTO & MTS (nowadays referred to as MTA). The virtual buffer allows more than one view of the same buffer and by that serves the decision making of different managers. For instance, a stock buffer protecting the availability of a specific SKU at a remote warehouse. The manager of the warehouse would see the penetration into the physical available stock of that SKU at the warehouse. At the same time at the feeding warehouse the dispatch manager has to look at the same buffer from a different viewpoint. That manager needs to evaluate whether there is an urgent need to send a new supply of that SKU. That decision depends not only on the stock at the remote warehouse, but also on the stock currently in transport to the remote warehouse. Thus, while the buffer at the remote warehouse is Red, the virtual buffer, including the stock in transport, could be Yellow or even Green. This different view of what is "in the buffer” and what is missing from the buffer, has wider ramifications in the production floor - expanding this concept we can give a different priority to different work orders for the same SKU, each one at a different phase in the production process, thereby enabling for the buffer management to reflect the real priority of each independent work order, allowing in turn for the operators to make the right decisions every time. The same concept can be applied to long transportation lead time environments, in which most of the stock is on the way to the warehouse/consumption point. This concept can also be applied to high-touch time manufacturing environments, where the physical location of the order in the process has an impact of how the buffer status is calculated, even when based on actual stocks and not on time. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1716 |
Conference Proceedings |
Schragenheim, Amir |
Distribution: The TOC way |
2015 |
Scottsdale, AZ |
This workshop will give participants an overview of supply chain management today, the common problems, key success factors and what TOC brings to the table. It will cover the basics for people without prior knowledge of the TOC solution, as well as the statistical theory behind it in detail. Supply chain management will be covered end to end, including raw material management, finished goods management, supplier purchases, VMI solutions, wholesalers and retail. Several success stories as well as failures will be shared in order to demonstrate specific points. Questions from the audience will be discussed in detail. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1717 |
Conference Proceedings |
|
Distribution: The TOC way |
2015 |
Scottsdale, AZ |
This workshop will give participants an overview of supply chain management today, the common problems, key success factors and what TOC brings to the table. It will cover the basics for people without prior knowledge of the TOC solution, as well as the statistical theory behind it in detail. Supply chain management will be covered end to end, including raw material management, finished goods management, supplier purchases, VMI solutions, wholesalers and retail. Several success stories as well as failures will be shared in order to demonstrate specific points. Questions from the audience will be discussed in detail. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1718 |
Online Multimedia |
Schragenheim, Eli |
Strategy in the TOC way--More than just the S&T |
2015 |
|
Building an effective strategy is a formidable mission for top management. The impact of TOC is huge both globally and on several key elements. The strategy and tactic tree (S&T) is just a part of it, and certainly not the starting point. Eli Schragenheim will share his thoughts and experience in this key topic. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1719 |
Online Multimedia |
|
Strategy in the TOC way--More than just the S&T |
2015 |
|
Building an effective strategy is a formidable mission for top management. The impact of TOC is huge both globally and on several key elements. The strategy and tactic tree (S&T) is just a part of it, and certainly not the starting point. Eli Schragenheim will share his thoughts and experience in this key topic. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1720 |
Online Multimedia |
|
Strategy in the TOC way--More than just the S&T |
2015 |
|
Building an effective strategy is a formidable mission for top management. The impact of TOC is huge both globally and on several key elements. The strategy and tactic tree (S&T) is just a part of it, and certainly not the starting point. Eli Schragenheim will share his thoughts and experience in this key topic. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1721 |
Online Multimedia |
Schragenheim, Eli |
Re-evaluating the five focusing steps |
2015 |
|
The five focusing steps (5FS) were conceived in 1985. TOC has evolved a lot since then. There are questions and second-thoughts regarding the role of the key term "Constraint" and also the five focusing steps. I think it is time to open a public debate about their relevancy for TOC of today. Defining "management attention" as the ultimate constraint is worthy of discussion – and it will be part of the webinar. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1722 |
Online Multimedia |
|
Re-evaluating the five focusing steps |
2015 |
|
The five focusing steps (5FS) were conceived in 1985. TOC has evolved a lot since then. There are questions and second-thoughts regarding the role of the key term "Constraint" and also the five focusing steps. I think it is time to open a public debate about their relevancy for TOC of today. Defining "management attention" as the ultimate constraint is worthy of discussion – and it will be part of the webinar. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1723 |
Online Multimedia |
|
Re-evaluating the five focusing steps |
2015 |
|
The five focusing steps (5FS) were conceived in 1985. TOC has evolved a lot since then. There are questions and second-thoughts regarding the role of the key term "Constraint" and also the five focusing steps. I think it is time to open a public debate about their relevancy for TOC of today. Defining "management attention" as the ultimate constraint is worthy of discussion – and it will be part of the webinar. |
|
https://www.tocico.org/page/2015OnlineMultimedia |
| 1724 |
Conference Proceedings |
Schragenheim, Eli |
Focusing on key issues with developing strategy |
2015 |
Scottsdale, AZ |
These two days are aimed at people with reasonable knowledge of the three basic engines of TOC: DBR, CCPM and Replenishment. The program is flexible and based on two big elements: 1. Questions from participants on any of the TOC BOK. Especially important are questions regarding difficulties in implementing one of the above TOC engines. Participants are required to submit their questions to Eli Schragenheim before the dates of the master class. 2. Issues of strategy. Eli Schragenheim would use one or two fictional, but realistic, written cases as vehicles to let the participants have "hands on” the topics discussed. Those cases would be in the style of the riddles Eli has presented in the TOCICO site (but not the specific ones that are still on the site). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1725 |
Conference Proceedings |
|
Focusing on key issues with developing strategy |
2015 |
Scottsdale, AZ |
These two days are aimed at people with reasonable knowledge of the three basic engines of TOC: DBR, CCPM and Replenishment. The program is flexible and based on two big elements: 1. Questions from participants on any of the TOC BOK. Especially important are questions regarding difficulties in implementing one of the above TOC engines. Participants are required to submit their questions to Eli Schragenheim before the dates of the master class. 2. Issues of strategy. Eli Schragenheim would use one or two fictional, but realistic, written cases as vehicles to let the participants have "hands on” the topics discussed. Those cases would be in the style of the riddles Eli has presented in the TOCICO site (but not the specific ones that are still on the site). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1726 |
Conference Proceedings |
Schragenheim, Eli |
The wide scope of throughput accounting as an effective support for the key decisions a company has to make |
2015 |
Scottsdale, AZ |
This particular lab is aimed at C-level executives, which for them it should be of major value. Then for cost accountants to allow them to truly make a major difference. Then, of course, to all TOC consultants who need it not just as an additional topic they can offer to their clients, but also as a critical ingredient of creating the S&T. I assume all TOC people with advanced knowledge should be rewarded by a lab that offers the next step in TOC. Cost accounting supports most decisions about pricing and what product is profitable and what products should be dropped. Problem is: their recommendations are definitely wrong. TA offers the right perspective, but the state of knowledge today is limited and cannot support many decisions regarding the key three questions: 1. What should the organization sell? 2. What price is good enough? 3. How much capacity (including overtime and outsourcing) does the organization have to prepare for? I'm presenting the TOC process that overcomes the obstacles, and is properly supported by software. The impact of the solution on the bottom is going to be SIGNIFICANT! |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1727 |
Conference Proceedings |
|
The wide scope of throughput accounting as an effective support for the key decisions a company has to make |
2015 |
Scottsdale, AZ |
This particular lab is aimed at C-level executives, which for them it should be of major value. Then for cost accountants to allow them to truly make a major difference. Then, of course, to all TOC consultants who need it not just as an additional topic they can offer to their clients, but also as a critical ingredient of creating the S&T. I assume all TOC people with advanced knowledge should be rewarded by a lab that offers the next step in TOC. Cost accounting supports most decisions about pricing and what product is profitable and what products should be dropped. Problem is: their recommendations are definitely wrong. TA offers the right perspective, but the state of knowledge today is limited and cannot support many decisions regarding the key three questions: 1. What should the organization sell? 2. What price is good enough? 3. How much capacity (including overtime and outsourcing) does the organization have to prepare for? I'm presenting the TOC process that overcomes the obstacles, and is properly supported by software. The impact of the solution on the bottom is going to be SIGNIFICANT! |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1728 |
Conference Proceedings |
Sethi, Deepak |
Transform your life using clear & rigorous thinking |
2015 |
Cape Town, SA |
This is a workshop on “Clear and Rigorous Thinking” – intended for general conference attendees. It has its genesis in Eli Goldratt's last seminal work “The Choice” in which he exhorts all to “Think Clearly.” While ‘Thinking' is an intrinsic ability- a routine activity, ‘Clear Thinking' is a skill, and like any other skill, it needs to be developed and honed. Eli defines ‘Thinking Clearly' as ‘understanding correctly the causality governing a situation of interest to you….' Clear Thinking drives correct choices in our areas of interest & therefore the level of success & happiness we achieve in our life. Clear Thinking is elusive for most people - even for the average TOC practitioner. We tend to ‘think' much below our potential and in the process miss out on great opportunities for ourselves. We have the requisite brain power and domain knowledge to effectively deal with our day-to-day problems- it is just that we are not using these effectively & adequately to our advantage. The contents of the workshop have built up on the concept of “standing on the giant's shoulders”, Eli being the central giant in this case. At the core is Eli's concept of Inherent Simplicity. Additionally, it integrates the work of Lisa Scheinkopf (Passive & Active Thinking) and Daniel Kahneman (System 1 and System 2 Thinking) to get TOC people to use these 2 modes optimally & consciously when dealing with high stake issues & while exercising choices in their areas of interest. The workshop session seeks to help people develop a whole new connectivity & an empowered relationship with ‘Thinking' - to get people to relate to it as a life altering competency & not a mere routine survival activity & view ‘Thinking Clearly' as the acceptable standard of our thinking effort. It explains why we don't think clearly & seeks to make our thinking efforts more effective & productive. It does that by sharing a set of perspectives, actionable guidelines & practices that support Thinking Clearly. It further encourages people to apply the TOC insights & the relevant tools to a wider range of problems - on both professional and personal fronts. This will help participants make correct choices and decisions in their areas of interest, and thereby enjoy a full life, as envisioned by Eli. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1729 |
Conference Proceedings |
|
Transform your life using clear & rigorous thinking |
2015 |
Cape Town, SA |
This is a workshop on “Clear and Rigorous Thinking” – intended for general conference attendees. It has its genesis in Eli Goldratt's last seminal work “The Choice” in which he exhorts all to “Think Clearly.” While ‘Thinking' is an intrinsic ability- a routine activity, ‘Clear Thinking' is a skill, and like any other skill, it needs to be developed and honed. Eli defines ‘Thinking Clearly' as ‘understanding correctly the causality governing a situation of interest to you….' Clear Thinking drives correct choices in our areas of interest & therefore the level of success & happiness we achieve in our life. Clear Thinking is elusive for most people - even for the average TOC practitioner. We tend to ‘think' much below our potential and in the process miss out on great opportunities for ourselves. We have the requisite brain power and domain knowledge to effectively deal with our day-to-day problems- it is just that we are not using these effectively & adequately to our advantage. The contents of the workshop have built up on the concept of “standing on the giant's shoulders”, Eli being the central giant in this case. At the core is Eli's concept of Inherent Simplicity. Additionally, it integrates the work of Lisa Scheinkopf (Passive & Active Thinking) and Daniel Kahneman (System 1 and System 2 Thinking) to get TOC people to use these 2 modes optimally & consciously when dealing with high stake issues & while exercising choices in their areas of interest. The workshop session seeks to help people develop a whole new connectivity & an empowered relationship with ‘Thinking' - to get people to relate to it as a life altering competency & not a mere routine survival activity & view ‘Thinking Clearly' as the acceptable standard of our thinking effort. It explains why we don't think clearly & seeks to make our thinking efforts more effective & productive. It does that by sharing a set of perspectives, actionable guidelines & practices that support Thinking Clearly. It further encourages people to apply the TOC insights & the relevant tools to a wider range of problems - on both professional and personal fronts. This will help participants make correct choices and decisions in their areas of interest, and thereby enjoy a full life, as envisioned by Eli. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1730 |
Conference Proceedings |
Sinha, Rakesh |
Godrej Consumer Products: Story of first VV in the world |
2015 |
Cape Town, SA |
Godrej Consumer Products is the first Viable Vision company in the world. Implementation started in October 2004 without any adequate software support, and experience of holistic implementations. Being the first execution in India, there was no experience of managing supply chain replenishment of such large geography. With such limitations, company implemented replenishment solutions with its distributors within 2 years of implementation. Significant improvement was achieved in terms of exposure of capacity of plants, availability, improvement in inventory turns of supply chain etc. Eleven years after starting the implementation, the company (India business) has grown from around 80 million USD size to 800 million USD. Today the company is aggressively expanding through acquisitions across the globe and spreading TOC into the DNA of newly acquired businesses as well as continuing to improve in its existing operations. The case study is about the success of its VV with several limitations, and to present what happened to TOC initiatives after the consulting company left Godrej, how the company took TOC to next levels through POOGI in the same supply chain as well as newly acquired businesses. How the company is a real ever-flourishing company for employees, vendors, customers and investors. |
About the Company Products and environment: Godrej Consumer Products is part of more than 100 years old Godrej Group. The company is into production and distribution of products like soaps, hair colors, mosquito repellents etc. When implementation started in 2004 in soaps and hair color business, it had around 400 live SKUs, produced in 4 factories and distributed through a network of 30 warehouses, and 1600 distributors, 2.5 million retailers.
Now, after 11 years, the range of products in India is about 800 live SKUs, number of factories in India has grown from 4 to 21 supplying through 41 warehouses to 4.5 million retailers. The company has presence in more than 12 countries and has acquired several similar brands in countries like Argentina, Chile, Indonesia and multiple Countries in Africa.
11 years after starting the implementation, the company (India business) has grown from around 80 Million USD size to 800 Million USD. Today company is aggressively expanding through acquisitions across the globe and spreading TOC into DNA of newly acquired businesses as well as continuing to improve in its existing operations.
The Challenges Faced in 2004: The team faced several challenges in implementation. Few of them are as follows:
• The first implementation in the world, in India, hence no proven, tested solutions available. No experience to the consultants of holistic implementation in India.
• Lack of software to manage replenishment and DBM
• Lack of strong internet connectivity with distributors (in 2004)
• Poor logistical and infrastructural facilities in India (in 2004)
Despite all these challenges, the management was completely committed to a paradigm shift and found ways to overcome these challenges.
The key results achieved:
• Paradigm shift for the company at the era when inventories were not seen as a liability, forecasting was deeply rooted practice and logistic cost reduction was the prime objective of logistic.
• Significant improvement in availability till distributors
• Fill rates to distributors increased from about 80% to 99%
• Improvement in inventory turns of the company almost by 50%
• Around 40% Impact on top line, bottom line within two years of implementation
• 20% to 30% exposed capacity in the factories in the first two years of implementation
• Significantly helped expand distribution from 2.5 million to 4.5 million retailers
Life after 11 years: After learning the TOC solutions to manage significantly higher availability of products with much less inventory, a set of TOC experts started expanding TOC knowledge, implemented at newly acquired companies. Till date apart from India business, several businesses across the globe are following TOC practices at different level of maturity.
Growth for employees: Organic and Inorganic business growth is creating significant opportunities for growth of employees. The company adapted profit sharing model with employees, creating multifold jump for financial gains to employees building growth and stability along with the company. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1731 |
Conference Proceedings |
|
Godrej Consumer Products: Story of first VV in the world |
2015 |
Cape Town, SA |
Godrej Consumer Products is the first Viable Vision company in the world. Implementation started in October 2004 without any adequate software support, and experience of holistic implementations. Being the first execution in India, there was no experience of managing supply chain replenishment of such large geography. With such limitations, company implemented replenishment solutions with its distributors within 2 years of implementation. Significant improvement was achieved in terms of exposure of capacity of plants, availability, improvement in inventory turns of supply chain etc. Eleven years after starting the implementation, the company (India business) has grown from around 80 million USD size to 800 million USD. Today the company is aggressively expanding through acquisitions across the globe and spreading TOC into the DNA of newly acquired businesses as well as continuing to improve in its existing operations. The case study is about the success of its VV with several limitations, and to present what happened to TOC initiatives after the consulting company left Godrej, how the company took TOC to next levels through POOGI in the same supply chain as well as newly acquired businesses. How the company is a real ever-flourishing company for employees, vendors, customers and investors. |
About the Company Products and environment: Godrej Consumer Products is part of more than 100 years old Godrej Group. The company is into production and distribution of products like soaps, hair colors, mosquito repellents etc. When implementation started in 2004 in soaps and hair color business, it had around 400 live SKUs, produced in 4 factories and distributed through a network of 30 warehouses, and 1600 distributors, 2.5 million retailers.
Now, after 11 years, the range of products in India is about 800 live SKUs, number of factories in India has grown from 4 to 21 supplying through 41 warehouses to 4.5 million retailers. The company has presence in more than 12 countries and has acquired several similar brands in countries like Argentina, Chile, Indonesia and multiple Countries in Africa.
11 years after starting the implementation, the company (India business) has grown from around 80 Million USD size to 800 Million USD. Today company is aggressively expanding through acquisitions across the globe and spreading TOC into DNA of newly acquired businesses as well as continuing to improve in its existing operations.
The Challenges Faced in 2004: The team faced several challenges in implementation. Few of them are as follows:
• The first implementation in the world, in India, hence no proven, tested solutions available. No experience to the consultants of holistic implementation in India.
• Lack of software to manage replenishment and DBM
• Lack of strong internet connectivity with distributors (in 2004)
• Poor logistical and infrastructural facilities in India (in 2004)
Despite all these challenges, the management was completely committed to a paradigm shift and found ways to overcome these challenges.
The key results achieved:
• Paradigm shift for the company at the era when inventories were not seen as a liability, forecasting was deeply rooted practice and logistic cost reduction was the prime objective of logistic.
• Significant improvement in availability till distributors
• Fill rates to distributors increased from about 80% to 99%
• Improvement in inventory turns of the company almost by 50%
• Around 40% Impact on top line, bottom line within two years of implementation
• 20% to 30% exposed capacity in the factories in the first two years of implementation
• Significantly helped expand distribution from 2.5 million to 4.5 million retailers
Life after 11 years: After learning the TOC solutions to manage significantly higher availability of products with much less inventory, a set of TOC experts started expanding TOC knowledge, implemented at newly acquired companies. Till date apart from India business, several businesses across the globe are following TOC practices at different level of maturity.
Growth for employees: Organic and Inorganic business growth is creating significant opportunities for growth of employees. The company adapted profit sharing model with employees, creating multifold jump for financial gains to employees building growth and stability along with the company. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1732 |
Conference Proceedings |
Steyn, Johan |
Is 50% the correct number? Can CCPM contribute better than 50% results? |
2015 |
Cape Town, SA |
CCPM suggests a project can be completed reliably in 75% of the planned time (actually 50% with a 25% project buffer). This presentation is based on empirical research that challenges the 50% and reports on case studies and methodology where schedule optimization in excess of 50% was demonstrated. This lead time compression suggested that with improved measurement methodology, there is additional capacity available in time-critical projects, which can be utilized for improved commercial and competitive advantage. |
This presentation presents feedback on case study research into the applicability of ""50%” for CCPM buffer calculation.
Once a project is completed with any significant part of buffer remaining, the inevitable question is raised on the ""accuracy” of the value of 50% utilised for buffer calculation, or alternatively the option is raised for additional buffer reduction in upcoming projects.
This research provides insight into the identification and utilisation of the potential additional capacity available in projects., This insight is derived from research in various industries, including construction, maintenance-repair and overhaul, public sector services as well as private sector services.
Results on utilisation of additional capacity is presented and recommendations are provided on the usability of 50% as buffer calculation standard.
Background
CCPM prescribes 50% as standard for the calculation of project buffers. (an overview of basic mathematical statistics is available to ""prove” the value of 50%)
However, in practise, when projects are completed with significant project buffer remaining, the question is inevitably raised by management on what the ""optimal” buffer sizing should be. All comments from practising project managers that further reductions will jeopardise due date confidence level, is swiped from the table with management's comment that in ""this project” (and possibly/probably previous projects) significant opportunity was left on the table for further optimisation.
The project manager ""knows” that further optimisation is ""possible”, but is legitimately reluctant to commit to reduced buffers and timelines.
The question arises: Is 50% the correct number, or what should be used? (This question is separately relevant during both planning and execution phases of the project)
Results
The theory of measurement for projects was developed to address the challenge. Measurement strategy and methodology were developed and implemented on more than 50 industrial projects. The results provide valuable insight into the challenges and opportunities (additional capacity) available when executing projects.
In these case studies of industrial projects in a developing country, significant additional capacity was revealed and utilised.
Lessons derived from these projects provide input to the implementation of new management /measurement strategies on projects and the level of expected improvement in project delivery, therefore supporting improved project success ratios and reduced due date risk. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1733 |
Conference Proceedings |
|
Is 50% the correct number? Can CCPM contribute better than 50% results? |
2015 |
Cape Town, SA |
CCPM suggests a project can be completed reliably in 75% of the planned time (actually 50% with a 25% project buffer). This presentation is based on empirical research that challenges the 50% and reports on case studies and methodology where schedule optimization in excess of 50% was demonstrated. This lead time compression suggested that with improved measurement methodology, there is additional capacity available in time-critical projects, which can be utilized for improved commercial and competitive advantage. |
This presentation presents feedback on case study research into the applicability of ""50%” for CCPM buffer calculation.
Once a project is completed with any significant part of buffer remaining, the inevitable question is raised on the ""accuracy” of the value of 50% utilised for buffer calculation, or alternatively the option is raised for additional buffer reduction in upcoming projects.
This research provides insight into the identification and utilisation of the potential additional capacity available in projects., This insight is derived from research in various industries, including construction, maintenance-repair and overhaul, public sector services as well as private sector services.
Results on utilisation of additional capacity is presented and recommendations are provided on the usability of 50% as buffer calculation standard.
Background
CCPM prescribes 50% as standard for the calculation of project buffers. (an overview of basic mathematical statistics is available to ""prove” the value of 50%)
However, in practise, when projects are completed with significant project buffer remaining, the question is inevitably raised by management on what the ""optimal” buffer sizing should be. All comments from practising project managers that further reductions will jeopardise due date confidence level, is swiped from the table with management's comment that in ""this project” (and possibly/probably previous projects) significant opportunity was left on the table for further optimisation.
The project manager ""knows” that further optimisation is ""possible”, but is legitimately reluctant to commit to reduced buffers and timelines.
The question arises: Is 50% the correct number, or what should be used? (This question is separately relevant during both planning and execution phases of the project)
Results
The theory of measurement for projects was developed to address the challenge. Measurement strategy and methodology were developed and implemented on more than 50 industrial projects. The results provide valuable insight into the challenges and opportunities (additional capacity) available when executing projects.
In these case studies of industrial projects in a developing country, significant additional capacity was revealed and utilised.
Lessons derived from these projects provide input to the implementation of new management /measurement strategies on projects and the level of expected improvement in project delivery, therefore supporting improved project success ratios and reduced due date risk. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1734 |
Conference Proceedings |
Stratton, Roy |
Teaching TOC in context |
2015 |
Cape Town, SA |
There are several breakthrough developments in operations management that have parallels with the systems based TOC applications. In each case they have also resulted from a shift in thinking from cost and efficiency to variation and flow. These developments are commonly associated with approaches and tools that have proved particularly beneficial in certain environments. As a consequence, they have tended to be written about discretely, even in operations text books, with little guidance regarding their selective or integrated use. This presentation uses TOC-related concepts and thinking processes to explore the common origin of these approaches at a more abstract level and thereby provide a basis for clarifying the distinctions and environmental fit. The presentation concludes that conceptually integrating these developments at a more abstract level offers the potential of an important breakthrough in operations management education. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1735 |
Conference Proceedings |
|
Teaching TOC in context |
2015 |
Cape Town, SA |
There are several breakthrough developments in operations management that have parallels with the systems based TOC applications. In each case they have also resulted from a shift in thinking from cost and efficiency to variation and flow. These developments are commonly associated with approaches and tools that have proved particularly beneficial in certain environments. As a consequence, they have tended to be written about discretely, even in operations text books, with little guidance regarding their selective or integrated use. This presentation uses TOC-related concepts and thinking processes to explore the common origin of these approaches at a more abstract level and thereby provide a basis for clarifying the distinctions and environmental fit. The presentation concludes that conceptually integrating these developments at a more abstract level offers the potential of an important breakthrough in operations management education. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1736 |
Conference Proceedings |
Surace, Rocco |
Theory of constraints & finance |
2015 |
Cape Town, SA |
This workshop describes the goal (and necessary conditions) of an organization, its measurement and methods to achieve the goal. The thinking processes and the logistics applications (operations, distribution, project management, and throughput accounting). After describing the organization goal, other TOC assumptions are described including an organization goal being more than the sum of the goals of the organization parts, a few resources dictating the organization performance and effectiveness of cause and effect logic. Concepts and details of cost world and throughput world are described in addition to measures for the organization, and functional areas (marketing, operations, project management, etc.). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1737 |
Conference Proceedings |
|
Theory of constraints & finance |
2015 |
Cape Town, SA |
This workshop describes the goal (and necessary conditions) of an organization, its measurement and methods to achieve the goal. The thinking processes and the logistics applications (operations, distribution, project management, and throughput accounting). After describing the organization goal, other TOC assumptions are described including an organization goal being more than the sum of the goals of the organization parts, a few resources dictating the organization performance and effectiveness of cause and effect logic. Concepts and details of cost world and throughput world are described in addition to measures for the organization, and functional areas (marketing, operations, project management, etc.). |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1738 |
Conference Proceedings |
Taleb, Nassim |
Anti-fragility: How to live in a world we dont understand |
2015 |
Cape Town, SA |
Prof. Nassim Nicholas Taleb, the world renowned scholar and bestselling author of Black Swan and Fooled by Randomness, presents his latest work on uncertainty, randomness, and disorder (as outlined in his new book titled “Antifragile: Things that gain from disorder”. In this short video message specifically delivered by Nassim Taleb as the keynote to the TOCICO 2015 conference, he shares how, after retiring as an option trader to do full time research, he focused on how to find practical ways to define and measure fragility and identify the conditions that make most systems fragile. Systems that are harmed by volatility are fragile; robust systems are not harmed by volatility. But there are systems which he defines as Antifragile - systems that are not just robust, but actually benefit from volatility. Anti-fragile systems are able to limit the downside of volatility while fully capitalizing on the upside of volatility. Systems that are fragile have limited upside but unlimited downside. As such, fragile systems get weaker stronger over time while anti-fragile systems get stronger. With this new concept, Prof Taleb, challenges us to set even higher goals for our organizations (and ourselves) - the goal should not just be to achieve robustness, but to achieve the status of being Antifragile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1739 |
Conference Proceedings |
|
Anti-fragility: How to live in a world we dont understand |
2015 |
Cape Town, SA |
Prof. Nassim Nicholas Taleb, the world renowned scholar and bestselling author of Black Swan and Fooled by Randomness, presents his latest work on uncertainty, randomness, and disorder (as outlined in his new book titled “Antifragile: Things that gain from disorder”. In this short video message specifically delivered by Nassim Taleb as the keynote to the TOCICO 2015 conference, he shares how, after retiring as an option trader to do full time research, he focused on how to find practical ways to define and measure fragility and identify the conditions that make most systems fragile. Systems that are harmed by volatility are fragile; robust systems are not harmed by volatility. But there are systems which he defines as Antifragile - systems that are not just robust, but actually benefit from volatility. Anti-fragile systems are able to limit the downside of volatility while fully capitalizing on the upside of volatility. Systems that are fragile have limited upside but unlimited downside. As such, fragile systems get weaker stronger over time while anti-fragile systems get stronger. With this new concept, Prof Taleb, challenges us to set even higher goals for our organizations (and ourselves) - the goal should not just be to achieve robustness, but to achieve the status of being Antifragile. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1740 |
Conference Proceedings |
van Niekerk, Arrie |
A practitioners story of 15 years of TOC implementations in the mining industry |
2015 |
Cape Town, SA |
This presentation covers the past 15 years of applications of TOC in the mining industry. The presentation is presented in the form of a narrative of a typical implementation on a mine, followed by a summary of the key learning points from more than 60 implementations on mines over several years of practical experience. It is not based on a single application, but a mosaic of several implementations that follow more or less the same patterns of application, successes and sometimes followed by failure. The presentation sets the stage of what it is like in a deep underground mine, then deals with the steps to identify the constraint(s) and then covers some exploitation and subordination examples. The final stage shows how the typical leadership constraints are overcome and how a culture of success can be created. The essential transformation is from a cost-world approach towards a throughput-world approach. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1741 |
Conference Proceedings |
|
A practitioners story of 15 years of TOC implementations in the mining industry |
2015 |
Cape Town, SA |
This presentation covers the past 15 years of applications of TOC in the mining industry. The presentation is presented in the form of a narrative of a typical implementation on a mine, followed by a summary of the key learning points from more than 60 implementations on mines over several years of practical experience. It is not based on a single application, but a mosaic of several implementations that follow more or less the same patterns of application, successes and sometimes followed by failure. The presentation sets the stage of what it is like in a deep underground mine, then deals with the steps to identify the constraint(s) and then covers some exploitation and subordination examples. The final stage shows how the typical leadership constraints are overcome and how a culture of success can be created. The essential transformation is from a cost-world approach towards a throughput-world approach. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 1742 |
Conference Proceedings |
Rensburg, Dawid B Janse van |
Implementing TOC supply chain solutions to enhance the South African footwear industry |
2015 |
Cape Town, SA |
The South African footwear industry has faced some considerable challenges during the past two or three decades. Local production and employment has declined considerably in the wake of large scale importation of shoes primarily from China. South Africa has also been haunted by low productivity and disruptive industrial action. This paper will examine how the implementation of the TOC supply chain solutions and an enabling system has been changing the fortunes of a large footwear manufacturing group. CargoSolutions has been working for the past 7 years or so within the footwear group, and a number of new initiatives are currently underway, including a logistics hub based on TOC principles, and a vertical integration project from leather tanner to manufacturer to retail store – all within the one group. The paper will demonstrate how the TOC supply chains solutions have provided the footwear group with a decisive competitive advantage. |
Companies grow from a one-man organization to a larger organization and that is achieved through the division of labour as the volume of products and services increases.
When the company is small then they experience very little internal flow problems because of lack of handovers between resources. However when the company grows more and more functions have to be broken up into specialized functions and we have more handovers between resources in the process and then more local decision making that impacts the flow in delivering the products and services.
Resources are grouped in Departments and then we have more departments that have a local responsibility and we have local policies that impact the flow. All functions in the organisation support the prime product delivery that turns the input's (demand for products and services) into the outputs (products and services delivered). Companies grow and the more dynamic the manager the more his ability to add more resources to his department.
Very few companies that grow have the time to define the detail value adding processes with the organisation structure and we frequently find that people have to wear many hats. Sometimes the companies have positions that have very little to do with the flow of products and services and they are seen as a ""staff function” So work is assigned to the individual that is seen to be reliable and frequently he will have to intervene in many positions in the process and he becomes the cause of the delay in the flow of products and services.
Management frequently has to engage with the value adding process to maintain the flow and hence they become another constraint in the process. Any implementation built on a standard organisation of which the processes is not clearly defined will be vulnerable to resources leaving the company (taking the knowledge with them) and changes in the market.
1. If we want to transform a company from fragile to more robust we have to:
2. Have clear accountability and responsibility for each function assigned to a resources (""AS is” ""Stabilize the existing process)
3. Remove Non value adding processes (creating capacity for change – both at resource and management level
4. Re-design the process (if required) to ensure a logical flow and control (effectiveness model) and create the new responsibility and accountability with the individual resource
5. Once this is achieved we can then implement the TOC policy (Because all we do in TOC is writing policy and writing policy on an non-defined flow (clear accountability and responsibility at the resource level) will deliver short term results but will fail in the long term
TOC implementation fails to deliver long term stability because of:
1. Management capacity to establish the new capability required by the market due to the fast changing business environment
2. Management ability to create a stable cost effective engine to deliver the products and services
3. Capacity wasted on non-value adding processes
4. Inability to manage the main process and sub processes as a whole.
Conflict
If we want to make TOC sustainable in a company should we focus only on implementing the TOC policies or should we focus on getting agreement on each resource contribution in the value adding process and then focus on the implementing the TOC policies.
What if we can challenge the assumption that documenting all the processes in the company to resource level is expensive and will take a long time to do. Will that change our approach?
Implementing TOC Supply Chain Solutions to Enhance the South African Footwear Industry
September 9, 2015
Similar to most other countries in the word, the South African footwear industries have seen a dramatic decline in local manufacturing over the past two or three decades. This has obviously effected many employment opportunities.
Of an estimated annual world production figure of around 21 billion pairs of shoes (2011), approximately 87% of this is manufactured in Asia. China alone produces more than 13 billion pairs per annum, or roughly 63% of world production. The next largest producer is India with approximately 10% of the world's production.
The World Footwear 2012 Yearbook, an initiative from APICCAPS lists South Africa, out of 92 countries in position 23 in terms of production, with around 51 million pairs, in 2011.
Looking at South Africa, the following illustration shows the decline over the past number of years, but also indicates that local production has stayed reasonably flat since 2008:
Source: SAFLIA Digest, Footstats 2009
So, how does any country with the ambition to have a vibrant and growing footwear industry, compete with such enormous giants of footwear production?
CargoSolutions, a TOC Consulting Company, and implementers of the TOC enabling Symphony Software from Inherent Simplicity, has been associated with a group of footwear companies for more than 8 years now. The shareholders of this group of companies is a family. The family has recently invested in the acquisitioning of two more manufacturers, as well as an equity stake in a much larger industrial footwear group of companies.
The journey of TOC implementations started off with an implementation of the TOC supply chain solutions in an industrial safety footwear manufacturer in 2008, and was followed by the same type of implementation in a fashion shoe manufacturer in 2014.
The industrial footwear sector has been hard hit by the mass importation of less expensive ""safety shoes” from especially China. In the first implementation in the industrial footwear factory, the implementation had to incorporate the changing of a traditionally make-to-order (MTO), to a make-to-availability (MTA) supply chain. The implementation was over a two year period, with periodic involvement after that for another two years. A fascinating part of this business was the implementation of the TOC supply chain solutions to a number of SMME's (small, micro and medium sized enterprises). The forming if these companies had the objectives of empowering previously disadvantaged persons from South Africa, and assist them in getting their own companies off the ground. Improved productivity was another objective. The Strategy and Tactics Tree that was used here is the consumer goods template.
The end result of the TOC implementation was that the company has dramatically improved return on investment (ROI) for the shareholders, and has achieved profitability levels that are rare in any industry, let alone in the footwear industry.
The second implementation was in a fashion footwear design and manufacturing company, and again there was a change from MTO to MTA in the supply chain of the company on the fast runners. Some of the challenges in this implementation included the fact that approximately 7% of their SKU's represents more than 90% of revenue, and the strategy was to build their supply chain to deliver much faster and reliably on the majority of the styles (MTO), and in doing so start expanding the revenue base beyond the few fast movers.
Again we have had to incorporate a range of the SMME's in the supply chain.
Whilst the implementation period is now just over one year, we have seen remarkable improvement in the availability of MTA items, and a drastic improvement in due date performance. This project will still require a substantial amount of work, but at the time of the Conference in South Africa, the upside from the TOC implementation will start presenting itself. The company remains profitable, with good ROI performance.
The financial strength of the two companies where TOC was implemented has enabled the shareholders to invest in a number of other footwear manufacturers (fashion footwear), a footwear retail chain, and a leather tannery, with a large share in industrial shoes. The combined group will in future produce and distribute (there is a level of importation) approximately 8.5 million pairs per annum.
Most of these factories are based along the coastline of SA, and they have no warehousing presence in the Gauteng Province, which is the economic powerhouse of the country. A project is currently underway where we will establish a logistics hub in Johannesburg, for distribution in the northern part of SA, amounting to approximately 70% of the group sales. The warehouse will be run on dynamic stock buffers, ensuring fast inventory turns. This hub will deliver within 24 hours, enabling the footwear group to offer ""unrefusable offers” to the retail market, as well as the footwear distributors. This is seen as a vital step in furthering a competitive advantage over importers of footwear. One of the services that will be rendered from this hub is the monitoring of vendor-managed inventory at customers, automating the ordering process from retail to manufacturer.
Another project that has recently started, is a proof-of-concept to link the vertical supply chain from leather supplier to manufacturer, to retailer. The objectives of the project obviously revolves around the reduction of lead times to very short durations, ensuring fast inventory turns for all stakeholders, as well as reduced cash-to-cash cycles. Also very important is the deployment of increased ranges from the new footwear group to the newly acquired retail operations, at fast turns, using the Johannesburg hub, and soon to follow hubs in Cape Town and Durban. Again, during the time of the Conference in South Africa, this project will have achieved results, and an overview will be provided during the proposed presentation. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1743 |
Conference Proceedings |
|
Implementing TOC supply chain solutions to enhance the South African footwear industry |
2015 |
Cape Town, SA |
The South African footwear industry has faced some considerable challenges during the past two or three decades. Local production and employment has declined considerably in the wake of large scale importation of shoes primarily from China. South Africa has also been haunted by low productivity and disruptive industrial action. This paper will examine how the implementation of the TOC supply chain solutions and an enabling system has been changing the fortunes of a large footwear manufacturing group. CargoSolutions has been working for the past 7 years or so within the footwear group, and a number of new initiatives are currently underway, including a logistics hub based on TOC principles, and a vertical integration project from leather tanner to manufacturer to retail store – all within the one group. The paper will demonstrate how the TOC supply chains solutions have provided the footwear group with a decisive competitive advantage. |
Companies grow from a one-man organization to a larger organization and that is achieved through the division of labour as the volume of products and services increases.
When the company is small then they experience very little internal flow problems because of lack of handovers between resources. However when the company grows more and more functions have to be broken up into specialized functions and we have more handovers between resources in the process and then more local decision making that impacts the flow in delivering the products and services.
Resources are grouped in Departments and then we have more departments that have a local responsibility and we have local policies that impact the flow. All functions in the organisation support the prime product delivery that turns the input's (demand for products and services) into the outputs (products and services delivered). Companies grow and the more dynamic the manager the more his ability to add more resources to his department.
Very few companies that grow have the time to define the detail value adding processes with the organisation structure and we frequently find that people have to wear many hats. Sometimes the companies have positions that have very little to do with the flow of products and services and they are seen as a ""staff function” So work is assigned to the individual that is seen to be reliable and frequently he will have to intervene in many positions in the process and he becomes the cause of the delay in the flow of products and services.
Management frequently has to engage with the value adding process to maintain the flow and hence they become another constraint in the process. Any implementation built on a standard organisation of which the processes is not clearly defined will be vulnerable to resources leaving the company (taking the knowledge with them) and changes in the market.
1. If we want to transform a company from fragile to more robust we have to:
2. Have clear accountability and responsibility for each function assigned to a resources (""AS is” ""Stabilize the existing process)
3. Remove Non value adding processes (creating capacity for change – both at resource and management level
4. Re-design the process (if required) to ensure a logical flow and control (effectiveness model) and create the new responsibility and accountability with the individual resource
5. Once this is achieved we can then implement the TOC policy (Because all we do in TOC is writing policy and writing policy on an non-defined flow (clear accountability and responsibility at the resource level) will deliver short term results but will fail in the long term
TOC implementation fails to deliver long term stability because of:
1. Management capacity to establish the new capability required by the market due to the fast changing business environment
2. Management ability to create a stable cost effective engine to deliver the products and services
3. Capacity wasted on non-value adding processes
4. Inability to manage the main process and sub processes as a whole.
Conflict
If we want to make TOC sustainable in a company should we focus only on implementing the TOC policies or should we focus on getting agreement on each resource contribution in the value adding process and then focus on the implementing the TOC policies.
What if we can challenge the assumption that documenting all the processes in the company to resource level is expensive and will take a long time to do. Will that change our approach?
Implementing TOC Supply Chain Solutions to Enhance the South African Footwear Industry
September 9, 2015
Similar to most other countries in the word, the South African footwear industries have seen a dramatic decline in local manufacturing over the past two or three decades. This has obviously effected many employment opportunities.
Of an estimated annual world production figure of around 21 billion pairs of shoes (2011), approximately 87% of this is manufactured in Asia. China alone produces more than 13 billion pairs per annum, or roughly 63% of world production. The next largest producer is India with approximately 10% of the world's production.
The World Footwear 2012 Yearbook, an initiative from APICCAPS lists South Africa, out of 92 countries in position 23 in terms of production, with around 51 million pairs, in 2011.
Looking at South Africa, the following illustration shows the decline over the past number of years, but also indicates that local production has stayed reasonably flat since 2008:
Source: SAFLIA Digest, Footstats 2009
So, how does any country with the ambition to have a vibrant and growing footwear industry, compete with such enormous giants of footwear production?
CargoSolutions, a TOC Consulting Company, and implementers of the TOC enabling Symphony Software from Inherent Simplicity, has been associated with a group of footwear companies for more than 8 years now. The shareholders of this group of companies is a family. The family has recently invested in the acquisitioning of two more manufacturers, as well as an equity stake in a much larger industrial footwear group of companies.
The journey of TOC implementations started off with an implementation of the TOC supply chain solutions in an industrial safety footwear manufacturer in 2008, and was followed by the same type of implementation in a fashion shoe manufacturer in 2014.
The industrial footwear sector has been hard hit by the mass importation of less expensive ""safety shoes” from especially China. In the first implementation in the industrial footwear factory, the implementation had to incorporate the changing of a traditionally make-to-order (MTO), to a make-to-availability (MTA) supply chain. The implementation was over a two year period, with periodic involvement after that for another two years. A fascinating part of this business was the implementation of the TOC supply chain solutions to a number of SMME's (small, micro and medium sized enterprises). The forming if these companies had the objectives of empowering previously disadvantaged persons from South Africa, and assist them in getting their own companies off the ground. Improved productivity was another objective. The Strategy and Tactics Tree that was used here is the consumer goods template.
The end result of the TOC implementation was that the company has dramatically improved return on investment (ROI) for the shareholders, and has achieved profitability levels that are rare in any industry, let alone in the footwear industry.
The second implementation was in a fashion footwear design and manufacturing company, and again there was a change from MTO to MTA in the supply chain of the company on the fast runners. Some of the challenges in this implementation included the fact that approximately 7% of their SKU's represents more than 90% of revenue, and the strategy was to build their supply chain to deliver much faster and reliably on the majority of the styles (MTO), and in doing so start expanding the revenue base beyond the few fast movers.
Again we have had to incorporate a range of the SMME's in the supply chain.
Whilst the implementation period is now just over one year, we have seen remarkable improvement in the availability of MTA items, and a drastic improvement in due date performance. This project will still require a substantial amount of work, but at the time of the Conference in South Africa, the upside from the TOC implementation will start presenting itself. The company remains profitable, with good ROI performance.
The financial strength of the two companies where TOC was implemented has enabled the shareholders to invest in a number of other footwear manufacturers (fashion footwear), a footwear retail chain, and a leather tannery, with a large share in industrial shoes. The combined group will in future produce and distribute (there is a level of importation) approximately 8.5 million pairs per annum.
Most of these factories are based along the coastline of SA, and they have no warehousing presence in the Gauteng Province, which is the economic powerhouse of the country. A project is currently underway where we will establish a logistics hub in Johannesburg, for distribution in the northern part of SA, amounting to approximately 70% of the group sales. The warehouse will be run on dynamic stock buffers, ensuring fast inventory turns. This hub will deliver within 24 hours, enabling the footwear group to offer ""unrefusable offers” to the retail market, as well as the footwear distributors. This is seen as a vital step in furthering a competitive advantage over importers of footwear. One of the services that will be rendered from this hub is the monitoring of vendor-managed inventory at customers, automating the ordering process from retail to manufacturer.
Another project that has recently started, is a proof-of-concept to link the vertical supply chain from leather supplier to manufacturer, to retailer. The objectives of the project obviously revolves around the reduction of lead times to very short durations, ensuring fast inventory turns for all stakeholders, as well as reduced cash-to-cash cycles. Also very important is the deployment of increased ranges from the new footwear group to the newly acquired retail operations, at fast turns, using the Johannesburg hub, and soon to follow hubs in Cape Town and Durban. Again, during the time of the Conference in South Africa, this project will have achieved results, and an overview will be provided during the proposed presentation. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1744 |
Conference Proceedings |
Visser, Albert |
How to transform an organization from fragile to robust |
2015 |
Cape Town, SA |
In understanding why a company becomes fragile we need to understand how a company grows and what can cause it to become fragile. We need to understand the cost of management and also make sure that we get the value from management as we grow. We also need to understand what is blocking us from dealing with the root cause and if we do have the breakthrough what are the new rules we have to implement to obtain the maximum benefit. In this presentation we will try and answer the following questions: What is the generic mechanism for growing a company; How do some companies becomes fragile when they grow and others not; What is the impact of management on the growing company; and What is the direction of the solution to take a company from fragile to robust to anti-fragile. |
Companies grow from a one man organisation to a larger organisation and that is achieved through the division of labour as the volume of products and services increases.
When the company is small then they experience very little internal flow problems because of lack of handovers between resources. However when the company grows more and more functions have to be broken up into specialized functions and we have more handovers between resources in the process and then more local decision making that impacts the flow in delivering the products and services.
Resources are grouped in Departments and then we have more departments that have a local responsibility and we have local policies that impact the flow. All functions in the organisation support the prime product delivery that turns the input's (demand for products and services) into the outputs (products and services delivered). Companies grow and the more dynamic the manager the more his ability to add more resources to his department.
Very few companies that grow have the time to define the detail value adding processes with the organisation structure and we frequently find that people have to wear many hats. Sometimes the companies have positions that have very little to do with the flow of products and services and they are seen as a ""staff function” So work is assigned to the individual that is seen to be reliable and frequently he will have to intervene in many positions in the process and he becomes the cause of the delay in the flow of products and services.
Management frequently has to engage with the value adding process to maintain the flow and hence they become another constraint in the process. Any implementation built on a standard organisation of which the processes is not clearly defined will be vulnerable to resources leaving the company (taking the knowledge with them) and changes in the market.
1. If we want to transform a company from fragile to more robust we have to:
2. Have clear accountability and responsibility for each function assigned to a resources (""AS is” ""Stabilize the existing process)
3. Remove Non value adding processes (creating capacity for change – both at resource and management level
4. Re-design the process (if required) to ensure a logical flow and control (effectiveness model) and create the new responsibility and accountability with the individual resource
5. Once this is achieved we can then implement the TOC policy (Because all we do in TOC is writing policy and writing policy on an non-defined flow (clear accountability and responsibility at the resource level) will deliver short term results but will fail in the long term
TOC implementation fails to deliver long term stability because of:
1. Management capacity to establish the new capability required by the market due to the fast changing business environment
2. Management ability to create a stable cost effective engine to deliver the products and services
3. Capacity wasted on non-value adding processes
4. Inability to manage the main process and sub processes as a whole.
Conflict
If we want to make TOC sustainable in a company should we focus only on implementing the TOC policies or should we focus on getting agreement on each resource contribution in the value adding process and then focus on the implementing the TOC policies.
What if we can challenge the assumption that documenting all the processes in the company to resource level is expensive and will take a long time to do. Will that change our approach? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1745 |
Conference Proceedings |
|
How to transform an organization from fragile to robust |
2015 |
Cape Town, SA |
In understanding why a company becomes fragile we need to understand how a company grows and what can cause it to become fragile. We need to understand the cost of management and also make sure that we get the value from management as we grow. We also need to understand what is blocking us from dealing with the root cause and if we do have the breakthrough what are the new rules we have to implement to obtain the maximum benefit. In this presentation we will try and answer the following questions: What is the generic mechanism for growing a company; How do some companies becomes fragile when they grow and others not; What is the impact of management on the growing company; and What is the direction of the solution to take a company from fragile to robust to anti-fragile. |
Companies grow from a one man organisation to a larger organisation and that is achieved through the division of labour as the volume of products and services increases.
When the company is small then they experience very little internal flow problems because of lack of handovers between resources. However when the company grows more and more functions have to be broken up into specialized functions and we have more handovers between resources in the process and then more local decision making that impacts the flow in delivering the products and services.
Resources are grouped in Departments and then we have more departments that have a local responsibility and we have local policies that impact the flow. All functions in the organisation support the prime product delivery that turns the input's (demand for products and services) into the outputs (products and services delivered). Companies grow and the more dynamic the manager the more his ability to add more resources to his department.
Very few companies that grow have the time to define the detail value adding processes with the organisation structure and we frequently find that people have to wear many hats. Sometimes the companies have positions that have very little to do with the flow of products and services and they are seen as a ""staff function” So work is assigned to the individual that is seen to be reliable and frequently he will have to intervene in many positions in the process and he becomes the cause of the delay in the flow of products and services.
Management frequently has to engage with the value adding process to maintain the flow and hence they become another constraint in the process. Any implementation built on a standard organisation of which the processes is not clearly defined will be vulnerable to resources leaving the company (taking the knowledge with them) and changes in the market.
1. If we want to transform a company from fragile to more robust we have to:
2. Have clear accountability and responsibility for each function assigned to a resources (""AS is” ""Stabilize the existing process)
3. Remove Non value adding processes (creating capacity for change – both at resource and management level
4. Re-design the process (if required) to ensure a logical flow and control (effectiveness model) and create the new responsibility and accountability with the individual resource
5. Once this is achieved we can then implement the TOC policy (Because all we do in TOC is writing policy and writing policy on an non-defined flow (clear accountability and responsibility at the resource level) will deliver short term results but will fail in the long term
TOC implementation fails to deliver long term stability because of:
1. Management capacity to establish the new capability required by the market due to the fast changing business environment
2. Management ability to create a stable cost effective engine to deliver the products and services
3. Capacity wasted on non-value adding processes
4. Inability to manage the main process and sub processes as a whole.
Conflict
If we want to make TOC sustainable in a company should we focus only on implementing the TOC policies or should we focus on getting agreement on each resource contribution in the value adding process and then focus on the implementing the TOC policies.
What if we can challenge the assumption that documenting all the processes in the company to resource level is expensive and will take a long time to do. Will that change our approach? |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1746 |
Conference Proceedings |
Warchalowski, Jack |
CCPM transformation challenges |
2015 |
Cape Town, SA |
Despite the great effectiveness of the CCPM methodology many businesses struggle with its quick and successful implementation. Some of the real implementation challenges include: Lack of buy–in to cutting task durations; Difficulty to perform meaningful resource management / scheduling in a dynamic CCPM driven framework; Managing, project related, technical and business risks; Aligning outside vendors and resources with the internal schedule; Starting feeding chains too early; Understanding flow index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization; Prioritizing among competing feeding buffers; and Communicating with customers requiring typical PMI-driven Gantt chart views. While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations. The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define successful solutions. |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase.
Despite its great effectiveness many businesses struggle with the quick and successful implementation of the CCPM methodology. Many of them identify real implementation challenges and sometimes use them as an excuse to stop or simply slow down the CCPM implementation to the point where its value is substantially diminished.
Based on our experience working with a number of clients across different industries, some of these challenges include:
• Lack of buy–in to cutting task durations
• Difficulty to perform meaningful Resource Management / Scheduling in a dynamic CCPM driven framework
• Managing, project related, technical and business risks
• Aligning outside vendors and resources with the internal schedule
• Starting Feeding Chains too early
• Understanding Flow Index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization
• Prioritizing among competing Feeding Buffers
• Communicating with customers requiring typical PMI driven Gantt Chart views
While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations slowing down their transformation to a much more successful project environment based on CCPM.
The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define some solutions. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1747 |
Conference Proceedings |
Khatib, Haell |
CCPM transformation challenges |
2015 |
Cape Town, SA |
Despite the great effectiveness of the CCPM methodology many businesses struggle with its quick and successful implementation. Some of the real implementation challenges include: Lack of buy–in to cutting task durations; Difficulty to perform meaningful resource management / scheduling in a dynamic CCPM driven framework; Managing, project related, technical and business risks; Aligning outside vendors and resources with the internal schedule; Starting feeding chains too early; Understanding flow index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization; Prioritizing among competing feeding buffers; and Communicating with customers requiring typical PMI-driven Gantt chart views. While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations. The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define successful solutions. |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase.
Despite its great effectiveness many businesses struggle with the quick and successful implementation of the CCPM methodology. Many of them identify real implementation challenges and sometimes use them as an excuse to stop or simply slow down the CCPM implementation to the point where its value is substantially diminished.
Based on our experience working with a number of clients across different industries, some of these challenges include:
• Lack of buy–in to cutting task durations
• Difficulty to perform meaningful Resource Management / Scheduling in a dynamic CCPM driven framework
• Managing, project related, technical and business risks
• Aligning outside vendors and resources with the internal schedule
• Starting Feeding Chains too early
• Understanding Flow Index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization
• Prioritizing among competing Feeding Buffers
• Communicating with customers requiring typical PMI driven Gantt Chart views
While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations slowing down their transformation to a much more successful project environment based on CCPM.
The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define some solutions. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1748 |
Conference Proceedings |
|
CCPM transformation challenges |
2015 |
Cape Town, SA |
Despite the great effectiveness of the CCPM methodology many businesses struggle with its quick and successful implementation. Some of the real implementation challenges include: Lack of buy–in to cutting task durations; Difficulty to perform meaningful resource management / scheduling in a dynamic CCPM driven framework; Managing, project related, technical and business risks; Aligning outside vendors and resources with the internal schedule; Starting feeding chains too early; Understanding flow index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization; Prioritizing among competing feeding buffers; and Communicating with customers requiring typical PMI-driven Gantt chart views. While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations. The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define successful solutions. |
CCPM is a proven and effective project management methodology often resulting in significant improvements in terms of project lead-time reduction, on-time delivery, resource efficiency, and overall project throughput increase.
Despite its great effectiveness many businesses struggle with the quick and successful implementation of the CCPM methodology. Many of them identify real implementation challenges and sometimes use them as an excuse to stop or simply slow down the CCPM implementation to the point where its value is substantially diminished.
Based on our experience working with a number of clients across different industries, some of these challenges include:
• Lack of buy–in to cutting task durations
• Difficulty to perform meaningful Resource Management / Scheduling in a dynamic CCPM driven framework
• Managing, project related, technical and business risks
• Aligning outside vendors and resources with the internal schedule
• Starting Feeding Chains too early
• Understanding Flow Index (% Critical Chain complete / % Project Buffer consumed) change impact on project schedule – across the organization
• Prioritizing among competing Feeding Buffers
• Communicating with customers requiring typical PMI driven Gantt Chart views
While our clients and their industries differ substantially, the above issues seem to be shared across a wide spectrum of organizations slowing down their transformation to a much more successful project environment based on CCPM.
The intent of this presentation is to identify the top 10 major obstacles to a successful CCPM transformation, discuss their root causes, and define some solutions. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1749 |
Conference Proceedings |
Wöcke, Carl |
Don't mine BIG data, mine your top experts |
2015 |
Cape Town, SA |
This presentation will share a ground breaking innovation in the area of applying Artificial Intelligence to clone the decision making of the top performers within any field or organization. Specifically, this technology called TOM (short for Tacit Object Modeler), offers organizations the ability to effectively and efficiently clone the decision making of their top experts responsible for those decisions within their organizations that are highly subjective by nature – i.e. those decisions which benefit greatly from the intuition and experience the top experts build up over many years. The availability of top experts is a constraint in many organizations. TOM offers a practical solution to provide infinite scalability of the success rate of the top expert's decision-making ability. Over the past 5 years, TOM has been applied to successfully clone underwriters, psychometrists, fraud detection experts, pilots, pathologists and even production managers. In this presentation, the speaker will provide an overview of the initial triggering events and organizational challenge that provided the “ah-ha” moment, how the TOM technology was developed and tested in the field, share the results of a few specific cases where TOM was used to clone the top performers from mining, insurance, airlines and banking and end with a view on where TOM can be applied in the future. |
A common organizational challenge
Any organization is only as strong as its weakest link and only as good as the decisions its top management and technical experts make. Harvard Business Review states that decisions within a company lies on a spectrum.1 On the one side there are the many simple, frequent, tactical planning, execution and improvement decisions made by experts that have cumulative value over time. On the opposite side you have the large, complex, infrequent strategic decisions made by top management that can make or break a company. In between these extremes, there is a large middle region where decisions are both frequent and individually significant. What makes these decisions difficult to get right and to scale to ensure the ongoing improvement and growth of the organization, is that they require subjective judgments based not only on data and reasoning, but also, based on intuition and experience.
Unfortunately, the availability of the best experts that get such subjective decisions right (at least more right than the rest), is almost always a scarce resource. As such, the best engineers, doctors, lawyers, psychologist, sales people etc. will always be overloaded. When such tough decisions are made by either the overloaded top experts, or delegated to those without the necessary intuition and experience, the speed and quality of decisions and therefore the performance of the whole organization suffers.
Bad decisions that occur in this middle spectrum also results in firefighting that waste the limited attention of top management – the true constraint in any organization. This in turns distracts them from focusing on the large strategic decisions they should be focused on.
Imagine if you could clone your top expert's decision-making ability to review, not only a few of the critical decisions made every day in this middle spectrum, but to review every decision in this spectrum that could benefit from their intuition and experience.
Past Solutions that have only partially succeeded
Organizations have tried many different ways to improve the decision making in this middle spectrum. They tried to use their top experts to do training, to document their best practices, to create decision trees and even tried AI to find the optimum decision. Yet, in most real-life environments, the top experts outperform the rest of their peers and AI engines, by an order of magnitude.
New Direction
What if we did not try to use AI to mine big data, but rather to mine the top experts to extract the Natural Intelligence they have developed over many years.
This is exactly the direction that the speaker followed. Using this approach, he created TOM – short for Tacit Object Modeler - which uses a combination of most advanced Machine learning and other Artificial Intelligence methods to learn how your top expert makes decisions.
Once their decision process has been captured in TOM, it can then be scaled and made available to support decision making by employees throughout the organization and used as field support, a virtual advisor, or even a training tool. TOM can increase your expert's availability and decrease the demand put on top management.
In this presentation, the speaker will provide an overview of the initial triggering event that provided the ""ah-ha” moment, how the TOM technology was developed and tested in the field, sharing the results of a few specific cases where TOM was used the clone the top performers from mining, insurance, airlines and banking and end with their view on where TOM can be applied in the future. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1750 |
Conference Proceedings |
|
Don't mine BIG data, mine your top experts |
2015 |
Cape Town, SA |
This presentation will share a ground breaking innovation in the area of applying Artificial Intelligence to clone the decision making of the top performers within any field or organization. Specifically, this technology called TOM (short for Tacit Object Modeler), offers organizations the ability to effectively and efficiently clone the decision making of their top experts responsible for those decisions within their organizations that are highly subjective by nature – i.e. those decisions which benefit greatly from the intuition and experience the top experts build up over many years. The availability of top experts is a constraint in many organizations. TOM offers a practical solution to provide infinite scalability of the success rate of the top expert's decision-making ability. Over the past 5 years, TOM has been applied to successfully clone underwriters, psychometrists, fraud detection experts, pilots, pathologists and even production managers. In this presentation, the speaker will provide an overview of the initial triggering events and organizational challenge that provided the “ah-ha” moment, how the TOM technology was developed and tested in the field, share the results of a few specific cases where TOM was used to clone the top performers from mining, insurance, airlines and banking and end with a view on where TOM can be applied in the future. |
A common organizational challenge
Any organization is only as strong as its weakest link and only as good as the decisions its top management and technical experts make. Harvard Business Review states that decisions within a company lies on a spectrum.1 On the one side there are the many simple, frequent, tactical planning, execution and improvement decisions made by experts that have cumulative value over time. On the opposite side you have the large, complex, infrequent strategic decisions made by top management that can make or break a company. In between these extremes, there is a large middle region where decisions are both frequent and individually significant. What makes these decisions difficult to get right and to scale to ensure the ongoing improvement and growth of the organization, is that they require subjective judgments based not only on data and reasoning, but also, based on intuition and experience.
Unfortunately, the availability of the best experts that get such subjective decisions right (at least more right than the rest), is almost always a scarce resource. As such, the best engineers, doctors, lawyers, psychologist, sales people etc. will always be overloaded. When such tough decisions are made by either the overloaded top experts, or delegated to those without the necessary intuition and experience, the speed and quality of decisions and therefore the performance of the whole organization suffers.
Bad decisions that occur in this middle spectrum also results in firefighting that waste the limited attention of top management – the true constraint in any organization. This in turns distracts them from focusing on the large strategic decisions they should be focused on.
Imagine if you could clone your top expert's decision-making ability to review, not only a few of the critical decisions made every day in this middle spectrum, but to review every decision in this spectrum that could benefit from their intuition and experience.
Past Solutions that have only partially succeeded
Organizations have tried many different ways to improve the decision making in this middle spectrum. They tried to use their top experts to do training, to document their best practices, to create decision trees and even tried AI to find the optimum decision. Yet, in most real-life environments, the top experts outperform the rest of their peers and AI engines, by an order of magnitude.
New Direction
What if we did not try to use AI to mine big data, but rather to mine the top experts to extract the Natural Intelligence they have developed over many years.
This is exactly the direction that the speaker followed. Using this approach, he created TOM – short for Tacit Object Modeler - which uses a combination of most advanced Machine learning and other Artificial Intelligence methods to learn how your top expert makes decisions.
Once their decision process has been captured in TOM, it can then be scaled and made available to support decision making by employees throughout the organization and used as field support, a virtual advisor, or even a training tool. TOM can increase your expert's availability and decrease the demand put on top management.
In this presentation, the speaker will provide an overview of the initial triggering event that provided the ""ah-ha” moment, how the TOM technology was developed and tested in the field, sharing the results of a few specific cases where TOM was used the clone the top performers from mining, insurance, airlines and banking and end with their view on where TOM can be applied in the future. |
https://www.tocico.org/page/2015ConferenceProceedings |
| 1751 |
Online Multimedia |
Reiter, Shoshi |
Managing schools--The potential contribution of TOC |
2016 |
|
TOC for Education (TOCfE) is focused on enhancing the use of the Thinking Processes in curriculum and behavior, for improving the quality of the education provided. Managers of schools are facing an overall wider challenge of achieving more of the goal with the same resources. TOC has successfully dealt with the management of manufacturing, distribution, projects, healthcare and the public sector. How straight forward it is to apply the generic insights of TOC to the management of educational institutions? To show the potential contribution we need to acknowledge the differences between schools and the regular TOC environments. We need to understand the key differences in the definition of the goal, the ‘flow', and the difficulty in synchronizing human resources, which we believe are quite independent of the rest of the system in delivering their contribution to the flow. We will highlight the differences and the similarities of managing schools to managing a typical TOC organization, and outline a direction of the solution to significantly enhance the effectiveness of the school managing director to put the school on the ‘red-curve' of consistent and significant improved performance. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1752 |
Online Multimedia |
Schragenheim, Eli |
Managing schools--The potential contribution of TOC |
2016 |
|
TOC for Education (TOCfE) is focused on enhancing the use of the Thinking Processes in curriculum and behavior, for improving the quality of the education provided. Managers of schools are facing an overall wider challenge of achieving more of the goal with the same resources. TOC has successfully dealt with the management of manufacturing, distribution, projects, healthcare and the public sector. How straight forward it is to apply the generic insights of TOC to the management of educational institutions? To show the potential contribution we need to acknowledge the differences between schools and the regular TOC environments. We need to understand the key differences in the definition of the goal, the ‘flow', and the difficulty in synchronizing human resources, which we believe are quite independent of the rest of the system in delivering their contribution to the flow. We will highlight the differences and the similarities of managing schools to managing a typical TOC organization, and outline a direction of the solution to significantly enhance the effectiveness of the school managing director to put the school on the ‘red-curve' of consistent and significant improved performance. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1753 |
Online Multimedia |
|
Managing schools--The potential contribution of TOC |
2016 |
|
TOC for Education (TOCfE) is focused on enhancing the use of the Thinking Processes in curriculum and behavior, for improving the quality of the education provided. Managers of schools are facing an overall wider challenge of achieving more of the goal with the same resources. TOC has successfully dealt with the management of manufacturing, distribution, projects, healthcare and the public sector. How straight forward it is to apply the generic insights of TOC to the management of educational institutions? To show the potential contribution we need to acknowledge the differences between schools and the regular TOC environments. We need to understand the key differences in the definition of the goal, the ‘flow', and the difficulty in synchronizing human resources, which we believe are quite independent of the rest of the system in delivering their contribution to the flow. We will highlight the differences and the similarities of managing schools to managing a typical TOC organization, and outline a direction of the solution to significantly enhance the effectiveness of the school managing director to put the school on the ‘red-curve' of consistent and significant improved performance. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1754 |
Online Multimedia |
|
Managing schools--The potential contribution of TOC |
2016 |
|
TOC for Education (TOCfE) is focused on enhancing the use of the Thinking Processes in curriculum and behavior, for improving the quality of the education provided. Managers of schools are facing an overall wider challenge of achieving more of the goal with the same resources. TOC has successfully dealt with the management of manufacturing, distribution, projects, healthcare and the public sector. How straight forward it is to apply the generic insights of TOC to the management of educational institutions? To show the potential contribution we need to acknowledge the differences between schools and the regular TOC environments. We need to understand the key differences in the definition of the goal, the ‘flow', and the difficulty in synchronizing human resources, which we believe are quite independent of the rest of the system in delivering their contribution to the flow. We will highlight the differences and the similarities of managing schools to managing a typical TOC organization, and outline a direction of the solution to significantly enhance the effectiveness of the school managing director to put the school on the ‘red-curve' of consistent and significant improved performance. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1755 |
Online Multimedia |
Schragenheim, Eli |
Development of TOC--Part 2 |
2016 |
|
The webinar covers the development from the thinking processes (TP) back to specific operational methodologies: critical chain project management (CCPM), simplified drum buffer rope (S-DBR). The refinement of the replenishment solution and then going all the way to the integration of the developments so far to a true concept of the holistic management. The role of software is expressed in Necessary but not Sufficient, the Satellite Program and the emergence of the viable-vision (VV) concept, using the new tool of S&T towards the “ever flourishing organization”. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1756 |
Online Multimedia |
|
Development of TOC--Part 2 |
2016 |
|
The webinar covers the development from the thinking processes (TP) back to specific operational methodologies: critical chain project management (CCPM), simplified drum buffer rope (S-DBR). The refinement of the replenishment solution and then going all the way to the integration of the developments so far to a true concept of the holistic management. The role of software is expressed in Necessary but not Sufficient, the Satellite Program and the emergence of the viable-vision (VV) concept, using the new tool of S&T towards the “ever flourishing organization”. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1757 |
Online Multimedia |
|
Development of TOC--Part 2 |
2016 |
|
The webinar covers the development from the thinking processes (TP) back to specific operational methodologies: critical chain project management (CCPM), simplified drum buffer rope (S-DBR). The refinement of the replenishment solution and then going all the way to the integration of the developments so far to a true concept of the holistic management. The role of software is expressed in Necessary but not Sufficient, the Satellite Program and the emergence of the viable-vision (VV) concept, using the new tool of S&T towards the “ever flourishing organization”. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1758 |
Online Multimedia |
Schragenheim, Eli |
Development of TOC--Part 1 |
2016 |
|
The webinar covers the developments from OPT to DBR, then to the five focusing steps, then to the thinking processes (TP) and to the first steps in marketing. Also included in the first webinar is the dilemma “to use software or not to use.” Coming from sophisticated software for manufacturing had a huge impact on the development of TOC, becoming simple, covering much wider scope, making some mistakes and fixing many of them along the way. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1759 |
Online Multimedia |
|
Development of TOC--Part 1 |
2016 |
|
The webinar covers the developments from OPT to DBR, then to the five focusing steps, then to the thinking processes (TP) and to the first steps in marketing. Also included in the first webinar is the dilemma “to use software or not to use.” Coming from sophisticated software for manufacturing had a huge impact on the development of TOC, becoming simple, covering much wider scope, making some mistakes and fixing many of them along the way. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1760 |
Online Multimedia |
|
Development of TOC--Part 1 |
2016 |
|
The webinar covers the developments from OPT to DBR, then to the five focusing steps, then to the thinking processes (TP) and to the first steps in marketing. Also included in the first webinar is the dilemma “to use software or not to use.” Coming from sophisticated software for manufacturing had a huge impact on the development of TOC, becoming simple, covering much wider scope, making some mistakes and fixing many of them along the way. |
|
https://www.tocico.org/page/2016OnlineMultimedia |
| 1761 |
Conference Proceedings |
Jacob, Dee |
Starting and managing a retail business – transforming a business through TOC |
2016 |
Leesburg, VA |
I have spent much of the past 28 years helping existing organizations transform through the integration of TOC, lean and six sigma. I have worked with very few startups - and in those cases have only used a few tools and solutions of the vast array of TOC. As I looked toward expanding what I do closer to home, an 84 year old grocery business came on the market. It was a keystone of the downtown area of a small town, but it was going under. The building would be desirable for a bank or realtor, but the community would lose the key items they had come to trust and rely on. Solution: In 2015, I formed a partnership to purchase this existing business and transform it into a new profitable business using TOC. We performed an analysis of the market and then developed a potential new offering through the mafia-offer process This helped me clarify the vision to the previous owners who came to work for us and to help clarify what we would do to alignment from the investors. We used the conflict process to resolve an issue that was almost jettisoned the sale. We used an analysis to help us position our key marketing statements and developed our marketing/press release process through project networks. We developed a network and critical chain project schedule to accelerate the physical transformation of the building, while remaining operational. We developed our mafia offer to preferred vendors to set up frequent replenishment to allow us to have the freshest product at a great value. As a result, we have transformed the downtown area into a hot spot for the community. |
Starting and Managing a Retail Business – Transforming a business through TOC
Presenter: Dee Jacob (CEO of The Marketplace Emporia, LLC) |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1762 |
Conference Proceedings |
|
Starting and managing a retail business – transforming a business through TOC |
2016 |
Leesburg, VA |
I have spent much of the past 28 years helping existing organizations transform through the integration of TOC, lean and six sigma. I have worked with very few startups - and in those cases have only used a few tools and solutions of the vast array of TOC. As I looked toward expanding what I do closer to home, an 84 year old grocery business came on the market. It was a keystone of the downtown area of a small town, but it was going under. The building would be desirable for a bank or realtor, but the community would lose the key items they had come to trust and rely on. Solution: In 2015, I formed a partnership to purchase this existing business and transform it into a new profitable business using TOC. We performed an analysis of the market and then developed a potential new offering through the mafia-offer process This helped me clarify the vision to the previous owners who came to work for us and to help clarify what we would do to alignment from the investors. We used the conflict process to resolve an issue that was almost jettisoned the sale. We used an analysis to help us position our key marketing statements and developed our marketing/press release process through project networks. We developed a network and critical chain project schedule to accelerate the physical transformation of the building, while remaining operational. We developed our mafia offer to preferred vendors to set up frequent replenishment to allow us to have the freshest product at a great value. As a result, we have transformed the downtown area into a hot spot for the community. |
Starting and Managing a Retail Business – Transforming a business through TOC
Presenter: Dee Jacob (CEO of The Marketplace Emporia, LLC) |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1763 |
Conference Proceedings |
Jacob, Dee |
A way to experience the full TOC project and resource management workshop |
2016 |
Leesburg, VA |
Problem: When selling or gaining buy-in to the TOC solution for project environments, it is often difficult to for the prospect to grasp the reality of the full transformative vision and benefits. After all, it is a great departure from today's reality. Though we have good exercises to demonstrate the negatives of bad multi-tasking versus focused tasking (the Bead Game, the paper tearing exercise), it is hard to translate those exercises to the full benefits of the integrated solution and the full need for software. We can describe the elements and the proposed benefits, but the intuition of how it really can work is often lacking. |
A Way to Experience the Full TOC Project and Resource Management Workshop
Type of Session: Workshop
Presenter: Dee Jacob
Dee Jacob has been at the forefront of TOC since 1988. At Procter and Gamble, she led some of the earliest continuous process DBR solutions, the first replenishment, and Critical Chain solutions. Joining AGI in 1991, Dee continued the development of Critical Chain and the associated Portfolio Management solution, thinking processes, and supply chain. A prolific educator at AGI, Dee has created material and taught the Jonah Program®, the Jonah's Jonah Program®, and Technical Expert programs in Project Portfolio Management and Supply Chain Management. She is co-author with Suzan Bergland and Jeff Cox of Velocity; Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance and a contributor to the TOC Handbook for AGI.
In 2013, Dee recently formed a new business, VelosCT, with her husband Bob to provide TOC based solutions focused on service, value, and our customers' success. She is CEO. VelosCT has through new customer base, created opportunities to create both improved selling processes as well as expanded tools and education for Project Management, Supply Chain and Thinking Processes that bring service, value and success to its customers.
Dee has been at the forefront of working with major government and corporate clients – and solving the challenges of selling and creating rapid deployment models for success. She recently embarked on partnering with a small business initiative in her hometown.
In 2015, Dee formed a partnership to transform a small town landmark business into something new and exciting using the principles of TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1764 |
Conference Proceedings |
|
A way to experience the full TOC project and resource management workshop |
2016 |
Leesburg, VA |
Problem: When selling or gaining buy-in to the TOC solution for project environments, it is often difficult to for the prospect to grasp the reality of the full transformative vision and benefits. After all, it is a great departure from today's reality. Though we have good exercises to demonstrate the negatives of bad multi-tasking versus focused tasking (the Bead Game, the paper tearing exercise), it is hard to translate those exercises to the full benefits of the integrated solution and the full need for software. We can describe the elements and the proposed benefits, but the intuition of how it really can work is often lacking. |
A Way to Experience the Full TOC Project and Resource Management Workshop
Type of Session: Workshop
Presenter: Dee Jacob
Dee Jacob has been at the forefront of TOC since 1988. At Procter and Gamble, she led some of the earliest continuous process DBR solutions, the first replenishment, and Critical Chain solutions. Joining AGI in 1991, Dee continued the development of Critical Chain and the associated Portfolio Management solution, thinking processes, and supply chain. A prolific educator at AGI, Dee has created material and taught the Jonah Program®, the Jonah's Jonah Program®, and Technical Expert programs in Project Portfolio Management and Supply Chain Management. She is co-author with Suzan Bergland and Jeff Cox of Velocity; Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance and a contributor to the TOC Handbook for AGI.
In 2013, Dee recently formed a new business, VelosCT, with her husband Bob to provide TOC based solutions focused on service, value, and our customers' success. She is CEO. VelosCT has through new customer base, created opportunities to create both improved selling processes as well as expanded tools and education for Project Management, Supply Chain and Thinking Processes that bring service, value and success to its customers.
Dee has been at the forefront of working with major government and corporate clients – and solving the challenges of selling and creating rapid deployment models for success. She recently embarked on partnering with a small business initiative in her hometown.
In 2015, Dee formed a partnership to transform a small town landmark business into something new and exciting using the principles of TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1765 |
Conference Proceedings |
Jacob, Dee |
Strategic and tactical planning with not-for-profits |
2016 |
Leesburg, VA |
Many local not-for-profits accomplish their work through a large base of volunteers. Those volunteers who devote so much time develop a passion for their cause. Many volunteers stay on boards from the beginning. Working with volunteers on vision or strategies can pose its own difficulties versus corporations. • Volunteers have little time to devote to strategic planning • Volunteers have very different views of what the organization is or should be. • Volunteers can become offended when talking about reality. • Volunteers can bog down discussion with stories about the good old days. • Volunteers don't believe the strategy can be right if they are not involved. • Volunteers have overlapping roles within the organization. During the past several years, I have devoted time to local organizations that need help either getting off the ground, formalizing their informal efforts, or reenergizing their organization's strategy. This session will cover what we do, show examples and share the results. |
Strategic and Tactical Planning with Not-For-Profits
Dee Jacob, CEO, VelosCT |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1766 |
Conference Proceedings |
|
Strategic and tactical planning with not-for-profits |
2016 |
Leesburg, VA |
Many local not-for-profits accomplish their work through a large base of volunteers. Those volunteers who devote so much time develop a passion for their cause. Many volunteers stay on boards from the beginning. Working with volunteers on vision or strategies can pose its own difficulties versus corporations. • Volunteers have little time to devote to strategic planning • Volunteers have very different views of what the organization is or should be. • Volunteers can become offended when talking about reality. • Volunteers can bog down discussion with stories about the good old days. • Volunteers don't believe the strategy can be right if they are not involved. • Volunteers have overlapping roles within the organization. During the past several years, I have devoted time to local organizations that need help either getting off the ground, formalizing their informal efforts, or reenergizing their organization's strategy. This session will cover what we do, show examples and share the results. |
Strategic and Tactical Planning with Not-For-Profits
Dee Jacob, CEO, VelosCT |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1767 |
Conference Proceedings |
Mycue, Alfredo |
The TOC transformation of Texas Workforce Commission cultural change and breakthrough results |
2016 |
Leesburg, VA |
The Texas Workforce Commission (TWC) was charged by the Texas State Legislature in 2011 to pilot an operational improvement process based on the principles of lean, six sigma or theory of constraints (TOC) within the agency. The Legislature received testimony from Kristen Cox from the State of Utah who stressed that TOC must be applied as the foundational “focusing” methodology. TWC applied TOC throughout the organization in over 34 major improvement initiatives and achieved breakthrough results. The focusing methods of TOC which ensured that efforts targeted the real constraints in each system produced rapid and substantial results; shifting mindsets from skeptical to energized. TWC has developed a methodology to use TOC as the foundational theory in government improvement while also utilizing lean tools and six sigma sampling and root cause analysis. Through sustained process improvement, TWC has increased the value produced per taxpayer dollar spent. TWC's gains in operational capacity have been attained without increased staff. On the contrary, staff numbers have fallen while throughput, quality, and customer service have continued to improve. TOC has enabled TWC to undergo a positive transformation in culture, performance and effectiveness. |
The TOC Transformation of Texas Workforce Commission Cultural Change and Breakthrough Results.
Alfredo Mycue
Alfredo Mycue is the Director of Business Transformation and Rapid Process Improvement at Texas Workforce Commission. He is a retired Army Lieutenant Colonel and Airborne Ranger. He served in Germany, Egypt, Korea, Iraq, and in 8 States. During his tour of duty he served in a variety of positions including, Stryker Infantry Battalion Commander in Baghdad, Iraq, US Embassy's Advisor to Korean Army, and Assistant Professor at United States Military Academy at West Point where he educated Cadets in history, ethics, and the military profession.
Alfredo is a graduate of West Point, the Command and General Staff College, and holds a Masters in Diplomatic History from Tulane University. He has the Project Management Professional (PMP) credential, is certified as a Theory of Constraint's Jonah, and is a Certified Six Sigma Black-Belt (CSSBB) in efficiency and quality.
Alfredo recently worked at the Department of Housing from 2009 to 2012 where he was the Manager of Community Affairs. He helped administer over $400M in grant funds across 8 major Federal and State programs. He also developed and implemented a strategy for continuous improvement for 5 major programs at TDHCA. For example, as a direct result of these team improvement efforts, HUD-backed loans dropped from an average of 138 days to 59 days. This has included providing project management and lean six sigma expertise to the American Reinvestment and Recovery Act stakeholders, empowering them to achieve quality weatherization while meeting their production goals set by Department of Energy.
As the Director of Business Transformation, Alfredo leads and coordinates government improvement efforts at Texas Workforce Commission. He has trained 65 practitioners in the theory of constraints, lean tools, and six sigma methodologies. Those practitioners, under the mentorship of Alfredo, lead rapid process improvement projects to attain government services production goals, while improving quality and customer experience. Results, such as reducing application processing time from 194 days to 31 days, repeatedly demonstrate the power these improvement techniques can have on government systems and processes. Alfredo is proud to be a process improvement practitioner in Texas and at the forefront of TWC's government improvement efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1768 |
Conference Proceedings |
|
The TOC transformation of Texas Workforce Commission cultural change and breakthrough results |
2016 |
Leesburg, VA |
The Texas Workforce Commission (TWC) was charged by the Texas State Legislature in 2011 to pilot an operational improvement process based on the principles of lean, six sigma or theory of constraints (TOC) within the agency. The Legislature received testimony from Kristen Cox from the State of Utah who stressed that TOC must be applied as the foundational “focusing” methodology. TWC applied TOC throughout the organization in over 34 major improvement initiatives and achieved breakthrough results. The focusing methods of TOC which ensured that efforts targeted the real constraints in each system produced rapid and substantial results; shifting mindsets from skeptical to energized. TWC has developed a methodology to use TOC as the foundational theory in government improvement while also utilizing lean tools and six sigma sampling and root cause analysis. Through sustained process improvement, TWC has increased the value produced per taxpayer dollar spent. TWC's gains in operational capacity have been attained without increased staff. On the contrary, staff numbers have fallen while throughput, quality, and customer service have continued to improve. TOC has enabled TWC to undergo a positive transformation in culture, performance and effectiveness. |
The TOC Transformation of Texas Workforce Commission Cultural Change and Breakthrough Results.
Alfredo Mycue
Alfredo Mycue is the Director of Business Transformation and Rapid Process Improvement at Texas Workforce Commission. He is a retired Army Lieutenant Colonel and Airborne Ranger. He served in Germany, Egypt, Korea, Iraq, and in 8 States. During his tour of duty he served in a variety of positions including, Stryker Infantry Battalion Commander in Baghdad, Iraq, US Embassy's Advisor to Korean Army, and Assistant Professor at United States Military Academy at West Point where he educated Cadets in history, ethics, and the military profession.
Alfredo is a graduate of West Point, the Command and General Staff College, and holds a Masters in Diplomatic History from Tulane University. He has the Project Management Professional (PMP) credential, is certified as a Theory of Constraint's Jonah, and is a Certified Six Sigma Black-Belt (CSSBB) in efficiency and quality.
Alfredo recently worked at the Department of Housing from 2009 to 2012 where he was the Manager of Community Affairs. He helped administer over $400M in grant funds across 8 major Federal and State programs. He also developed and implemented a strategy for continuous improvement for 5 major programs at TDHCA. For example, as a direct result of these team improvement efforts, HUD-backed loans dropped from an average of 138 days to 59 days. This has included providing project management and lean six sigma expertise to the American Reinvestment and Recovery Act stakeholders, empowering them to achieve quality weatherization while meeting their production goals set by Department of Energy.
As the Director of Business Transformation, Alfredo leads and coordinates government improvement efforts at Texas Workforce Commission. He has trained 65 practitioners in the theory of constraints, lean tools, and six sigma methodologies. Those practitioners, under the mentorship of Alfredo, lead rapid process improvement projects to attain government services production goals, while improving quality and customer experience. Results, such as reducing application processing time from 194 days to 31 days, repeatedly demonstrate the power these improvement techniques can have on government systems and processes. Alfredo is proud to be a process improvement practitioner in Texas and at the forefront of TWC's government improvement efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1769 |
Conference Proceedings |
Mycue, Alfredo |
Government's new bottom line: QT/OE |
2016 |
Leesburg, VA |
This research paper and development of new knowledge details how TOC principles can be incorporated into the fabric of government, specifically the concept of quality throughput over operational expenses, or QT/OE. The paper describes how Texas Workforce Commission (TWC) has deployed this refined concept to leverage and measure continuous improvement at every level in the organization. Standing on the shoulders of giants, we in Texas have further developed the QT/OE concepts of Eli Goldratt and Robert Fox, outlined on page 29 of The Race (Croton on the Hudson, NY: North River Press, 1986). This financial and production accounting tool has great utility in government. It has enabled us to change the way government measures its ability to provide ever-improving service and increasing value per dollar. This change provides government the general ability to tie value to cost. There is a need for change because the “inability to link cost and value” causes government to have difficulty reflecting improvement over time. This is the core problem in government: there is no “bottom line” to drive meaningful change (but QT/OE can substitute for this bottom line). Often it is difficult to know if our operations are improving if costs are going up, employee counts are up, and throughput production is up (or any other variation). We have created a system that enables every manager to answer these questions everyday: What did my team produce of value today? How much did it cost me to produce it? And why, for example, did it cost me less to produce it last year than this year? QT/OE application to government operations answers these questions and more. |
Government's New Bottom Line: QT/OE
Alfredo Mycue
Alfredo Mycue is the Director of Business Transformation and Rapid Process Improvement at Texas Workforce Commission. He is a retired Army Lieutenant Colonel and Airborne Ranger. He served in Germany, Egypt, Korea, Iraq, and in 8 States. During his tour of duty he served in a variety of positions including, Stryker Infantry Battalion Commander in Baghdad, Iraq, US Embassy's Advisor to Korean Army, and Assistant Professor at United States Military Academy at West Point where he educated Cadets in history, ethics, and the military profession.
Alfredo is a graduate of West Point, the Command and General Staff College, and holds a Masters in Diplomatic History from Tulane University. He has the Project Management Professional (PMP) credential, is certified as a Theory of Constraint's Jonah, and is a Certified Six Sigma Black-Belt (CSSBB) in efficiency and quality.
Alfredo recently worked at the Department of Housing from 2009 to 2012 where he was the Manager of Community Affairs. He helped administer over $400M in grant funds across 8 major Federal and State programs. He also developed and implemented a strategy for continuous improvement for 5 major programs at TDHCA. For example, as a direct result of these team improvement efforts, HUD-backed loans dropped from an average of 138 days to 59 days. This has included providing project management and lean six sigma expertise to the American Reinvestment and Recovery Act stakeholders, empowering them to achieve quality weatherization while meeting their production goals set by Department of Energy.
As the Director of Business Transformation, Alfredo leads and coordinates government improvement efforts at Texas Workforce Commission. He has trained 65 practitioners in the theory of constraints, lean tools, and six sigma methodologies. Those practitioners, under the mentorship of Alfredo, lead rapid process improvement projects to attain government services production goals, while improving quality and customer experience. Results, such as reducing application processing time from 194 days to 31 days, repeatedly demonstrate the power these improvement techniques can have on government systems and processes. Alfredo is proud to be a process improvement practitioner in Texas and at the forefront of TWC's government improvement efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1770 |
Conference Proceedings |
|
Government's new bottom line: QT/OE |
2016 |
Leesburg, VA |
This research paper and development of new knowledge details how TOC principles can be incorporated into the fabric of government, specifically the concept of quality throughput over operational expenses, or QT/OE. The paper describes how Texas Workforce Commission (TWC) has deployed this refined concept to leverage and measure continuous improvement at every level in the organization. Standing on the shoulders of giants, we in Texas have further developed the QT/OE concepts of Eli Goldratt and Robert Fox, outlined on page 29 of The Race (Croton on the Hudson, NY: North River Press, 1986). This financial and production accounting tool has great utility in government. It has enabled us to change the way government measures its ability to provide ever-improving service and increasing value per dollar. This change provides government the general ability to tie value to cost. There is a need for change because the “inability to link cost and value” causes government to have difficulty reflecting improvement over time. This is the core problem in government: there is no “bottom line” to drive meaningful change (but QT/OE can substitute for this bottom line). Often it is difficult to know if our operations are improving if costs are going up, employee counts are up, and throughput production is up (or any other variation). We have created a system that enables every manager to answer these questions everyday: What did my team produce of value today? How much did it cost me to produce it? And why, for example, did it cost me less to produce it last year than this year? QT/OE application to government operations answers these questions and more. |
Government's New Bottom Line: QT/OE
Alfredo Mycue
Alfredo Mycue is the Director of Business Transformation and Rapid Process Improvement at Texas Workforce Commission. He is a retired Army Lieutenant Colonel and Airborne Ranger. He served in Germany, Egypt, Korea, Iraq, and in 8 States. During his tour of duty he served in a variety of positions including, Stryker Infantry Battalion Commander in Baghdad, Iraq, US Embassy's Advisor to Korean Army, and Assistant Professor at United States Military Academy at West Point where he educated Cadets in history, ethics, and the military profession.
Alfredo is a graduate of West Point, the Command and General Staff College, and holds a Masters in Diplomatic History from Tulane University. He has the Project Management Professional (PMP) credential, is certified as a Theory of Constraint's Jonah, and is a Certified Six Sigma Black-Belt (CSSBB) in efficiency and quality.
Alfredo recently worked at the Department of Housing from 2009 to 2012 where he was the Manager of Community Affairs. He helped administer over $400M in grant funds across 8 major Federal and State programs. He also developed and implemented a strategy for continuous improvement for 5 major programs at TDHCA. For example, as a direct result of these team improvement efforts, HUD-backed loans dropped from an average of 138 days to 59 days. This has included providing project management and lean six sigma expertise to the American Reinvestment and Recovery Act stakeholders, empowering them to achieve quality weatherization while meeting their production goals set by Department of Energy.
As the Director of Business Transformation, Alfredo leads and coordinates government improvement efforts at Texas Workforce Commission. He has trained 65 practitioners in the theory of constraints, lean tools, and six sigma methodologies. Those practitioners, under the mentorship of Alfredo, lead rapid process improvement projects to attain government services production goals, while improving quality and customer experience. Results, such as reducing application processing time from 194 days to 31 days, repeatedly demonstrate the power these improvement techniques can have on government systems and processes. Alfredo is proud to be a process improvement practitioner in Texas and at the forefront of TWC's government improvement efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1771 |
Conference Proceedings |
Schragenheim, Amir |
Renovating a house – Planning, execution or both? |
2016 |
Leesburg, VA |
One of Eli Goldratt's greatest achievements is differentiating between planning and execution. What happens when you renovate your house – you need a plan for the sub-contractors – however the plan changes all the time. What can be done if we operate the TOC thinking to help this process? Can we still finish on-time, within budget and within content without a full-blown CCPM implementation? Can this environment be managed using CCPM? I'll share my story about how we ran the renovation of our house using different levels of planning & execution to complete on time. |
Renovating a house – Planning, Execution or both?
Amir Schragenheim
Amir Schragenheim Amir Schragenheim, founder of Inherent Simplicity - a TOC software company which is part of the Goldratt Group, is active in the TOC community for over 15 years. Amir has been involved deeply in knowledge developments in TOC and is considered to be one of the world experts in Production, Distribution & Retail for TOC implementations and has been recognized as such by the late Dr. Eli Goldratt himself. Amir developed several computerized TOC educational and simulation tools along with Eli Schragenheim. Amir participated in analyzing the solution and developed the software for TOC implementations in the healthcare industry including A&E and Operation Theatres. Amir holds an MBA from Tel-Aviv University Magna Cum Laude. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1772 |
Conference Proceedings |
|
Renovating a house – Planning, execution or both? |
2016 |
Leesburg, VA |
One of Eli Goldratt's greatest achievements is differentiating between planning and execution. What happens when you renovate your house – you need a plan for the sub-contractors – however the plan changes all the time. What can be done if we operate the TOC thinking to help this process? Can we still finish on-time, within budget and within content without a full-blown CCPM implementation? Can this environment be managed using CCPM? I'll share my story about how we ran the renovation of our house using different levels of planning & execution to complete on time. |
Renovating a house – Planning, Execution or both?
Amir Schragenheim
Amir Schragenheim Amir Schragenheim, founder of Inherent Simplicity - a TOC software company which is part of the Goldratt Group, is active in the TOC community for over 15 years. Amir has been involved deeply in knowledge developments in TOC and is considered to be one of the world experts in Production, Distribution & Retail for TOC implementations and has been recognized as such by the late Dr. Eli Goldratt himself. Amir developed several computerized TOC educational and simulation tools along with Eli Schragenheim. Amir participated in analyzing the solution and developed the software for TOC implementations in the healthcare industry including A&E and Operation Theatres. Amir holds an MBA from Tel-Aviv University Magna Cum Laude. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1773 |
Conference Proceedings |
Watt, Andy |
Why is sustainability still a significant challenge in successful TOC implementations? |
2016 |
Leesburg, VA |
In this presentation Andy examines the hundreds of successful TOC solutions he and his team have implemented in the last fifteen years. He will be going on to explain his analysis and why he believed many of these were sustainable and why he no longer believes they are. He introduces the audience to what he believes has been the problem with the incorrect implementation of POOGI in the five steps and how they can be used correctly to rectify the sustainability. Next, he communicates what he now believes to be the necessary conditions required for sustainable success, this is in the processes, in the people and in the environment. Then he takes you through the application of the process in two of his new clients including the measures required to be embedded to achieve the sustainability. The key is how to cause the mind-set change for the organization away from being reactive and into one that constantly strives for continuous improvement guided by POOGI and the five steps. Finally, he presents why he believes this must be tackled in order for TOC to become the main way of managing businesses in the future. |
Why is Sustainability still a Significant Challenge in Successful TOC Implementations?
Andy Watt, Founding member of TOCICO, the owner and driving force behind Goldratt UK |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1774 |
Conference Proceedings |
|
Why is sustainability still a significant challenge in successful TOC implementations? |
2016 |
Leesburg, VA |
In this presentation Andy examines the hundreds of successful TOC solutions he and his team have implemented in the last fifteen years. He will be going on to explain his analysis and why he believed many of these were sustainable and why he no longer believes they are. He introduces the audience to what he believes has been the problem with the incorrect implementation of POOGI in the five steps and how they can be used correctly to rectify the sustainability. Next, he communicates what he now believes to be the necessary conditions required for sustainable success, this is in the processes, in the people and in the environment. Then he takes you through the application of the process in two of his new clients including the measures required to be embedded to achieve the sustainability. The key is how to cause the mind-set change for the organization away from being reactive and into one that constantly strives for continuous improvement guided by POOGI and the five steps. Finally, he presents why he believes this must be tackled in order for TOC to become the main way of managing businesses in the future. |
Why is Sustainability still a Significant Challenge in Successful TOC Implementations?
Andy Watt, Founding member of TOCICO, the owner and driving force behind Goldratt UK |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1775 |
Conference Proceedings |
Inozu, Bahadir |
Managing constraints for agile economic development |
2016 |
Leesburg, VA |
This presentation focuses on how to apply TOC/CCPM principles to agile economic development. Economic development in 2016 is extremely competitive. Communities, regions, and states must all respond quickly, provide thorough information, and win new investment and jobs. There is a saying among commercial real estate professionals: “Time Kills All Deals”. In economic development, that is particularly true. We present a special process that can be replicated in county and local economic development operations, thus giving the opportunity for even greater speed, lack of frustration, and transparency at every level of the public sector. This process focuses on 3 critical components of an economic development system we refer to as the “Eco-System” as shown below: 1. Incentives, 2. Licensing, permitting and regulatory, 3. Workforce training and development. |
Managing Constraints for Agile Economic Development
Bahadir Inozu, Ph.D. Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, David Dodd, Senior Associate with NOVACES, the Chief Executive Officer of DADCO
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
David Dodd is a Senior Associate with NOVACES, the Chief Executive Officer of DADCO Consulting, Incorporated, and is the newly-appointed Chairman of the University of Oklahoma International Resilience Institute. David develops, implements, and teaches innovation in economic and community development, specializing in resilience and recovery from disasters/disruptions worldwide. David has a 25-year history of success in economic development, including serving as Dean of the University of Oklahoma Economic Development Institute (OU/EDI), the oldest and largest professional development program in
The field, and continues to be one of its' highest rated instructors. David also engineered the first offering of OU/EDI outside the United States in partnership with CETYS University. David has a very broad background in all aspects of development, including development finance, public-private partnerships, comprehensive planning, workforce/education development, community capacity-building, international trade/investment, and inter-firm collaboration, all of which provides added value in resilience and recovery. In 2011, he was named a Fellow Member of the International Economic Development Council, for ""demonstrated leadership and significant contributions to the profession”.
David is a leading expert in the arenas of economic research and strategy, business and community collaboration, and disaster resilience and recovery. David has worked in 47 states in the U.S. and in Australia, France, Japan, and Mexico. His experience spans 20 years of professional consulting and almost 30 years in the field of economic development. David and former partner Ed Morrison created the Forward Oklahoma City initiative, implemented as an economic development compliment to the highly successful MAPS program, both of which helped Oklahoma City recover from both a financial crisis and the 1995 Murrah Building bombing to achieve more than $6 billion in private investment. David has also advised the Development Bank of Japan on regional economic development, presented before members of the Australian Parliament, and advised Electricity d'France on regional development strategy. His disaster recovery experience began with coordination of the Gulf Coast Business Reinvestment Forum after Hurricane Katrina, and continued with recovery work in Mexico and Japan, and in Louisiana after the BP oil spill. David is widely recognized for his work with industry clusters and technology-based economic development. He also specializes in New Markets Tax Credits and other development finance programs, and sits on the advisory board of the $265 million National New Markets Fund. He was most recently named to the Team of Specialists on Public-Private Partnerships for the United Nations Economic Commission for Europe (UNECE).
Under a strategic partnership agreement with NOVACES LLC, David entered into a 5-year master services agreement with the Economic Development Administration to provide Subject Matter Expertise in long-term economic recovery from disasters under FEMA's National Disaster Recovery Framework (NDRF). Under that agreement, David worked on location in New Jersey to develop a recovery support strategy, in Oklahoma to develop a Mission Scoping Assessment, and in Arkansas to develop a Short-Term Economic Recovery Action Agenda. David returned to Oklahoma at the request of stakeholders to develop a Comprehensive Resilience Strategy, the first of its kind under the NDRF. That strategy has already resulted in a $4.25 million commitment from the Avidas Foundation for implementation of a comprehensive community resilience strategy. Most recently, David was invited to participate in the Summit on the Future of The Tropics, an event held in conjunction with the G-20 meeting in Cairns, Australia, and is currently working on development of the Center for International Tropical Resilience Education and Implementation (CITREI), in part to assist in meeting the G-20 goal of increasing global GDP via reductions in losses due to natural disasters worldwide. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1776 |
Conference Proceedings |
Dodd, David |
Managing constraints for agile economic development |
2016 |
Leesburg, VA |
This presentation focuses on how to apply TOC/CCPM principles to agile economic development. Economic development in 2016 is extremely competitive. Communities, regions, and states must all respond quickly, provide thorough information, and win new investment and jobs. There is a saying among commercial real estate professionals: “Time Kills All Deals”. In economic development, that is particularly true. We present a special process that can be replicated in county and local economic development operations, thus giving the opportunity for even greater speed, lack of frustration, and transparency at every level of the public sector. This process focuses on 3 critical components of an economic development system we refer to as the “Eco-System” as shown below: 1. Incentives, 2. Licensing, permitting and regulatory, 3. Workforce training and development. |
Managing Constraints for Agile Economic Development
Bahadir Inozu, Ph.D. Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, David Dodd, Senior Associate with NOVACES, the Chief Executive Officer of DADCO
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
David Dodd is a Senior Associate with NOVACES, the Chief Executive Officer of DADCO Consulting, Incorporated, and is the newly-appointed Chairman of the University of Oklahoma International Resilience Institute. David develops, implements, and teaches innovation in economic and community development, specializing in resilience and recovery from disasters/disruptions worldwide. David has a 25-year history of success in economic development, including serving as Dean of the University of Oklahoma Economic Development Institute (OU/EDI), the oldest and largest professional development program in
The field, and continues to be one of its' highest rated instructors. David also engineered the first offering of OU/EDI outside the United States in partnership with CETYS University. David has a very broad background in all aspects of development, including development finance, public-private partnerships, comprehensive planning, workforce/education development, community capacity-building, international trade/investment, and inter-firm collaboration, all of which provides added value in resilience and recovery. In 2011, he was named a Fellow Member of the International Economic Development Council, for ""demonstrated leadership and significant contributions to the profession”.
David is a leading expert in the arenas of economic research and strategy, business and community collaboration, and disaster resilience and recovery. David has worked in 47 states in the U.S. and in Australia, France, Japan, and Mexico. His experience spans 20 years of professional consulting and almost 30 years in the field of economic development. David and former partner Ed Morrison created the Forward Oklahoma City initiative, implemented as an economic development compliment to the highly successful MAPS program, both of which helped Oklahoma City recover from both a financial crisis and the 1995 Murrah Building bombing to achieve more than $6 billion in private investment. David has also advised the Development Bank of Japan on regional economic development, presented before members of the Australian Parliament, and advised Electricity d'France on regional development strategy. His disaster recovery experience began with coordination of the Gulf Coast Business Reinvestment Forum after Hurricane Katrina, and continued with recovery work in Mexico and Japan, and in Louisiana after the BP oil spill. David is widely recognized for his work with industry clusters and technology-based economic development. He also specializes in New Markets Tax Credits and other development finance programs, and sits on the advisory board of the $265 million National New Markets Fund. He was most recently named to the Team of Specialists on Public-Private Partnerships for the United Nations Economic Commission for Europe (UNECE).
Under a strategic partnership agreement with NOVACES LLC, David entered into a 5-year master services agreement with the Economic Development Administration to provide Subject Matter Expertise in long-term economic recovery from disasters under FEMA's National Disaster Recovery Framework (NDRF). Under that agreement, David worked on location in New Jersey to develop a recovery support strategy, in Oklahoma to develop a Mission Scoping Assessment, and in Arkansas to develop a Short-Term Economic Recovery Action Agenda. David returned to Oklahoma at the request of stakeholders to develop a Comprehensive Resilience Strategy, the first of its kind under the NDRF. That strategy has already resulted in a $4.25 million commitment from the Avidas Foundation for implementation of a comprehensive community resilience strategy. Most recently, David was invited to participate in the Summit on the Future of The Tropics, an event held in conjunction with the G-20 meeting in Cairns, Australia, and is currently working on development of the Center for International Tropical Resilience Education and Implementation (CITREI), in part to assist in meeting the G-20 goal of increasing global GDP via reductions in losses due to natural disasters worldwide. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1777 |
Conference Proceedings |
|
Managing constraints for agile economic development |
2016 |
Leesburg, VA |
This presentation focuses on how to apply TOC/CCPM principles to agile economic development. Economic development in 2016 is extremely competitive. Communities, regions, and states must all respond quickly, provide thorough information, and win new investment and jobs. There is a saying among commercial real estate professionals: “Time Kills All Deals”. In economic development, that is particularly true. We present a special process that can be replicated in county and local economic development operations, thus giving the opportunity for even greater speed, lack of frustration, and transparency at every level of the public sector. This process focuses on 3 critical components of an economic development system we refer to as the “Eco-System” as shown below: 1. Incentives, 2. Licensing, permitting and regulatory, 3. Workforce training and development. |
Managing Constraints for Agile Economic Development
Bahadir Inozu, Ph.D. Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, David Dodd, Senior Associate with NOVACES, the Chief Executive Officer of DADCO
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
David Dodd is a Senior Associate with NOVACES, the Chief Executive Officer of DADCO Consulting, Incorporated, and is the newly-appointed Chairman of the University of Oklahoma International Resilience Institute. David develops, implements, and teaches innovation in economic and community development, specializing in resilience and recovery from disasters/disruptions worldwide. David has a 25-year history of success in economic development, including serving as Dean of the University of Oklahoma Economic Development Institute (OU/EDI), the oldest and largest professional development program in
The field, and continues to be one of its' highest rated instructors. David also engineered the first offering of OU/EDI outside the United States in partnership with CETYS University. David has a very broad background in all aspects of development, including development finance, public-private partnerships, comprehensive planning, workforce/education development, community capacity-building, international trade/investment, and inter-firm collaboration, all of which provides added value in resilience and recovery. In 2011, he was named a Fellow Member of the International Economic Development Council, for ""demonstrated leadership and significant contributions to the profession”.
David is a leading expert in the arenas of economic research and strategy, business and community collaboration, and disaster resilience and recovery. David has worked in 47 states in the U.S. and in Australia, France, Japan, and Mexico. His experience spans 20 years of professional consulting and almost 30 years in the field of economic development. David and former partner Ed Morrison created the Forward Oklahoma City initiative, implemented as an economic development compliment to the highly successful MAPS program, both of which helped Oklahoma City recover from both a financial crisis and the 1995 Murrah Building bombing to achieve more than $6 billion in private investment. David has also advised the Development Bank of Japan on regional economic development, presented before members of the Australian Parliament, and advised Electricity d'France on regional development strategy. His disaster recovery experience began with coordination of the Gulf Coast Business Reinvestment Forum after Hurricane Katrina, and continued with recovery work in Mexico and Japan, and in Louisiana after the BP oil spill. David is widely recognized for his work with industry clusters and technology-based economic development. He also specializes in New Markets Tax Credits and other development finance programs, and sits on the advisory board of the $265 million National New Markets Fund. He was most recently named to the Team of Specialists on Public-Private Partnerships for the United Nations Economic Commission for Europe (UNECE).
Under a strategic partnership agreement with NOVACES LLC, David entered into a 5-year master services agreement with the Economic Development Administration to provide Subject Matter Expertise in long-term economic recovery from disasters under FEMA's National Disaster Recovery Framework (NDRF). Under that agreement, David worked on location in New Jersey to develop a recovery support strategy, in Oklahoma to develop a Mission Scoping Assessment, and in Arkansas to develop a Short-Term Economic Recovery Action Agenda. David returned to Oklahoma at the request of stakeholders to develop a Comprehensive Resilience Strategy, the first of its kind under the NDRF. That strategy has already resulted in a $4.25 million commitment from the Avidas Foundation for implementation of a comprehensive community resilience strategy. Most recently, David was invited to participate in the Summit on the Future of The Tropics, an event held in conjunction with the G-20 meeting in Cairns, Australia, and is currently working on development of the Center for International Tropical Resilience Education and Implementation (CITREI), in part to assist in meeting the G-20 goal of increasing global GDP via reductions in losses due to natural disasters worldwide. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1778 |
Conference Proceedings |
Inozu, Bahadir |
Managing constraints in the entertainment industry: Applications for scripted and unscripted productions |
2016 |
Leesburg, VA |
Many television and motion picture productions developed for multiplatform broadcasting are frequently behind schedule and overbudget. This presentation focuses on how TOC/CCPM and agile principles are adopted for scripted and unscripted productions in the entertainment Industry. Managing time, scope and budget buffers is described within the confines of artistic freedom and return on investment. The unique environment of such productions requires revisions of standard CCPM and agile strategy and tactics since in many instances assumptions are different compared to other industries. Parkinson's law is not applicable in many instances and types of surprises (Murphy's) such as capricious behavior of actors, are very different. |
Managing Constraints in the Entertainment Industry: Applications for Scripted and Unscripted Productions
Bahadir Inozu, Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, Mike Hannan - CEO and Principal Consultant Fortezza consulting
Co-presenter, Dave Updegrove - TOC Consultant
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years' experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.
David Updegrove is a well known CCPM deployment expert, author, and teacher. He is certified in all Theory of Constraints (TOC) disciplines including Production, Project Management, Supply Chain, Finance & Measures and Business Strategy. He has 26 years' experience in TOC-based Performance Improvements, and has led or participated in some of the most successful and enduring TOC implementations in the world. Prior to becoming an independent TOC consultant in 2000, Mr. Updegrove spent 20 years at the Boeing Company, working as a Senior Industrial Engineer in both commercial and defense divisions. He did his first TOC implementation at Boeing in 1988, and went on to do several factory production implementations and become an internal TOC consultant, training hundreds of Boeing engineers in the Theory of Constraints.
After Leaving Boeing, Mr. Updegrove worked as a TOC consultant for a Throughput Accounting software company, and then spent three years implementing Drum-Buffer-Rope Production and Critical Chain Project Management at several U.S. Defense Department facilities as well as many private companies. In 2004 he became a founding member of Afinitus Group, LLC, where he introduced Critical Chain to the Japanese public works construction industry and continued to implement TOC in the U.S., Canada, Japan, and around the world. In early 2010, due to repeated requests from Dr. Eli Goldratt, Mr. Updegrove joined Goldratt Consulting and worked directly with Dr. Goldratt, inventor of CCPM, around the globe until his death in 2011. He left Goldratt consulting at the beginning of 2012 to become President of Being Global Services, LLC, a Critical Chain software distributor. At the end of 2012, Being Global Services was merged into Being Company, Ltd. of Japan, and Mr. Updegrove returned to consulting. He is currently working with the State of Utah implementing TOC across several state agencies including using Critical Chain in large construction projects. He also serves as a Senior Advisor to the TOC Think Tank of Nagoya, Japan, a TOC educational non- profit started by Being, and is on the Board of Directors of Progressive Flow, Ltd. He is recognized internationally as a leading TOC expert and is the author of ""The Critical Chain Implementation Handbook (2014).” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1779 |
Conference Proceedings |
Hannan, Mike |
Managing constraints in the entertainment industry: Applications for scripted and unscripted productions |
2016 |
Leesburg, VA |
Many television and motion picture productions developed for multiplatform broadcasting are frequently behind schedule and overbudget. This presentation focuses on how TOC/CCPM and agile principles are adopted for scripted and unscripted productions in the entertainment Industry. Managing time, scope and budget buffers is described within the confines of artistic freedom and return on investment. The unique environment of such productions requires revisions of standard CCPM and agile strategy and tactics since in many instances assumptions are different compared to other industries. Parkinson's law is not applicable in many instances and types of surprises (Murphy's) such as capricious behavior of actors, are very different. |
Managing Constraints in the Entertainment Industry: Applications for Scripted and Unscripted Productions
Bahadir Inozu, Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, Mike Hannan - CEO and Principal Consultant Fortezza consulting
Co-presenter, Dave Updegrove - TOC Consultant
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years' experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.
David Updegrove is a well known CCPM deployment expert, author, and teacher. He is certified in all Theory of Constraints (TOC) disciplines including Production, Project Management, Supply Chain, Finance & Measures and Business Strategy. He has 26 years' experience in TOC-based Performance Improvements, and has led or participated in some of the most successful and enduring TOC implementations in the world. Prior to becoming an independent TOC consultant in 2000, Mr. Updegrove spent 20 years at the Boeing Company, working as a Senior Industrial Engineer in both commercial and defense divisions. He did his first TOC implementation at Boeing in 1988, and went on to do several factory production implementations and become an internal TOC consultant, training hundreds of Boeing engineers in the Theory of Constraints.
After Leaving Boeing, Mr. Updegrove worked as a TOC consultant for a Throughput Accounting software company, and then spent three years implementing Drum-Buffer-Rope Production and Critical Chain Project Management at several U.S. Defense Department facilities as well as many private companies. In 2004 he became a founding member of Afinitus Group, LLC, where he introduced Critical Chain to the Japanese public works construction industry and continued to implement TOC in the U.S., Canada, Japan, and around the world. In early 2010, due to repeated requests from Dr. Eli Goldratt, Mr. Updegrove joined Goldratt Consulting and worked directly with Dr. Goldratt, inventor of CCPM, around the globe until his death in 2011. He left Goldratt consulting at the beginning of 2012 to become President of Being Global Services, LLC, a Critical Chain software distributor. At the end of 2012, Being Global Services was merged into Being Company, Ltd. of Japan, and Mr. Updegrove returned to consulting. He is currently working with the State of Utah implementing TOC across several state agencies including using Critical Chain in large construction projects. He also serves as a Senior Advisor to the TOC Think Tank of Nagoya, Japan, a TOC educational non- profit started by Being, and is on the Board of Directors of Progressive Flow, Ltd. He is recognized internationally as a leading TOC expert and is the author of ""The Critical Chain Implementation Handbook (2014).” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1780 |
Conference Proceedings |
Updegrove, Dave |
Managing constraints in the entertainment industry: Applications for scripted and unscripted productions |
2016 |
Leesburg, VA |
Many television and motion picture productions developed for multiplatform broadcasting are frequently behind schedule and overbudget. This presentation focuses on how TOC/CCPM and agile principles are adopted for scripted and unscripted productions in the entertainment Industry. Managing time, scope and budget buffers is described within the confines of artistic freedom and return on investment. The unique environment of such productions requires revisions of standard CCPM and agile strategy and tactics since in many instances assumptions are different compared to other industries. Parkinson's law is not applicable in many instances and types of surprises (Murphy's) such as capricious behavior of actors, are very different. |
Managing Constraints in the Entertainment Industry: Applications for Scripted and Unscripted Productions
Bahadir Inozu, Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, Mike Hannan - CEO and Principal Consultant Fortezza consulting
Co-presenter, Dave Updegrove - TOC Consultant
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years' experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.
David Updegrove is a well known CCPM deployment expert, author, and teacher. He is certified in all Theory of Constraints (TOC) disciplines including Production, Project Management, Supply Chain, Finance & Measures and Business Strategy. He has 26 years' experience in TOC-based Performance Improvements, and has led or participated in some of the most successful and enduring TOC implementations in the world. Prior to becoming an independent TOC consultant in 2000, Mr. Updegrove spent 20 years at the Boeing Company, working as a Senior Industrial Engineer in both commercial and defense divisions. He did his first TOC implementation at Boeing in 1988, and went on to do several factory production implementations and become an internal TOC consultant, training hundreds of Boeing engineers in the Theory of Constraints.
After Leaving Boeing, Mr. Updegrove worked as a TOC consultant for a Throughput Accounting software company, and then spent three years implementing Drum-Buffer-Rope Production and Critical Chain Project Management at several U.S. Defense Department facilities as well as many private companies. In 2004 he became a founding member of Afinitus Group, LLC, where he introduced Critical Chain to the Japanese public works construction industry and continued to implement TOC in the U.S., Canada, Japan, and around the world. In early 2010, due to repeated requests from Dr. Eli Goldratt, Mr. Updegrove joined Goldratt Consulting and worked directly with Dr. Goldratt, inventor of CCPM, around the globe until his death in 2011. He left Goldratt consulting at the beginning of 2012 to become President of Being Global Services, LLC, a Critical Chain software distributor. At the end of 2012, Being Global Services was merged into Being Company, Ltd. of Japan, and Mr. Updegrove returned to consulting. He is currently working with the State of Utah implementing TOC across several state agencies including using Critical Chain in large construction projects. He also serves as a Senior Advisor to the TOC Think Tank of Nagoya, Japan, a TOC educational non- profit started by Being, and is on the Board of Directors of Progressive Flow, Ltd. He is recognized internationally as a leading TOC expert and is the author of ""The Critical Chain Implementation Handbook (2014).” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1781 |
Conference Proceedings |
|
Managing constraints in the entertainment industry: Applications for scripted and unscripted productions |
2016 |
Leesburg, VA |
Many television and motion picture productions developed for multiplatform broadcasting are frequently behind schedule and overbudget. This presentation focuses on how TOC/CCPM and agile principles are adopted for scripted and unscripted productions in the entertainment Industry. Managing time, scope and budget buffers is described within the confines of artistic freedom and return on investment. The unique environment of such productions requires revisions of standard CCPM and agile strategy and tactics since in many instances assumptions are different compared to other industries. Parkinson's law is not applicable in many instances and types of surprises (Murphy's) such as capricious behavior of actors, are very different. |
Managing Constraints in the Entertainment Industry: Applications for Scripted and Unscripted Productions
Bahadir Inozu, Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC.
Co-presenter, Mike Hannan - CEO and Principal Consultant Fortezza consulting
Co-presenter, Dave Updegrove - TOC Consultant
Bahadir Inozu Ph.D. is a Co-Founder of NOVACES, LLC and SharpFocus, LLC. He is a co-author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011). He is also a Professor Emeritus at University of New Orleans and he teaches at its Engineering Management Program. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He was also the Director of the Reliability, Operations, and Maintenance Division of Gulf Coast Region Maritime Technology Center for more than 10 years.
Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years' experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.
David Updegrove is a well known CCPM deployment expert, author, and teacher. He is certified in all Theory of Constraints (TOC) disciplines including Production, Project Management, Supply Chain, Finance & Measures and Business Strategy. He has 26 years' experience in TOC-based Performance Improvements, and has led or participated in some of the most successful and enduring TOC implementations in the world. Prior to becoming an independent TOC consultant in 2000, Mr. Updegrove spent 20 years at the Boeing Company, working as a Senior Industrial Engineer in both commercial and defense divisions. He did his first TOC implementation at Boeing in 1988, and went on to do several factory production implementations and become an internal TOC consultant, training hundreds of Boeing engineers in the Theory of Constraints.
After Leaving Boeing, Mr. Updegrove worked as a TOC consultant for a Throughput Accounting software company, and then spent three years implementing Drum-Buffer-Rope Production and Critical Chain Project Management at several U.S. Defense Department facilities as well as many private companies. In 2004 he became a founding member of Afinitus Group, LLC, where he introduced Critical Chain to the Japanese public works construction industry and continued to implement TOC in the U.S., Canada, Japan, and around the world. In early 2010, due to repeated requests from Dr. Eli Goldratt, Mr. Updegrove joined Goldratt Consulting and worked directly with Dr. Goldratt, inventor of CCPM, around the globe until his death in 2011. He left Goldratt consulting at the beginning of 2012 to become President of Being Global Services, LLC, a Critical Chain software distributor. At the end of 2012, Being Global Services was merged into Being Company, Ltd. of Japan, and Mr. Updegrove returned to consulting. He is currently working with the State of Utah implementing TOC across several state agencies including using Critical Chain in large construction projects. He also serves as a Senior Advisor to the TOC Think Tank of Nagoya, Japan, a TOC educational non- profit started by Being, and is on the Board of Directors of Progressive Flow, Ltd. He is recognized internationally as a leading TOC expert and is the author of ""The Critical Chain Implementation Handbook (2014).” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1782 |
Conference Proceedings |
Taylor, Bill |
TOC in US healthcare strategy and operations |
2016 |
Leesburg, VA |
As Eli Goldratt said: ""the more complex the problem, the simpler the solution must be, or it will not work"". Four years of work in U.S healthcare have validated this statement. From working with the highest level of a very large healthcare organization to create a complete TOC solution, to working with healthcare management dyads (medical and operations) within various healthcare service lines to enable strategic thinking, to overcoming cardiac intensive care unit bed constraints by scheduling patient care plans in detail with critical chain project management (CCPM), to moving a whole healthcare organization to organize patient intake, flow and throughput and manage the system constraint, all solutions have yielded good results in the short term, but proved unable to create sustainable change and continuous improvement without continuing consulting interventions. Only earlier this year, when we scheduled the Children's Hospital at Erlanger's Neonatal Intensive Care Units (NICU) patient care plans as one task projects and created simple reports accessible online was a TOC solution accepted, adopted, adapted, sustained and enhanced by the various people involved in day-to-day care of premature babies. This successful simple pilot, if it continues to be sustained and improved by hospital staff, and once compliance with the Healthcare Information Privacy Protection Act (HIPPA) is obtained (currently in process), can possibly be transformed into the key to starting to improve U.S. healthcare providers through TOC patient centered, clinically led scheduling. |
TOC in US healthcare strategy and operations
Bill Taylor
Bill Taylor During 2001-2012, Bill was Principal of Taylors Of Curitiba, based in Curitiba, Brazil. Bill moved to Atlanta, GA in April 2012, and currently is a Principal in BusinessRx Consulting.
Bill has been associated with the Coca-Cola system for more than 45 years, as an international executive and also as a consultant, living in six countries and executing projects in more than 30.
Bill was on the TOCICO Board of Directors for seven years and was the 2011-2012 Chairman of the Board. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1783 |
Conference Proceedings |
|
TOC in US healthcare strategy and operations |
2016 |
Leesburg, VA |
As Eli Goldratt said: ""the more complex the problem, the simpler the solution must be, or it will not work"". Four years of work in U.S healthcare have validated this statement. From working with the highest level of a very large healthcare organization to create a complete TOC solution, to working with healthcare management dyads (medical and operations) within various healthcare service lines to enable strategic thinking, to overcoming cardiac intensive care unit bed constraints by scheduling patient care plans in detail with critical chain project management (CCPM), to moving a whole healthcare organization to organize patient intake, flow and throughput and manage the system constraint, all solutions have yielded good results in the short term, but proved unable to create sustainable change and continuous improvement without continuing consulting interventions. Only earlier this year, when we scheduled the Children's Hospital at Erlanger's Neonatal Intensive Care Units (NICU) patient care plans as one task projects and created simple reports accessible online was a TOC solution accepted, adopted, adapted, sustained and enhanced by the various people involved in day-to-day care of premature babies. This successful simple pilot, if it continues to be sustained and improved by hospital staff, and once compliance with the Healthcare Information Privacy Protection Act (HIPPA) is obtained (currently in process), can possibly be transformed into the key to starting to improve U.S. healthcare providers through TOC patient centered, clinically led scheduling. |
TOC in US healthcare strategy and operations
Bill Taylor
Bill Taylor During 2001-2012, Bill was Principal of Taylors Of Curitiba, based in Curitiba, Brazil. Bill moved to Atlanta, GA in April 2012, and currently is a Principal in BusinessRx Consulting.
Bill has been associated with the Coca-Cola system for more than 45 years, as an international executive and also as a consultant, living in six countries and executing projects in more than 30.
Bill was on the TOCICO Board of Directors for seven years and was the 2011-2012 Chairman of the Board. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1784 |
Conference Proceedings |
Roff-Marsh, Justin |
The death of field sales |
2016 |
Leesburg, VA |
We think of sales as if it's primarily a field activity. But that hasn't been the case for years, even in major-account environments. This has radical implications for the design of the sales function. The truth is, field sales is dead already. It had been ailing for so long that no one noticed its actual time of passing! Pretty much everyone knows (intuitively, at least) that field sales is dead. But no one's prepared to acknowledge it. Not surprisingly, denial is not a winning strategy. Salespeople have adapted to this new reality to the extent that they absolutely must - but few organizations are prepared to explicitly recognize that times have changed and, consequently, few are exploiting the enormous upside that our new reality presents. |
|
https://www.tocico.org/page/2016ConferenceProceedings |
| 1785 |
Conference Proceedings |
|
The death of field sales |
2016 |
Leesburg, VA |
We think of sales as if it's primarily a field activity. But that hasn't been the case for years, even in major-account environments. This has radical implications for the design of the sales function. The truth is, field sales is dead already. It had been ailing for so long that no one noticed its actual time of passing! Pretty much everyone knows (intuitively, at least) that field sales is dead. But no one's prepared to acknowledge it. Not surprisingly, denial is not a winning strategy. Salespeople have adapted to this new reality to the extent that they absolutely must - but few organizations are prepared to explicitly recognize that times have changed and, consequently, few are exploiting the enormous upside that our new reality presents. |
|
https://www.tocico.org/page/2016ConferenceProceedings |
| 1786 |
Conference Proceedings |
Nakayama,Chieko |
How to make a substantial and sustainable growth in the shrinking market: Treasure mapping in TOC way |
2016 |
Leesburg, VA |
Catalogue-based mail order market is in the slumps globally, in comparison to the growing e-commerce market. Even though we tried e-commerce to revive us, we have been in the red for five years because the majority of our customers are the elderly who has low IT literacy. We'll introduce a case study and logic to show it is possible to grow in the shrinking market by finding treasures in the current process flow and increasing the satisfaction of existing customers. |
How to make a substantial and sustainable growth in the shrinking market. Treasure mapping in TOC way.
Chieko Nakayama
Chieko Nakayama -Goldratt Consulting Japan, Born in 1971Ex-Division Chief at NissenCo.,Ltd.Structural Reforms. Nissen is one of the mail-order firms which are the biggest in Japan.
I take office as the section manager of sales promotion department, have the results that increased an excellent customer by 40% in only two years.
And, after I was in charge of mobile commerce, sales via smartphone site topped 10 billion yen in 2012. It was achieved the fastest in the competitors.
After knowing the TOC in 2013, I implemented the structural reform using by TOC. I led the company to the ""holistic management"" after I indicated the vicious circle caused by partial cost down efforts.
During the execution of the structural reforms, I realized that TOC is to grow the people dramatically.Now I work as a member of Goldratt consulting Japan to spread TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1787 |
Conference Proceedings |
|
How to make a substantial and sustainable growth in the shrinking market: Treasure mapping in TOC way |
2016 |
Leesburg, VA |
Catalogue-based mail order market is in the slumps globally, in comparison to the growing e-commerce market. Even though we tried e-commerce to revive us, we have been in the red for five years because the majority of our customers are the elderly who has low IT literacy. We'll introduce a case study and logic to show it is possible to grow in the shrinking market by finding treasures in the current process flow and increasing the satisfaction of existing customers. |
How to make a substantial and sustainable growth in the shrinking market. Treasure mapping in TOC way.
Chieko Nakayama
Chieko Nakayama -Goldratt Consulting Japan, Born in 1971Ex-Division Chief at NissenCo.,Ltd.Structural Reforms. Nissen is one of the mail-order firms which are the biggest in Japan.
I take office as the section manager of sales promotion department, have the results that increased an excellent customer by 40% in only two years.
And, after I was in charge of mobile commerce, sales via smartphone site topped 10 billion yen in 2012. It was achieved the fastest in the competitors.
After knowing the TOC in 2013, I implemented the structural reform using by TOC. I led the company to the ""holistic management"" after I indicated the vicious circle caused by partial cost down efforts.
During the execution of the structural reforms, I realized that TOC is to grow the people dramatically.Now I work as a member of Goldratt consulting Japan to spread TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1788 |
Conference Proceedings |
Birrell, Matias |
Using the load control mechanism as a focusing tool for sales and marketing |
2013 |
Bad Nauheim, Germany |
The rapid and reliable replenishment (RRR) strategy and tactic tree (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the capitalize part is the mechanism known as load control, where operations can provide sales with safe due dates, so that the company is very likely to meet any due date that sales promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and the sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure the best possible results. |
One of the standard Strategy and Tactic trees (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the build part is the mechanism known as load control, where operations can give sales safe due dates, so that the company is very likely to meet any due date that promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure best possible results. 3 Learning objectives include: 1. Use the previous knowledge about load control to build on it. 2. The fear to uncertainty should not drive improvisations in marketing. 3. Load control is the most important element for any MTO manufacturer. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Does this mechanism work in any situation? 2. What actions do you recommend when the yellow alert is raised? 3. Has this procedure been implemented yet? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1789 |
Conference Proceedings |
Arevalo, Javier |
Using the load control mechanism as a focusing tool for sales and marketing |
2013 |
Bad Nauheim, Germany |
The rapid and reliable replenishment (RRR) strategy and tactic tree (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the capitalize part is the mechanism known as load control, where operations can provide sales with safe due dates, so that the company is very likely to meet any due date that sales promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and the sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure the best possible results. |
One of the standard Strategy and Tactic trees (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the build part is the mechanism known as load control, where operations can give sales safe due dates, so that the company is very likely to meet any due date that promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure best possible results. 3 Learning objectives include: 1. Use the previous knowledge about load control to build on it. 2. The fear to uncertainty should not drive improvisations in marketing. 3. Load control is the most important element for any MTO manufacturer. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Does this mechanism work in any situation? 2. What actions do you recommend when the yellow alert is raised? 3. Has this procedure been implemented yet? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1790 |
Conference Proceedings |
|
Using the load control mechanism as a focusing tool for sales and marketing |
2013 |
Bad Nauheim, Germany |
The rapid and reliable replenishment (RRR) strategy and tactic tree (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the capitalize part is the mechanism known as load control, where operations can provide sales with safe due dates, so that the company is very likely to meet any due date that sales promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and the sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure the best possible results. |
One of the standard Strategy and Tactic trees (S&T) explains the elements to build the capability to be remarkably reliable and to capitalize on it. The most important element in the build part is the mechanism known as load control, where operations can give sales safe due dates, so that the company is very likely to meet any due date that promises to clients. There are situations where the offer has been effective but sales drop for a while. The impression could be that it is necessary to change the offer when it is just a fluctuation of the market. On the other hand a mechanism is required to provide the company and sales force a constant and consistent view of the throughput generated by specific market segments and clients, when the company has many segmented product lines that are not interchangeable. In this presentation, the proposition is to use the load control mechanism also to buffer against fluctuations in demand; being paranoid but not hysterical. Additionally the load control by product line is connected to the sales activities and focus to determine where the company needs to dedicate its attention to ensure best possible results. 3 Learning objectives include: 1. Use the previous knowledge about load control to build on it. 2. The fear to uncertainty should not drive improvisations in marketing. 3. Load control is the most important element for any MTO manufacturer. 3 questions somebody would ask at the end of the presentation, speech or workshop to elaborate on the subject and improve understanding and transfer of ideas. 1. Does this mechanism work in any situation? 2. What actions do you recommend when the yellow alert is raised? 3. Has this procedure been implemented yet? 31 minutes |
https://www.tocico.org/page/2013ConferenceProceedings |
| 1791 |
Conference Proceedings |
Schragenheim, Amir |
Sales people compensation |
2014 |
Washington, DC |
This Hyde-Park session will present my offer of how to measure sales-people in a new way, eliminating the UDEs caused by the traditional method (measuring sales people based on a periodical quota – monthly/quarterly/yearly). The offer is measuring them based on a rolling 12 months sales figures (measured in Throughout of course), when upon reaching the quota the sales person would get his bonus, after which he can start accumulating again for the next quota. |
The Provocative Point: Stop measuring sales people based on a periodical (monthly, quarterly or yearly) quota/target. Instead, provide a rolling window of that period in which they are expected to reach the appropriate quota and when they do it before the end of the period - then they get their bonus and a new quota/target is set for the next period. This would reduce the end-of-the-period peak of load, which is the main UDE of the traditional method, while pushing the sales people to sell as much and as fast as possible, using the psychological effect that the traditional quota method creates. The measurement of course would be in Throughput and not in mere sales value, in order to push the sales people to sell for the right amount as well. A counter-point argument: The traditional method was used for a long time and provided beneficial results by motivating sales people to achieve more sales. Another argument could be just to get rid of the faulty measurement and base the compensation only on sales/Throughput, without any periodical quota.
The conflict cloud the statement is intended to resolve:
A: Make more money now and in the future
B: Increase sales
C: Deliver all sales
D: Measure sales people based on a periodical quota
D': Don't measure sales people on a periodical quota |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1792 |
Conference Proceedings |
|
Sales people compensation |
2014 |
Washington, DC |
This Hyde-Park session will present my offer of how to measure sales-people in a new way, eliminating the UDEs caused by the traditional method (measuring sales people based on a periodical quota – monthly/quarterly/yearly). The offer is measuring them based on a rolling 12 months sales figures (measured in Throughout of course), when upon reaching the quota the sales person would get his bonus, after which he can start accumulating again for the next quota. |
The Provocative Point: Stop measuring sales people based on a periodical (monthly, quarterly or yearly) quota/target. Instead, provide a rolling window of that period in which they are expected to reach the appropriate quota and when they do it before the end of the period - then they get their bonus and a new quota/target is set for the next period. This would reduce the end-of-the-period peak of load, which is the main UDE of the traditional method, while pushing the sales people to sell as much and as fast as possible, using the psychological effect that the traditional quota method creates. The measurement of course would be in Throughput and not in mere sales value, in order to push the sales people to sell for the right amount as well. A counter-point argument: The traditional method was used for a long time and provided beneficial results by motivating sales people to achieve more sales. Another argument could be just to get rid of the faulty measurement and base the compensation only on sales/Throughput, without any periodical quota.
The conflict cloud the statement is intended to resolve:
A: Make more money now and in the future
B: Increase sales
C: Deliver all sales
D: Measure sales people based on a periodical quota
D': Don't measure sales people on a periodical quota |
https://www.tocico.org/page/2014ConferenceProceedings |
| 1793 |
Conference Proceedings |
Abuhab, Miguel |
Prioritizing shipments on distribution |
2017 |
Berlin, Germany |
The Decisive Competitive Advantage for a CPG - Consumer Packaged Goods company is to increase product turnover in retail chains. The VMI, or Automatic Replenishment, is a solution for a small number of retailers. On the other hand, retailers have a small number of suppliers that can deliver automatic replenishment. Out-of-stock levels in retail are high, and consequently there is loss of sales for manufacturing companies. ERPs set shipment priorities by internal criteria, or by observing local optimum conditions, but do not consider risks related to loss of sales. To ensure that there is no out-of-stock at the point of sale, manufacturers must prioritize order delivery taking into account the risk of product shortage at the store. Based on this information, the manufacturer can better plan its delivery in order to increase the turnover of its products and, at the same time, the retailer can increase availability on the shelf, reducing for both parties, losses caused by product shortages. It´s necessary to prioritize items shipments using the Throughput Value Day (TVD) indicator, which means the risk value of sales loss, whose calculation is made considering gains and the number of days for product shortage risk, and is included in the manufacturing ERP. To maintain a single priority criterion, retail networks are integrated into a single cloud system that allows the standard calculation of the TVD indicator, updating daily the priorities in the ERPs of the manufacturing companies. This is a new dimension for the supply chain where all retail networks are integrated to manufacturing companies. |
What to change? The Decisive Competitive Advantage for a CPG - Consumer Packaged Goods company is to increase product turnover in retail chains. The VMI offer, or Automatic Replenishment, is a solution for a small number of retailers. On the other hand, retailers have a small number of suppliers that can deliver VMI or automatic replenishment. Out-of-stock levels in retail are high, and consequently there is loss of sales for manufacturing companies. ERPs set shipment priorities by internal criteria, or by observing Local Optimum conditions, but do not consider risks related to loss of sales.
What to change to? To ensure that there is no out-of-stock at the point of sale, manufacturers must prioritize order delivery taking into account the risk of product shortage at the store. Based on this information, the manufacturer can better plan its delivery in order to increase the turnover of its products and, at the same time, the retailer can increase availability on the shelf, reducing for both parties, losses caused by product shortages.
How to cause the change? It is necessary to adjust shipment prioritization for order items using the Throughput Value Day (TVD) indicator, which means the risk value of sales loss, whose calculation is made considering gains and the number of days for product shortage risk, and is included in the manufacturing ERP. To maintain a single priority criterion, retail networks are integrated into a single cloud system that allows the standard calculation of the TVD indicator, updating daily the priorities in the ERPs of the manufacturing companies. This is a new dimension for the supply chain where all retail networks are integrated to manufacturing companies.
Lessons learned: Product shortage represents a direct loss of sales for both the retailer and the manufacturer. Only in December 2016, in Brazil, the amount lost by out-of-stock in supermarket retailers was over R$ 900 million. In this scenario, the challenge of reducing losses can be solved with shipping priority using TVD. However, difficulty of implementation can be an obstacle, taking into account the practice adopted by manufacturers and the market's maturity level |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1794 |
Conference Proceedings |
|
Prioritizing shipments on distribution |
2017 |
Berlin, Germany |
The Decisive Competitive Advantage for a CPG - Consumer Packaged Goods company is to increase product turnover in retail chains. The VMI, or Automatic Replenishment, is a solution for a small number of retailers. On the other hand, retailers have a small number of suppliers that can deliver automatic replenishment. Out-of-stock levels in retail are high, and consequently there is loss of sales for manufacturing companies. ERPs set shipment priorities by internal criteria, or by observing local optimum conditions, but do not consider risks related to loss of sales. To ensure that there is no out-of-stock at the point of sale, manufacturers must prioritize order delivery taking into account the risk of product shortage at the store. Based on this information, the manufacturer can better plan its delivery in order to increase the turnover of its products and, at the same time, the retailer can increase availability on the shelf, reducing for both parties, losses caused by product shortages. It´s necessary to prioritize items shipments using the Throughput Value Day (TVD) indicator, which means the risk value of sales loss, whose calculation is made considering gains and the number of days for product shortage risk, and is included in the manufacturing ERP. To maintain a single priority criterion, retail networks are integrated into a single cloud system that allows the standard calculation of the TVD indicator, updating daily the priorities in the ERPs of the manufacturing companies. This is a new dimension for the supply chain where all retail networks are integrated to manufacturing companies. |
What to change? The Decisive Competitive Advantage for a CPG - Consumer Packaged Goods company is to increase product turnover in retail chains. The VMI offer, or Automatic Replenishment, is a solution for a small number of retailers. On the other hand, retailers have a small number of suppliers that can deliver VMI or automatic replenishment. Out-of-stock levels in retail are high, and consequently there is loss of sales for manufacturing companies. ERPs set shipment priorities by internal criteria, or by observing Local Optimum conditions, but do not consider risks related to loss of sales.
What to change to? To ensure that there is no out-of-stock at the point of sale, manufacturers must prioritize order delivery taking into account the risk of product shortage at the store. Based on this information, the manufacturer can better plan its delivery in order to increase the turnover of its products and, at the same time, the retailer can increase availability on the shelf, reducing for both parties, losses caused by product shortages.
How to cause the change? It is necessary to adjust shipment prioritization for order items using the Throughput Value Day (TVD) indicator, which means the risk value of sales loss, whose calculation is made considering gains and the number of days for product shortage risk, and is included in the manufacturing ERP. To maintain a single priority criterion, retail networks are integrated into a single cloud system that allows the standard calculation of the TVD indicator, updating daily the priorities in the ERPs of the manufacturing companies. This is a new dimension for the supply chain where all retail networks are integrated to manufacturing companies.
Lessons learned: Product shortage represents a direct loss of sales for both the retailer and the manufacturer. Only in December 2016, in Brazil, the amount lost by out-of-stock in supermarket retailers was over R$ 900 million. In this scenario, the challenge of reducing losses can be solved with shipping priority using TVD. However, difficulty of implementation can be an obstacle, taking into account the practice adopted by manufacturers and the market's maturity level |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1795 |
Conference Proceedings |
Avidan, Orion |
The want-need conundrum - How language sets us up for conflict |
2017 |
Berlin, Germany |
The TOC evaporating cloud is probably the most popular tool of the TOC TP. Over the past few decades it has been taught and used by kindergarten children around the world. Yet there is one underlying assumption for the use of the cloud that has not been given the necessary scrutiny. This assumption is that we distinguish correctly between ""want"" and ""need"". A quick review of the English language and it's culture, suggests it is one of the most used languages and a leading source of cultural influences in our time, and reveals this assumption is false. Using cloud logic on common phrases, such as ""you need to get a hold of yourself"" or ""I want a meaningful relationship"", reveals a high level of confusion between the 2 entities. It is our hypothesis that achieving clarity of speech on a daily basis will greatly reduce the stress caused by unnecessary and mundane conflicts of misunderstanding. Our main focus is on improving this clarity between adults and children, especially in infants through preschool and the lower grades, as it is our conception that these are the age groups where this misconception is ingrained and that these logic errors are a major root cause in the conflicts that arise between parents and children of all ages. This workshop will aim to help educators and parents realize the amount of confusion they are dealing with in everyday language with regards to Needs and Wants. With this understanding and the tools we will introduce, we hope attendees will be able to apply the gained practice in education and in daily life. |
Learning Objectives:
1. Clearly define “Want” and “Need” and discern between them.
2. Learn how to test “Want” and “Need” statements for proper meaning.
3. Obtain practical tools and experience to test diligently the terms for effective conflict resolution
Expected Questions:
Is this a cross lingual phenomenon?
Why are we focusing on the Want-Need connection?
How are we supposed to put this new insight and knowledge into practice?
Workshop Outline:
We will start with a classification exercise fitting commonly used English words into their logical affiliation with “Need” and “Want”. We will then ollow by bringing up common phrases and uses
of these words to make the case that there is counter logical use of words. We will explore this phenomena in other languages with the session's participants. To demonstrate the impacts of these misconceptions we will claim there is an intergenerational feedback loop, where parents' misuse of the terms creates children' misconception and leads to communication problems. We will use a Hebrew children verse to show cross lingual effect and demonstrate how the conception of “what do I need” and “what do I want” is being misguided
from a very young age. A short demonstration of teenage rebellion as it is portrayed in popular culture will be analyzed to show the connection to the Need-Want misconceptions.We will present a hypothesis for the forum to explore scientifically. Our hypothesis is that people
in power can greatly reduce their conflict load by declaring that their wants are in fact needs to their subordinates. When parents, especially when children are at the preverbal and early verbal phases, come to depend on this tool, they create the basis for ongoing misunderstanding. we would like the workshop participants to help us explore this hypothesis and apply the scientific method, as taught by Goldratt, to refute it. To wrap up the session we will present a simple verbal test that can be used to generate a correct classification as practice or in real time situation where the tensions warn us that clear communication must be applied to reduce the friction and move conversation to a Win-Win mode. A few simple and fun games that help us train these skills, most aimed for young children with or without adult guidance will be presented for review. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1796 |
Conference Proceedings |
Roggel, Amir |
The want-need conundrum - How language sets us up for conflict |
2017 |
Berlin, Germany |
The TOC evaporating cloud is probably the most popular tool of the TOC TP. Over the past few decades it has been taught and used by kindergarten children around the world. Yet there is one underlying assumption for the use of the cloud that has not been given the necessary scrutiny. This assumption is that we distinguish correctly between ""want"" and ""need"". A quick review of the English language and it's culture, suggests it is one of the most used languages and a leading source of cultural influences in our time, and reveals this assumption is false. Using cloud logic on common phrases, such as ""you need to get a hold of yourself"" or ""I want a meaningful relationship"", reveals a high level of confusion between the 2 entities. It is our hypothesis that achieving clarity of speech on a daily basis will greatly reduce the stress caused by unnecessary and mundane conflicts of misunderstanding. Our main focus is on improving this clarity between adults and children, especially in infants through preschool and the lower grades, as it is our conception that these are the age groups where this misconception is ingrained and that these logic errors are a major root cause in the conflicts that arise between parents and children of all ages. This workshop will aim to help educators and parents realize the amount of confusion they are dealing with in everyday language with regards to Needs and Wants. With this understanding and the tools we will introduce, we hope attendees will be able to apply the gained practice in education and in daily life. |
Learning Objectives:
1. Clearly define “Want” and “Need” and discern between them.
2. Learn how to test “Want” and “Need” statements for proper meaning.
3. Obtain practical tools and experience to test diligently the terms for effective conflict resolution
Expected Questions:
Is this a cross lingual phenomenon?
Why are we focusing on the Want-Need connection?
How are we supposed to put this new insight and knowledge into practice?
Workshop Outline:
We will start with a classification exercise fitting commonly used English words into their logical affiliation with “Need” and “Want”. We will then ollow by bringing up common phrases and uses
of these words to make the case that there is counter logical use of words. We will explore this phenomena in other languages with the session's participants. To demonstrate the impacts of these misconceptions we will claim there is an intergenerational feedback loop, where parents' misuse of the terms creates children' misconception and leads to communication problems. We will use a Hebrew children verse to show cross lingual effect and demonstrate how the conception of “what do I need” and “what do I want” is being misguided
from a very young age. A short demonstration of teenage rebellion as it is portrayed in popular culture will be analyzed to show the connection to the Need-Want misconceptions.We will present a hypothesis for the forum to explore scientifically. Our hypothesis is that people
in power can greatly reduce their conflict load by declaring that their wants are in fact needs to their subordinates. When parents, especially when children are at the preverbal and early verbal phases, come to depend on this tool, they create the basis for ongoing misunderstanding. we would like the workshop participants to help us explore this hypothesis and apply the scientific method, as taught by Goldratt, to refute it. To wrap up the session we will present a simple verbal test that can be used to generate a correct classification as practice or in real time situation where the tensions warn us that clear communication must be applied to reduce the friction and move conversation to a Win-Win mode. A few simple and fun games that help us train these skills, most aimed for young children with or without adult guidance will be presented for review. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1797 |
Conference Proceedings |
|
The want-need conundrum - How language sets us up for conflict |
2017 |
Berlin, Germany |
The TOC evaporating cloud is probably the most popular tool of the TOC TP. Over the past few decades it has been taught and used by kindergarten children around the world. Yet there is one underlying assumption for the use of the cloud that has not been given the necessary scrutiny. This assumption is that we distinguish correctly between ""want"" and ""need"". A quick review of the English language and it's culture, suggests it is one of the most used languages and a leading source of cultural influences in our time, and reveals this assumption is false. Using cloud logic on common phrases, such as ""you need to get a hold of yourself"" or ""I want a meaningful relationship"", reveals a high level of confusion between the 2 entities. It is our hypothesis that achieving clarity of speech on a daily basis will greatly reduce the stress caused by unnecessary and mundane conflicts of misunderstanding. Our main focus is on improving this clarity between adults and children, especially in infants through preschool and the lower grades, as it is our conception that these are the age groups where this misconception is ingrained and that these logic errors are a major root cause in the conflicts that arise between parents and children of all ages. This workshop will aim to help educators and parents realize the amount of confusion they are dealing with in everyday language with regards to Needs and Wants. With this understanding and the tools we will introduce, we hope attendees will be able to apply the gained practice in education and in daily life. |
Learning Objectives:
1. Clearly define “Want” and “Need” and discern between them.
2. Learn how to test “Want” and “Need” statements for proper meaning.
3. Obtain practical tools and experience to test diligently the terms for effective conflict resolution
Expected Questions:
Is this a cross lingual phenomenon?
Why are we focusing on the Want-Need connection?
How are we supposed to put this new insight and knowledge into practice?
Workshop Outline:
We will start with a classification exercise fitting commonly used English words into their logical affiliation with “Need” and “Want”. We will then ollow by bringing up common phrases and uses
of these words to make the case that there is counter logical use of words. We will explore this phenomena in other languages with the session's participants. To demonstrate the impacts of these misconceptions we will claim there is an intergenerational feedback loop, where parents' misuse of the terms creates children' misconception and leads to communication problems. We will use a Hebrew children verse to show cross lingual effect and demonstrate how the conception of “what do I need” and “what do I want” is being misguided
from a very young age. A short demonstration of teenage rebellion as it is portrayed in popular culture will be analyzed to show the connection to the Need-Want misconceptions.We will present a hypothesis for the forum to explore scientifically. Our hypothesis is that people
in power can greatly reduce their conflict load by declaring that their wants are in fact needs to their subordinates. When parents, especially when children are at the preverbal and early verbal phases, come to depend on this tool, they create the basis for ongoing misunderstanding. we would like the workshop participants to help us explore this hypothesis and apply the scientific method, as taught by Goldratt, to refute it. To wrap up the session we will present a simple verbal test that can be used to generate a correct classification as practice or in real time situation where the tensions warn us that clear communication must be applied to reduce the friction and move conversation to a Win-Win mode. A few simple and fun games that help us train these skills, most aimed for young children with or without adult guidance will be presented for review. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1798 |
Conference Proceedings |
Bajaj, Anant |
Bajaj Electricals Ltd: Turning around the EPC business |
2017 |
Berlin, Germany |
Chronic delay of infrastructure projects is an industry wide phenomenon in India. But once projects are delayed, more working capital is needed, increasing overall project costs. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And the very viability of this business unit was in question! But by implementing TOC principles, the company addressed the core issues in its operations and gained the leverage to deliver projects within budget and on or ahead of time. Moreover, in the course of this implementation new solutions evolved. For the first time a distribution solution has been implemented along with CCPM in a project environment. And a first of its kind software was introduced to streamline TOC project execution and enable tighter controls and greater visibility. |
Over the last 75 years, Bajaj Electricals Ltd, a pioneer in electrical home appliances, lighting and luminaires business, has progressively diversified into turnkey projects by establishing a new SBU for Engineering and Projects (Bajaj Electricals EnP).
CHRONIC DELAY IN INFRASTRUCTURE PROJECTS: AN INDUSTRY PHENOMENON
The execution of projects require coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors in an environment of high uncertainties and risks. In this complex and ambiguous environment, most projects in India are grossly delayed. And companies have come to accept delays as an industry phenomenon.
But once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And like most companies in this sector they too achieved very low profits and poor Return on Capital Employed.
IMPLEMENTING THE TOC APPROACH
The premise of the TOC implementation was that while there are many challenges in the industry environment, there are significant internal inefficiencies which when addressed, can give the company the leverage to deliver projects on or ahead of time. Therefore objective of TOC implementation was to identify and plug wastages of time and capacity under the control of the company.
The root of the UDEs of the company was the conflict of whether it should choose to maximize turnover/billing (or tonnage) or meet immediate site requirements. The company was earlier focused on billing and turnover. Therefore, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. These smaller items were supplied only when urgencies were raised. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Major Solution elements Deployed:
Once the core issue was identified, the focus was shifted from maximizing billing by dumping material to working for rapid site execution of projects. This required that manufacturing/supply subordinate to site requirements instead of the other way round. The following solution elements were implemented to ensure flow and faster completion of projects.
WIP control: The number of work fronts was restricted after first identifying “flow entities” (i.e. subunits of the whole project which has value to the customer when completed and delivered). For example, focus is now on completing electrification of a full village rather than starting work in multiple villages simultaneously.
Full kit: Clearances needed to finish a “flow entity” is ensured before start of work on it. And projects are only supplied complete assortments required for execution in the immediate future.
Norm management: Norm management is undertaken for control over inventory at site -from LOA to billing.
Flow meeting: Flow meetings are held daily to enable issue resolution. Elapsed time of activities and decision making has been crashed and thereby the company achieves faster financial and operational closure of projects.
RESULTS
Post implementation the following results were achieved (2012-2016):
After implementation(2016)
Sales/Billing (crores) improved by 126%
EBITA (crores) improved by 177%
Net Working capital turns improved by 68.3%
ROCE improved by 158%
On time completion of projects: Mostly 3-4 months ahead of schedule
Additional benefits
High visibility of Right Of Way issues: Since work moves in units (stretches, villages etc.) areas needing government intervention become visible. This created pressure on authorities to expedite resolution of issues and further improves lead time.
Improved relationship with suppliers: Constant change in order priorities used to cause a lot of firefighting and capacity loss at the suppliers and the company purchase team. The priority system established enables the suppliers to receive purchase orders daily in a hassle free manner. This has also released significant capacity for suppliers fostering improved relationship.
Customer satisfaction: In addition to delays, arranging for inspection also used to be a sore point between both the company and their customers. Since each “flow entity” is now completed before the next is opened, the company is able to sequence and prioritize customer inspections reliably. This practice not only reduced lead time, it helped improve relationship with the customer. Because of this seamless working relationship and consistent on time performance of the projects, the company has been facilitated a number of the times by the clients.
Focus on improvement initiates: Most importantly, substantial bandwidth of Senior Management was freed up from unwanted projects/local initiatives to “Focus” on development and deployment of TOC processes in the EPC.
CONTRIBUTION TO TOC
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. The total delivery of material is capped to ensure that orders are not unnecessarily triggered towards the end of the project.
Solving limitations in ERP systems for better TOC project execution: A first of its kind software introduced in the EPC domain at Bajaj. Earlier due to system limitations in ERP, the company was not only forced to maintain manual systems at site and had very little visibility to the site leading to significant mismanagement and pilferages. Development and use of this software “Leap ahead” has helped streamline the processes for better TOC project execution by enabling higher controls and greater visibility.
Annexure: Recent Awards and commendations:
• Awarded twice in the best erection category by PGCIL in TLT Business
• Awarded best IT implementation in 2016 for Project Leap Ahead by PCQuest
• Awarded by the Bihar Government in 2016 towards the work done in electrification of Bihar |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1799 |
Conference Proceedings |
Bhagat, Sanjay |
Bajaj Electricals Ltd: Turning around the EPC business |
2017 |
Berlin, Germany |
Chronic delay of infrastructure projects is an industry wide phenomenon in India. But once projects are delayed, more working capital is needed, increasing overall project costs. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And the very viability of this business unit was in question! But by implementing TOC principles, the company addressed the core issues in its operations and gained the leverage to deliver projects within budget and on or ahead of time. Moreover, in the course of this implementation new solutions evolved. For the first time a distribution solution has been implemented along with CCPM in a project environment. And a first of its kind software was introduced to streamline TOC project execution and enable tighter controls and greater visibility. |
Over the last 75 years, Bajaj Electricals Ltd, a pioneer in electrical home appliances, lighting and luminaires business, has progressively diversified into turnkey projects by establishing a new SBU for Engineering and Projects (Bajaj Electricals EnP).
CHRONIC DELAY IN INFRASTRUCTURE PROJECTS: AN INDUSTRY PHENOMENON
The execution of projects require coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors in an environment of high uncertainties and risks. In this complex and ambiguous environment, most projects in India are grossly delayed. And companies have come to accept delays as an industry phenomenon.
But once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And like most companies in this sector they too achieved very low profits and poor Return on Capital Employed.
IMPLEMENTING THE TOC APPROACH
The premise of the TOC implementation was that while there are many challenges in the industry environment, there are significant internal inefficiencies which when addressed, can give the company the leverage to deliver projects on or ahead of time. Therefore objective of TOC implementation was to identify and plug wastages of time and capacity under the control of the company.
The root of the UDEs of the company was the conflict of whether it should choose to maximize turnover/billing (or tonnage) or meet immediate site requirements. The company was earlier focused on billing and turnover. Therefore, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. These smaller items were supplied only when urgencies were raised. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Major Solution elements Deployed:
Once the core issue was identified, the focus was shifted from maximizing billing by dumping material to working for rapid site execution of projects. This required that manufacturing/supply subordinate to site requirements instead of the other way round. The following solution elements were implemented to ensure flow and faster completion of projects.
WIP control: The number of work fronts was restricted after first identifying “flow entities” (i.e. subunits of the whole project which has value to the customer when completed and delivered). For example, focus is now on completing electrification of a full village rather than starting work in multiple villages simultaneously.
Full kit: Clearances needed to finish a “flow entity” is ensured before start of work on it. And projects are only supplied complete assortments required for execution in the immediate future.
Norm management: Norm management is undertaken for control over inventory at site -from LOA to billing.
Flow meeting: Flow meetings are held daily to enable issue resolution. Elapsed time of activities and decision making has been crashed and thereby the company achieves faster financial and operational closure of projects.
RESULTS
Post implementation the following results were achieved (2012-2016):
After implementation(2016)
Sales/Billing (crores) improved by 126%
EBITA (crores) improved by 177%
Net Working capital turns improved by 68.3%
ROCE improved by 158%
On time completion of projects: Mostly 3-4 months ahead of schedule
Additional benefits
High visibility of Right Of Way issues: Since work moves in units (stretches, villages etc.) areas needing government intervention become visible. This created pressure on authorities to expedite resolution of issues and further improves lead time.
Improved relationship with suppliers: Constant change in order priorities used to cause a lot of firefighting and capacity loss at the suppliers and the company purchase team. The priority system established enables the suppliers to receive purchase orders daily in a hassle free manner. This has also released significant capacity for suppliers fostering improved relationship.
Customer satisfaction: In addition to delays, arranging for inspection also used to be a sore point between both the company and their customers. Since each “flow entity” is now completed before the next is opened, the company is able to sequence and prioritize customer inspections reliably. This practice not only reduced lead time, it helped improve relationship with the customer. Because of this seamless working relationship and consistent on time performance of the projects, the company has been facilitated a number of the times by the clients.
Focus on improvement initiates: Most importantly, substantial bandwidth of Senior Management was freed up from unwanted projects/local initiatives to “Focus” on development and deployment of TOC processes in the EPC.
CONTRIBUTION TO TOC
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. The total delivery of material is capped to ensure that orders are not unnecessarily triggered towards the end of the project.
Solving limitations in ERP systems for better TOC project execution: A first of its kind software introduced in the EPC domain at Bajaj. Earlier due to system limitations in ERP, the company was not only forced to maintain manual systems at site and had very little visibility to the site leading to significant mismanagement and pilferages. Development and use of this software “Leap ahead” has helped streamline the processes for better TOC project execution by enabling higher controls and greater visibility.
Annexure: Recent Awards and commendations:
• Awarded twice in the best erection category by PGCIL in TLT Business
• Awarded best IT implementation in 2016 for Project Leap Ahead by PCQuest
• Awarded by the Bihar Government in 2016 towards the work done in electrification of Bihar |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1800 |
Conference Proceedings |
Kothekar, Kiran |
Bajaj Electricals Ltd: Turning around the EPC business |
2017 |
Berlin, Germany |
Chronic delay of infrastructure projects is an industry wide phenomenon in India. But once projects are delayed, more working capital is needed, increasing overall project costs. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And the very viability of this business unit was in question! But by implementing TOC principles, the company addressed the core issues in its operations and gained the leverage to deliver projects within budget and on or ahead of time. Moreover, in the course of this implementation new solutions evolved. For the first time a distribution solution has been implemented along with CCPM in a project environment. And a first of its kind software was introduced to streamline TOC project execution and enable tighter controls and greater visibility. |
Over the last 75 years, Bajaj Electricals Ltd, a pioneer in electrical home appliances, lighting and luminaires business, has progressively diversified into turnkey projects by establishing a new SBU for Engineering and Projects (Bajaj Electricals EnP).
CHRONIC DELAY IN INFRASTRUCTURE PROJECTS: AN INDUSTRY PHENOMENON
The execution of projects require coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors in an environment of high uncertainties and risks. In this complex and ambiguous environment, most projects in India are grossly delayed. And companies have come to accept delays as an industry phenomenon.
But once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And like most companies in this sector they too achieved very low profits and poor Return on Capital Employed.
IMPLEMENTING THE TOC APPROACH
The premise of the TOC implementation was that while there are many challenges in the industry environment, there are significant internal inefficiencies which when addressed, can give the company the leverage to deliver projects on or ahead of time. Therefore objective of TOC implementation was to identify and plug wastages of time and capacity under the control of the company.
The root of the UDEs of the company was the conflict of whether it should choose to maximize turnover/billing (or tonnage) or meet immediate site requirements. The company was earlier focused on billing and turnover. Therefore, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. These smaller items were supplied only when urgencies were raised. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Major Solution elements Deployed:
Once the core issue was identified, the focus was shifted from maximizing billing by dumping material to working for rapid site execution of projects. This required that manufacturing/supply subordinate to site requirements instead of the other way round. The following solution elements were implemented to ensure flow and faster completion of projects.
WIP control: The number of work fronts was restricted after first identifying “flow entities” (i.e. subunits of the whole project which has value to the customer when completed and delivered). For example, focus is now on completing electrification of a full village rather than starting work in multiple villages simultaneously.
Full kit: Clearances needed to finish a “flow entity” is ensured before start of work on it. And projects are only supplied complete assortments required for execution in the immediate future.
Norm management: Norm management is undertaken for control over inventory at site -from LOA to billing.
Flow meeting: Flow meetings are held daily to enable issue resolution. Elapsed time of activities and decision making has been crashed and thereby the company achieves faster financial and operational closure of projects.
RESULTS
Post implementation the following results were achieved (2012-2016):
After implementation(2016)
Sales/Billing (crores) improved by 126%
EBITA (crores) improved by 177%
Net Working capital turns improved by 68.3%
ROCE improved by 158%
On time completion of projects: Mostly 3-4 months ahead of schedule
Additional benefits
High visibility of Right Of Way issues: Since work moves in units (stretches, villages etc.) areas needing government intervention become visible. This created pressure on authorities to expedite resolution of issues and further improves lead time.
Improved relationship with suppliers: Constant change in order priorities used to cause a lot of firefighting and capacity loss at the suppliers and the company purchase team. The priority system established enables the suppliers to receive purchase orders daily in a hassle free manner. This has also released significant capacity for suppliers fostering improved relationship.
Customer satisfaction: In addition to delays, arranging for inspection also used to be a sore point between both the company and their customers. Since each “flow entity” is now completed before the next is opened, the company is able to sequence and prioritize customer inspections reliably. This practice not only reduced lead time, it helped improve relationship with the customer. Because of this seamless working relationship and consistent on time performance of the projects, the company has been facilitated a number of the times by the clients.
Focus on improvement initiates: Most importantly, substantial bandwidth of Senior Management was freed up from unwanted projects/local initiatives to “Focus” on development and deployment of TOC processes in the EPC.
CONTRIBUTION TO TOC
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. The total delivery of material is capped to ensure that orders are not unnecessarily triggered towards the end of the project.
Solving limitations in ERP systems for better TOC project execution: A first of its kind software introduced in the EPC domain at Bajaj. Earlier due to system limitations in ERP, the company was not only forced to maintain manual systems at site and had very little visibility to the site leading to significant mismanagement and pilferages. Development and use of this software “Leap ahead” has helped streamline the processes for better TOC project execution by enabling higher controls and greater visibility.
Annexure: Recent Awards and commendations:
• Awarded twice in the best erection category by PGCIL in TLT Business
• Awarded best IT implementation in 2016 for Project Leap Ahead by PCQuest
• Awarded by the Bihar Government in 2016 towards the work done in electrification of Bihar |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1801 |
Conference Proceedings |
|
Bajaj Electricals Ltd: Turning around the EPC business |
2017 |
Berlin, Germany |
Chronic delay of infrastructure projects is an industry wide phenomenon in India. But once projects are delayed, more working capital is needed, increasing overall project costs. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And the very viability of this business unit was in question! But by implementing TOC principles, the company addressed the core issues in its operations and gained the leverage to deliver projects within budget and on or ahead of time. Moreover, in the course of this implementation new solutions evolved. For the first time a distribution solution has been implemented along with CCPM in a project environment. And a first of its kind software was introduced to streamline TOC project execution and enable tighter controls and greater visibility. |
Over the last 75 years, Bajaj Electricals Ltd, a pioneer in electrical home appliances, lighting and luminaires business, has progressively diversified into turnkey projects by establishing a new SBU for Engineering and Projects (Bajaj Electricals EnP).
CHRONIC DELAY IN INFRASTRUCTURE PROJECTS: AN INDUSTRY PHENOMENON
The execution of projects require coordination and cooperation between various stakeholders like state owned companies, individual landowners and contractors in an environment of high uncertainties and risks. In this complex and ambiguous environment, most projects in India are grossly delayed. And companies have come to accept delays as an industry phenomenon.
But once projects are delayed, more working capital is needed, increasing the cost of the project. Therefore Bajaj Electricals, like most other companies in this business, had to contend with cost over runs, erosion of profit margin, and late delivery penalties for nearly every project. And like most companies in this sector they too achieved very low profits and poor Return on Capital Employed.
IMPLEMENTING THE TOC APPROACH
The premise of the TOC implementation was that while there are many challenges in the industry environment, there are significant internal inefficiencies which when addressed, can give the company the leverage to deliver projects on or ahead of time. Therefore objective of TOC implementation was to identify and plug wastages of time and capacity under the control of the company.
The root of the UDEs of the company was the conflict of whether it should choose to maximize turnover/billing (or tonnage) or meet immediate site requirements. The company was earlier focused on billing and turnover. Therefore, major items of high value was manufactured or sourced and dumped on site while minor items required for completing the projects were lost from the company's focus. These smaller items were supplied only when urgencies were raised. This mismatch of items meant that while the company was able to book sales, the sites could not be closed without considerable delay and cost overruns.
Major Solution elements Deployed:
Once the core issue was identified, the focus was shifted from maximizing billing by dumping material to working for rapid site execution of projects. This required that manufacturing/supply subordinate to site requirements instead of the other way round. The following solution elements were implemented to ensure flow and faster completion of projects.
WIP control: The number of work fronts was restricted after first identifying “flow entities” (i.e. subunits of the whole project which has value to the customer when completed and delivered). For example, focus is now on completing electrification of a full village rather than starting work in multiple villages simultaneously.
Full kit: Clearances needed to finish a “flow entity” is ensured before start of work on it. And projects are only supplied complete assortments required for execution in the immediate future.
Norm management: Norm management is undertaken for control over inventory at site -from LOA to billing.
Flow meeting: Flow meetings are held daily to enable issue resolution. Elapsed time of activities and decision making has been crashed and thereby the company achieves faster financial and operational closure of projects.
RESULTS
Post implementation the following results were achieved (2012-2016):
After implementation(2016)
Sales/Billing (crores) improved by 126%
EBITA (crores) improved by 177%
Net Working capital turns improved by 68.3%
ROCE improved by 158%
On time completion of projects: Mostly 3-4 months ahead of schedule
Additional benefits
High visibility of Right Of Way issues: Since work moves in units (stretches, villages etc.) areas needing government intervention become visible. This created pressure on authorities to expedite resolution of issues and further improves lead time.
Improved relationship with suppliers: Constant change in order priorities used to cause a lot of firefighting and capacity loss at the suppliers and the company purchase team. The priority system established enables the suppliers to receive purchase orders daily in a hassle free manner. This has also released significant capacity for suppliers fostering improved relationship.
Customer satisfaction: In addition to delays, arranging for inspection also used to be a sore point between both the company and their customers. Since each “flow entity” is now completed before the next is opened, the company is able to sequence and prioritize customer inspections reliably. This practice not only reduced lead time, it helped improve relationship with the customer. Because of this seamless working relationship and consistent on time performance of the projects, the company has been facilitated a number of the times by the clients.
Focus on improvement initiates: Most importantly, substantial bandwidth of Senior Management was freed up from unwanted projects/local initiatives to “Focus” on development and deployment of TOC processes in the EPC.
CONTRIBUTION TO TOC
Norm management using BPR: For the first time a distribution solution has been implemented along with CCPM in a project environment. Material was controlled by setting norms and putting the work sites on continuous replenishment. The total delivery of material is capped to ensure that orders are not unnecessarily triggered towards the end of the project.
Solving limitations in ERP systems for better TOC project execution: A first of its kind software introduced in the EPC domain at Bajaj. Earlier due to system limitations in ERP, the company was not only forced to maintain manual systems at site and had very little visibility to the site leading to significant mismanagement and pilferages. Development and use of this software “Leap ahead” has helped streamline the processes for better TOC project execution by enabling higher controls and greater visibility.
Annexure: Recent Awards and commendations:
• Awarded twice in the best erection category by PGCIL in TLT Business
• Awarded best IT implementation in 2016 for Project Leap Ahead by PCQuest
• Awarded by the Bihar Government in 2016 towards the work done in electrification of Bihar |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1802 |
Conference Proceedings |
Balnys, Giedrius |
Important behavioral issues in implementing TOC replenishment solution |
2017 |
Berlin, Germany |
In the last TOCICO we have presented the proof of concept (POC) results we have achieved in the Toshiba solution (reduction of production LT by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company-wide implementation. In this presentation, the speakers will show how Toshiba Solution has achieved amazing result which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solution has achieved a record performance. In the full implementation, we have worked not only with the top management team and the production team, but also with sales teams who came from three different business units to overcome the traditional silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solution, Toshiba Solution has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiplayers that can really make TOC the main way. |
Every new IT project is not just a list of well-known implementation steps: setting up data exchange, starting software up, managing inventory by clicking on buttons according to user's manual etc. It's a real work with real people and live processes. Companies' owners buy the TOC solution only after we come to a consensus in answering the questions: what to change, what to change to and how we can make the changes possible.
All layers of resistance of top management are overcome and the contract is signed. However, the owners or top management just describe strategy and buy the tool to achieve that strategy. As for tactics, the actual strategy must be implemented by employees. At the beginning of implementation they are full of enthusiasm but when they they realize that in a daily basis the way they should handle the system is different from what they used to do they often feel resistance to the new way of doing things and start sliding to the way they used to work before.
We will share our observations of the people's behavior who simultaneously go through the new approach to inventory management and a new software implementation. We will share what questions they ask about the common TOC solutions for supply chain: Buffer and DBM mechanisms, supply diagrams, the central warehouse role, etc. We will discuss which functions and indicators we focus on during the implementation in order to achieve improvements. We will discuss the lessons we have learned from our projects.
The reliable software is just a necessary tool to achieve better performance. But it is not sufficient. Without dedicated attention of top management and a true leader the software is just an expensive toy that will not bring any real value. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1803 |
Conference Proceedings |
Anisimova, Natalia |
Important behavioral issues in implementing TOC replenishment solution |
2017 |
Berlin, Germany |
In the last TOCICO we have presented the proof of concept (POC) results we have achieved in the Toshiba solution (reduction of production LT by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company-wide implementation. In this presentation, the speakers will show how Toshiba Solution has achieved amazing result which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solution has achieved a record performance. In the full implementation, we have worked not only with the top management team and the production team, but also with sales teams who came from three different business units to overcome the traditional silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solution, Toshiba Solution has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiplayers that can really make TOC the main way. |
Every new IT project is not just a list of well-known implementation steps: setting up data exchange, starting software up, managing inventory by clicking on buttons according to user's manual etc. It's a real work with real people and live processes. Companies' owners buy the TOC solution only after we come to a consensus in answering the questions: what to change, what to change to and how we can make the changes possible.
All layers of resistance of top management are overcome and the contract is signed. However, the owners or top management just describe strategy and buy the tool to achieve that strategy. As for tactics, the actual strategy must be implemented by employees. At the beginning of implementation they are full of enthusiasm but when they they realize that in a daily basis the way they should handle the system is different from what they used to do they often feel resistance to the new way of doing things and start sliding to the way they used to work before.
We will share our observations of the people's behavior who simultaneously go through the new approach to inventory management and a new software implementation. We will share what questions they ask about the common TOC solutions for supply chain: Buffer and DBM mechanisms, supply diagrams, the central warehouse role, etc. We will discuss which functions and indicators we focus on during the implementation in order to achieve improvements. We will discuss the lessons we have learned from our projects.
The reliable software is just a necessary tool to achieve better performance. But it is not sufficient. Without dedicated attention of top management and a true leader the software is just an expensive toy that will not bring any real value. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1804 |
Conference Proceedings |
|
Important behavioral issues in implementing TOC replenishment solution |
2017 |
Berlin, Germany |
In the last TOCICO we have presented the proof of concept (POC) results we have achieved in the Toshiba solution (reduction of production LT by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company-wide implementation. In this presentation, the speakers will show how Toshiba Solution has achieved amazing result which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solution has achieved a record performance. In the full implementation, we have worked not only with the top management team and the production team, but also with sales teams who came from three different business units to overcome the traditional silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solution, Toshiba Solution has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiplayers that can really make TOC the main way. |
Every new IT project is not just a list of well-known implementation steps: setting up data exchange, starting software up, managing inventory by clicking on buttons according to user's manual etc. It's a real work with real people and live processes. Companies' owners buy the TOC solution only after we come to a consensus in answering the questions: what to change, what to change to and how we can make the changes possible.
All layers of resistance of top management are overcome and the contract is signed. However, the owners or top management just describe strategy and buy the tool to achieve that strategy. As for tactics, the actual strategy must be implemented by employees. At the beginning of implementation they are full of enthusiasm but when they they realize that in a daily basis the way they should handle the system is different from what they used to do they often feel resistance to the new way of doing things and start sliding to the way they used to work before.
We will share our observations of the people's behavior who simultaneously go through the new approach to inventory management and a new software implementation. We will share what questions they ask about the common TOC solutions for supply chain: Buffer and DBM mechanisms, supply diagrams, the central warehouse role, etc. We will discuss which functions and indicators we focus on during the implementation in order to achieve improvements. We will discuss the lessons we have learned from our projects.
The reliable software is just a necessary tool to achieve better performance. But it is not sufficient. Without dedicated attention of top management and a true leader the software is just an expensive toy that will not bring any real value. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1805 |
Conference Proceedings |
Baptista, Humberto |
New Advances in sDBR Implementation |
2017 |
Berlin, Germany |
Simplified drum-buffer-rope (sDBR) was a true breakthrough allowing a much simpler and more effective way of dealing with operations and elimination of confusing terminology like tactical or strategic constraint etc. In the past 10 year much was achieved in sDBR implementations, but little of the experiences in implementing, adjusting to different environments, making it more robust for implemention and to maintain afterwards and in how it will be managed once the implementation is over. In this presentation well present changes to the sDBR implementation S&T published by Goldratt in the first VV S&Ts and the reasons for doing so. |
In the publication of the first Viable Vision S&T trees we see for the first time a comprehensive and yet expandable collection of the know-how of how to implement TOC tools (sDBR among others) in a systematic fashion. The usage of S&T not only clarifies the logic (assumptions) behind the actions and their consequences, but allows for the logic to be tested and if necessary adjusted to fit more and/or different situations and environments. Much has been learned in this period but little (if at all) has been documented back in the standard S&Ts, in this presentation the published knowledge is presented and integrated in the standard S&Ts branches relative to sDBR implementations.We will cover:
• Limitations to the concept of “choke the release”
• Black saturated environments
• Order-less plants
• Production cells as CCRs
• Measurements and their role
• Placing of inventories
• Mixing MTO and MTS
• Long lead time environments |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1806 |
Conference Proceedings |
|
New Advances in sDBR Implementation |
2017 |
Berlin, Germany |
Simplified drum-buffer-rope (sDBR) was a true breakthrough allowing a much simpler and more effective way of dealing with operations and elimination of confusing terminology like tactical or strategic constraint etc. In the past 10 year much was achieved in sDBR implementations, but little of the experiences in implementing, adjusting to different environments, making it more robust for implemention and to maintain afterwards and in how it will be managed once the implementation is over. In this presentation well present changes to the sDBR implementation S&T published by Goldratt in the first VV S&Ts and the reasons for doing so. |
In the publication of the first Viable Vision S&T trees we see for the first time a comprehensive and yet expandable collection of the know-how of how to implement TOC tools (sDBR among others) in a systematic fashion. The usage of S&T not only clarifies the logic (assumptions) behind the actions and their consequences, but allows for the logic to be tested and if necessary adjusted to fit more and/or different situations and environments. Much has been learned in this period but little (if at all) has been documented back in the standard S&Ts, in this presentation the published knowledge is presented and integrated in the standard S&Ts branches relative to sDBR implementations.We will cover:
• Limitations to the concept of “choke the release”
• Black saturated environments
• Order-less plants
• Production cells as CCRs
• Measurements and their role
• Placing of inventories
• Mixing MTO and MTS
• Long lead time environments |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1807 |
Conference Proceedings |
Baptista, Humberto |
TOC 2.0 |
2017 |
Berlin, Germany |
In trying to answer the long standing question: “What is TOC?” Goldratt alluded to the story where a stranger approaches the sage Hillel (sometimes referred to as Rabbi) and asks him to teach all of Judaism (the Torah) in the time he's able to stand in one leg. Hillel responds with: “Don't do unto others what is hateful to you, that is the whole of Judaism. The rest is consequence, go and study”. The stranger impressed with the answer became a disciple and followed Hillel's teachings. In 2010 Goldratt presented the introduction he wrote for the TOC Handbook and introduced the current definition or summary of TOC: Focus. And by Focus he means not only to do what must be done, but also (and especially) not do what should not be done. And mimicking Hillel Goldratt also prompts us to think when he implies that: “TOC is Focus, the rest is Consequence, go and learn”. As a thought provoking proposition this was extremely successful and many conversations and discussions resulted based on this definition and the rest of the introduction. It is now time to add another topic to this beautiful introduction and explore what are the consequences of defining TOC as Focus. Some of these consequences include: What is the fundamental flaw in the traditional view of human ethics and how TOC solves it; Why the main obstacle between the animal and human nature has not yet been overcome and the role of TOC in removing it; The main limitations of human beings; The five principles of TOC and their source; The fallacy of big x small TOC and local x holistic TOC; The fallacy of logistical x thinking processes; and What is the core essence of TOC and what is consequence? We hope that with this renewed view many conflicts and setbacks experienced in the past years will be solved and that TOC will contribute more and more to the world's well being. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1808 |
Conference Proceedings |
|
TOC 2.0 |
2017 |
Berlin, Germany |
In trying to answer the long standing question: “What is TOC?” Goldratt alluded to the story where a stranger approaches the sage Hillel (sometimes referred to as Rabbi) and asks him to teach all of Judaism (the Torah) in the time he's able to stand in one leg. Hillel responds with: “Don't do unto others what is hateful to you, that is the whole of Judaism. The rest is consequence, go and study”. The stranger impressed with the answer became a disciple and followed Hillel's teachings. In 2010 Goldratt presented the introduction he wrote for the TOC Handbook and introduced the current definition or summary of TOC: Focus. And by Focus he means not only to do what must be done, but also (and especially) not do what should not be done. And mimicking Hillel Goldratt also prompts us to think when he implies that: “TOC is Focus, the rest is Consequence, go and learn”. As a thought provoking proposition this was extremely successful and many conversations and discussions resulted based on this definition and the rest of the introduction. It is now time to add another topic to this beautiful introduction and explore what are the consequences of defining TOC as Focus. Some of these consequences include: What is the fundamental flaw in the traditional view of human ethics and how TOC solves it; Why the main obstacle between the animal and human nature has not yet been overcome and the role of TOC in removing it; The main limitations of human beings; The five principles of TOC and their source; The fallacy of big x small TOC and local x holistic TOC; The fallacy of logistical x thinking processes; and What is the core essence of TOC and what is consequence? We hope that with this renewed view many conflicts and setbacks experienced in the past years will be solved and that TOC will contribute more and more to the world's well being. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1809 |
Conference Proceedings |
Baptista, Humberto |
The financial compass or how to make financial decisions with TOC |
2017 |
Berlin, Germany |
TOC Managerial Finance- The Compass (a homage to Eli Schragenheim) workshop Throughput accounting is a poor name for the TOC tools for supporting financial decision-making. Here we call it by the more appropriate name: Financial Compass. In this workshop we will revisit the basic principle of Throughput, Investment and Operation Expense and expand on these to the new developments and solutions for long standing limitations of these tools. We'll explore a new view of TVC, a deeper understanding of the Investment and its valuation and when ROI does and does not make sense, turns analysis, mix decisions without linear programming (should we use T/Cu or not, etc.), how to classify investment decisions in 3 categories (Bad, Good and OMG) and open up new avenues to establish win-win relationships across links of a supply chain. |
Finance and accounting both deal with money and quantifying its positions and flows. But they serve distant purposes and, but while the former is directed to measure and guide decision making the latter is a reporting tool to show where the amounts are distributed in the organization. Using one in the place of the other not only leads to distorted results but also pollutes the tools with adaptations and deformations that compromise even the original objectives of each.
In this workshop we'll abandon the term “Throughput Accounting” and embrace the Financial Compass as the proper way to describe TOC tools dedicate to support good managerial decisions.
We'll cover the basics and expand on them in the following flow:
1. Why measure anything?
a. And money?
2. The definitions of T, I and OE as they were and are viewed now
a. Including the interchangeability of I and OE
b. And the criteria for proper classification between TVC and OE
3. The relationships with Profit, ROI and Cash Flow and why The Race is incomplete
4. Revisiting the TVC concept
a. And its two components and their main difference
b. Why I is usually calculated wrong
5. The role of Time in financial decision making
a. The Dilemma of estimation I in investment opportunities and how to solve it
b. Classifying Investment opportunities: the Good, the Bad and the OMG
c. Engineering Investment Opportunities
6. The use of T, I and OE in decision making
a. The need to use the 3?
b. Simplifications and their limitations
c. The most popular one: Throughput Per Constraint Unit
i. Its applicability
ii. Its limitations
iii. Its consequences
iv. What about multiple CCRs?
v. How to solve both? (not with LP, by the way)
d. Evaluating stock and mix
7. The impact of using the Financial Compass
a. For the organization
b. For activities like budgeting, etc.
8. Q&A
The workshop will be interspersed with exercises and simulations so that the concept may be more explored. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1810 |
Conference Proceedings |
|
The financial compass or how to make financial decisions with TOC |
2017 |
Berlin, Germany |
TOC Managerial Finance- The Compass (a homage to Eli Schragenheim) workshop Throughput accounting is a poor name for the TOC tools for supporting financial decision-making. Here we call it by the more appropriate name: Financial Compass. In this workshop we will revisit the basic principle of Throughput, Investment and Operation Expense and expand on these to the new developments and solutions for long standing limitations of these tools. We'll explore a new view of TVC, a deeper understanding of the Investment and its valuation and when ROI does and does not make sense, turns analysis, mix decisions without linear programming (should we use T/Cu or not, etc.), how to classify investment decisions in 3 categories (Bad, Good and OMG) and open up new avenues to establish win-win relationships across links of a supply chain. |
Finance and accounting both deal with money and quantifying its positions and flows. But they serve distant purposes and, but while the former is directed to measure and guide decision making the latter is a reporting tool to show where the amounts are distributed in the organization. Using one in the place of the other not only leads to distorted results but also pollutes the tools with adaptations and deformations that compromise even the original objectives of each.
In this workshop we'll abandon the term “Throughput Accounting” and embrace the Financial Compass as the proper way to describe TOC tools dedicate to support good managerial decisions.
We'll cover the basics and expand on them in the following flow:
1. Why measure anything?
a. And money?
2. The definitions of T, I and OE as they were and are viewed now
a. Including the interchangeability of I and OE
b. And the criteria for proper classification between TVC and OE
3. The relationships with Profit, ROI and Cash Flow and why The Race is incomplete
4. Revisiting the TVC concept
a. And its two components and their main difference
b. Why I is usually calculated wrong
5. The role of Time in financial decision making
a. The Dilemma of estimation I in investment opportunities and how to solve it
b. Classifying Investment opportunities: the Good, the Bad and the OMG
c. Engineering Investment Opportunities
6. The use of T, I and OE in decision making
a. The need to use the 3?
b. Simplifications and their limitations
c. The most popular one: Throughput Per Constraint Unit
i. Its applicability
ii. Its limitations
iii. Its consequences
iv. What about multiple CCRs?
v. How to solve both? (not with LP, by the way)
d. Evaluating stock and mix
7. The impact of using the Financial Compass
a. For the organization
b. For activities like budgeting, etc.
8. Q&A
The workshop will be interspersed with exercises and simulations so that the concept may be more explored. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1811 |
Conference Proceedings |
Barnard, A. |
A dietary and health revolution |
2017 |
Berlin, Germany |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of 'low carb' vs 'low fat' camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass 'big data' and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well. |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of “low carb” vs “low fat” camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass “big data” and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well.
Evidence of the obesity epidemic can be seen not only in expanding waist-lines, but stress on a health care system struggling with runaway costs, overworked professionals, and demand exceeding the supply of critical resources. Though increased knowledge and technological advances have led to tremendous improvements in specialized areas, there remains polarizing positions on what to do with respect to general nutrition. What should I eat? The experts not only disagree, but this disagreement shows no signs of abating anytime soon. What should I do? What should my doctor tell me to do? Doctors / Nutritionists face a recommendation dilemma: should I tell my patients: to follow a “balanced diet” (one-best solution-for-all) OR to follow a diet I believe is “best-for-my-patient”, based on my patient's unique conditions)? Consumers face a consumption dilemma: having learned new nutritional information, should I: change to a Low Carb High Fat (Banting) diet OR continue with my “eat-in-moderation” diet?
Goldratt Research Labs is collaborating with Professor Tim Noakes of the Sports Science Institute of South Africa to use the Change-Matrix-Cloud-Process via Harmony software to explore both why these dilemmas exist, and what can be done to facilitate change.
A principal reason for continued disagreement between experts lies in conflicting research results. While one study purports to show a low-fat diet as essential to long-term health, another study arises showing the opposite. As health studies contain large numbers of variables difficult to control, the result is a large amount of data at the correlation stage, leaving causality as a distant inference.
Goldratt Research Labs is also collaborating with Professor Noakes in using an artificial intelligence called TOM (Tacit Object Modelling) to bypass the problem of “big data” and instead mine the fast and frugal heuristics of the experts themselves.
The outcome of this research will be presented in a Little Logic Booklet, but in a manner where individuals can now consider their own relevant characteristics (as defined by Professor Noakes) to then perform their own dieting experiments, now with reasonable expectations. In addition to “How to achieve the Goal?” will be a brief listing of “Where people go wrong”, in order to increase the probability of success.
LEARNING OBJECTIVES:
The Change-Matrix-Cloud-Process is a powerful thinking process to identify the source of stagnation in a system by exposing motivations and (often) exaggerated fears and expectations of all parties.
The classification and correlation of data, integrated with E-C-E thinking and the artificial intelligence engine of TOM, can focus attention, leading to unlocking inherent potential. The integration of “small experiments” in the Change-Matrix-Cloud-Process with simulation, is a powerful antifragile business model.
POSSIBLE QUESTIONS:
There's an expectation gap in my business: how we are doing vs. how I think we should be doing. How can I use the Change-Matrix-Cloud-Process to identify the cause of this gap? My business is inundated with data. How can I use TOM in my business to lead to better results? I know what I should do, and I've planned for all expected UDEs and “yes buts”. However, I'm fearful of things I don't know about. How can I use simulation to enable a smoother transition to a desirable future? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1812 |
Conference Proceedings |
Parakhine, A. |
A dietary and health revolution |
2017 |
Berlin, Germany |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of 'low carb' vs 'low fat' camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass 'big data' and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well. |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of “low carb” vs “low fat” camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass “big data” and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well.
Evidence of the obesity epidemic can be seen not only in expanding waist-lines, but stress on a health care system struggling with runaway costs, overworked professionals, and demand exceeding the supply of critical resources. Though increased knowledge and technological advances have led to tremendous improvements in specialized areas, there remains polarizing positions on what to do with respect to general nutrition. What should I eat? The experts not only disagree, but this disagreement shows no signs of abating anytime soon. What should I do? What should my doctor tell me to do? Doctors / Nutritionists face a recommendation dilemma: should I tell my patients: to follow a “balanced diet” (one-best solution-for-all) OR to follow a diet I believe is “best-for-my-patient”, based on my patient's unique conditions)? Consumers face a consumption dilemma: having learned new nutritional information, should I: change to a Low Carb High Fat (Banting) diet OR continue with my “eat-in-moderation” diet?
Goldratt Research Labs is collaborating with Professor Tim Noakes of the Sports Science Institute of South Africa to use the Change-Matrix-Cloud-Process via Harmony software to explore both why these dilemmas exist, and what can be done to facilitate change.
A principal reason for continued disagreement between experts lies in conflicting research results. While one study purports to show a low-fat diet as essential to long-term health, another study arises showing the opposite. As health studies contain large numbers of variables difficult to control, the result is a large amount of data at the correlation stage, leaving causality as a distant inference.
Goldratt Research Labs is also collaborating with Professor Noakes in using an artificial intelligence called TOM (Tacit Object Modelling) to bypass the problem of “big data” and instead mine the fast and frugal heuristics of the experts themselves.
The outcome of this research will be presented in a Little Logic Booklet, but in a manner where individuals can now consider their own relevant characteristics (as defined by Professor Noakes) to then perform their own dieting experiments, now with reasonable expectations. In addition to “How to achieve the Goal?” will be a brief listing of “Where people go wrong”, in order to increase the probability of success.
LEARNING OBJECTIVES:
The Change-Matrix-Cloud-Process is a powerful thinking process to identify the source of stagnation in a system by exposing motivations and (often) exaggerated fears and expectations of all parties.
The classification and correlation of data, integrated with E-C-E thinking and the artificial intelligence engine of TOM, can focus attention, leading to unlocking inherent potential. The integration of “small experiments” in the Change-Matrix-Cloud-Process with simulation, is a powerful antifragile business model.
POSSIBLE QUESTIONS:
There's an expectation gap in my business: how we are doing vs. how I think we should be doing. How can I use the Change-Matrix-Cloud-Process to identify the cause of this gap? My business is inundated with data. How can I use TOM in my business to lead to better results? I know what I should do, and I've planned for all expected UDEs and “yes buts”. However, I'm fearful of things I don't know about. How can I use simulation to enable a smoother transition to a desirable future? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1813 |
Conference Proceedings |
|
A dietary and health revolution |
2017 |
Berlin, Germany |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of 'low carb' vs 'low fat' camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass 'big data' and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well. |
As the health care system strains under the effects of rampant obesity and its accompanying diseases and conditions, experts argue about what simply constitutes a healthy diet. As evidence and studies mount, the expectation would be a resolution of the disagreement. On the contrary, a polarization of “low carb” vs “low fat” camps has evolved, with no reconciliation in sight. With the stakes tremendous, why is this? This presentation will provide a status report on our research collaboration between Goldratt Research Labs and Professor Tim Noakes of the Sports Science Institute of South Africa. These include the use of the Change-Matrix-Cloud-Process to understand where and why individuals and professionals get stuck in the change/don't change process, the use of an exciting artificial intelligence engine to bypass “big data” and instead mine the knowledge of experts directly, and other devices relevant not only to nutrition, but any industry as well.
Evidence of the obesity epidemic can be seen not only in expanding waist-lines, but stress on a health care system struggling with runaway costs, overworked professionals, and demand exceeding the supply of critical resources. Though increased knowledge and technological advances have led to tremendous improvements in specialized areas, there remains polarizing positions on what to do with respect to general nutrition. What should I eat? The experts not only disagree, but this disagreement shows no signs of abating anytime soon. What should I do? What should my doctor tell me to do? Doctors / Nutritionists face a recommendation dilemma: should I tell my patients: to follow a “balanced diet” (one-best solution-for-all) OR to follow a diet I believe is “best-for-my-patient”, based on my patient's unique conditions)? Consumers face a consumption dilemma: having learned new nutritional information, should I: change to a Low Carb High Fat (Banting) diet OR continue with my “eat-in-moderation” diet?
Goldratt Research Labs is collaborating with Professor Tim Noakes of the Sports Science Institute of South Africa to use the Change-Matrix-Cloud-Process via Harmony software to explore both why these dilemmas exist, and what can be done to facilitate change.
A principal reason for continued disagreement between experts lies in conflicting research results. While one study purports to show a low-fat diet as essential to long-term health, another study arises showing the opposite. As health studies contain large numbers of variables difficult to control, the result is a large amount of data at the correlation stage, leaving causality as a distant inference.
Goldratt Research Labs is also collaborating with Professor Noakes in using an artificial intelligence called TOM (Tacit Object Modelling) to bypass the problem of “big data” and instead mine the fast and frugal heuristics of the experts themselves.
The outcome of this research will be presented in a Little Logic Booklet, but in a manner where individuals can now consider their own relevant characteristics (as defined by Professor Noakes) to then perform their own dieting experiments, now with reasonable expectations. In addition to “How to achieve the Goal?” will be a brief listing of “Where people go wrong”, in order to increase the probability of success.
LEARNING OBJECTIVES:
The Change-Matrix-Cloud-Process is a powerful thinking process to identify the source of stagnation in a system by exposing motivations and (often) exaggerated fears and expectations of all parties.
The classification and correlation of data, integrated with E-C-E thinking and the artificial intelligence engine of TOM, can focus attention, leading to unlocking inherent potential. The integration of “small experiments” in the Change-Matrix-Cloud-Process with simulation, is a powerful antifragile business model.
POSSIBLE QUESTIONS:
There's an expectation gap in my business: how we are doing vs. how I think we should be doing. How can I use the Change-Matrix-Cloud-Process to identify the cause of this gap? My business is inundated with data. How can I use TOM in my business to lead to better results? I know what I should do, and I've planned for all expected UDEs and “yes buts”. However, I'm fearful of things I don't know about. How can I use simulation to enable a smoother transition to a desirable future? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1814 |
Conference Proceedings |
Camp, Henry Fitzhugh |
What to measure when - workshop |
2017 |
Berlin, Germany |
This workshop is a further development of work done by Ravi Gilani. I have created and added diagrams to show the flows and pools of money inherent to any company, for the non-accounting business person. These diagrams make the financial operation of any business visual. Metrics drive implementation by guiding employees to work together in ways that cross barriers between silos and unleash the creativity of the workforce to seek the company's goal of making more and more money over time. Since a small fraction (less than 1%) of companies continually increase their earnings, it must be the case that current metrics are ill suited for guiding employees. Case studies will be provided as examples before participants actually create their own dashboards for use in their own company or any target company. These dashboards focus employee creativity on one piece of paper. An outline will be provided to educate the employees and entice them into making a difference in the company. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1815 |
Conference Proceedings |
|
What to measure when - workshop |
2017 |
Berlin, Germany |
This workshop is a further development of work done by Ravi Gilani. I have created and added diagrams to show the flows and pools of money inherent to any company, for the non-accounting business person. These diagrams make the financial operation of any business visual. Metrics drive implementation by guiding employees to work together in ways that cross barriers between silos and unleash the creativity of the workforce to seek the company's goal of making more and more money over time. Since a small fraction (less than 1%) of companies continually increase their earnings, it must be the case that current metrics are ill suited for guiding employees. Case studies will be provided as examples before participants actually create their own dashboards for use in their own company or any target company. These dashboards focus employee creativity on one piece of paper. An outline will be provided to educate the employees and entice them into making a difference in the company. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1816 |
Conference Proceedings |
Chung, Namkee |
A self-training tool for developing customized personal leadership under harsh environment: TOC-based approach |
2017 |
Berlin, Germany |
This presentation provides a way for corporate employees to train and develop their own personal leadership skills. It suggests ways of finding how to motivate themselves in the harsh environment of organizations, to develop their business skills, and to improve their own leadership. This is deployed as a practical learning tool, so that a worksheet is prepared for self-training. This worksheet is a customized one built on the individual's circumstances and characteristics. A Cloud describes the dilemma experienced by employees in their poor company environment serves eliciting three kinds of good ideas (injections) to resolve their leadership dilemma. You could practice each of the above three injections to understand and apply them yourself. To do this, I created a worksheet format designed with an implicit support of the TOC thinking processes. This will allow you to assess your current level of leadership and to anticipate future levels of your personal leadership. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1817 |
Conference Proceedings |
|
A self-training tool for developing customized personal leadership under harsh environment: TOC-based approach |
2017 |
Berlin, Germany |
This presentation provides a way for corporate employees to train and develop their own personal leadership skills. It suggests ways of finding how to motivate themselves in the harsh environment of organizations, to develop their business skills, and to improve their own leadership. This is deployed as a practical learning tool, so that a worksheet is prepared for self-training. This worksheet is a customized one built on the individual's circumstances and characteristics. A Cloud describes the dilemma experienced by employees in their poor company environment serves eliciting three kinds of good ideas (injections) to resolve their leadership dilemma. You could practice each of the above three injections to understand and apply them yourself. To do this, I created a worksheet format designed with an implicit support of the TOC thinking processes. This will allow you to assess your current level of leadership and to anticipate future levels of your personal leadership. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1818 |
Conference Proceedings |
Cohen, Oded |
Synchronizing sales and capacity |
2017 |
Berlin, Germany |
Generally, the sales function determines what production should produce, while the production function dictates what can be produced (and in many cases quantities and timing). When these points of view do not coincide, TOC interferes and suggests sorting out the differences by synchronizing sales and capacity. The synchronization has been embodied in the implementations of the TOC solutions for production. Its formalization was captured in the standard S&T tree. Yet, a great deal of knowledge based on experiences has been developed by the TOC practitioners and very little has been published. The synchronization is an ongoing process that demands both systems and managerial involvement of the relevant functions and especially sales and production planning as well as tight watch of higher management. Recently, we have witnessed cases in which companies that have had outstanding logistical performance in make-to-order (MTO) environments have started to suffer deterioration. Additionally, companies that have been new to TOC solution have not managed to achieve the expected improvement in their financial performance even though they have tried to follow the guidelines to the letter. This is due to the gap between the assumed conditions and the reality. These gaps may have happen during the years, due to changes inside and/or outside the company. Failing to recognize these gaps can be the cause for failures in the synchronization that lead to deterioration in the performance. We will discuss what must be done in order to ensure that all the conditions for the synchronization are in place and what to do when the reality differs from what is assumed in the standard solution (as captured in the S&T tree). The presentation includes: Identifying lack of fit to the standard S&T; Aligning expectations; and Modifications and add-ons to accommodate for special circumstances. |
Cohen, Oded
Synchronizing sales and capacity
Generally, the sales function determines what production should produce, while the production function dictates what can be produced (and in many cases quantities and timing). When these points of view do not coincide, TOC interferes and suggests sorting out the differences by synchronizing sales and capacity.
The synchronization has been embodied in the implementations of the TOC solutions for production. Its formalization was captured in the standard S&T Tree. Yet, a great deal of experiences has been developed by the TOC practitioners and very little has been published.
The synchronization is an ongoing process that demands both systems and managerial involvement of the relevant functions – especially sales and production planning as well as tight watch of higher management.
Recently, we have witnessed cases in which companies that have had outstanding logistical performance in MTO environment have started to suffer deterioration. Additionally, companies that have been new to TOC have not managed to achieve the expected improvement even though they have tried to follow the guidelines to the letter.
This is due to the gap between the assume conditions and the reality. These gaps may have happen during the years, due to changes inside and/or outside the company. Failing to recognize these gaps can be the cause for failures in the synchronization that lead to deterioration in the performance.
We will discuss what is needed to be done in order to ensure that all the conditions for the synchronization are in place and what to do when the reality differs from what is assumed in the standard solution (as captured in the S&T tree).
The presentation includes:
· Identifying lack of fit to the standard S&T
· Aligning expectations
· Modifications and add-ons to accommodate for special circumstances
The presentation provides the conceptual approach to manage the interdependency between sales and capacity in specific circumstances. It is based on several MTO companies. The lessons learned can help TOC practitioners to identify such situations and to handle the implementation accordingly.
Case one: Long standing TOC implementation. The successful “build” did not establish directly a competitive edge to “capitalize” on but enabled the company to increase their own designs and hence to grow sales. However the additional capacity needed for the high season was provided by subcontractors. This growth threw the company into instability causing deterioration in performance – both logistically and financially.
Case two: A company that is new to TOC. Most products are produced to blueprint or designed to order. Both pre-production and production processes are long and labor intensive. The company constraint is in the market. At the same time there is not enough money to invest in more capacity and not all the orders generate enough Throughput to support the financial performance of the company.
· Identifying lack of fit to the standard S&T
The standard TOC solutions as captured by the S&T prescribe a well-defined sequence: Build, Capitalize and Sustain. The expected results depend on the conditions prescribed in tree (as captured in the necessary or parallel assumptions) are relevant. But, what to do when not all of them exist?
The above sequence assumes that during the build phase the focus is internal and there is no need to involve the sales function. At the same time it assumes that in the capitalize phase there is no need to involve production or production planning – except for the monitoring of the available capacity. This is not always the case.
· Aligning expectations
When the TOC practitioner recognizes that some of the conditions of the S&T tree do not exist in the environment understudy, they must notify the company and should align them to more realistic results.
· Modifications and add-ons to accommodate for special circumstances
The suggested modification is should provide the technical and the managerial procedures for establishing the synchronizations between sales and capacity. Examples will be illustrated. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1819 |
Conference Proceedings |
|
Synchronizing sales and capacity |
2017 |
Berlin, Germany |
Generally, the sales function determines what production should produce, while the production function dictates what can be produced (and in many cases quantities and timing). When these points of view do not coincide, TOC interferes and suggests sorting out the differences by synchronizing sales and capacity. The synchronization has been embodied in the implementations of the TOC solutions for production. Its formalization was captured in the standard S&T tree. Yet, a great deal of knowledge based on experiences has been developed by the TOC practitioners and very little has been published. The synchronization is an ongoing process that demands both systems and managerial involvement of the relevant functions and especially sales and production planning as well as tight watch of higher management. Recently, we have witnessed cases in which companies that have had outstanding logistical performance in make-to-order (MTO) environments have started to suffer deterioration. Additionally, companies that have been new to TOC solution have not managed to achieve the expected improvement in their financial performance even though they have tried to follow the guidelines to the letter. This is due to the gap between the assumed conditions and the reality. These gaps may have happen during the years, due to changes inside and/or outside the company. Failing to recognize these gaps can be the cause for failures in the synchronization that lead to deterioration in the performance. We will discuss what must be done in order to ensure that all the conditions for the synchronization are in place and what to do when the reality differs from what is assumed in the standard solution (as captured in the S&T tree). The presentation includes: Identifying lack of fit to the standard S&T; Aligning expectations; and Modifications and add-ons to accommodate for special circumstances. |
Cohen, Oded
Synchronizing sales and capacity
Generally, the sales function determines what production should produce, while the production function dictates what can be produced (and in many cases quantities and timing). When these points of view do not coincide, TOC interferes and suggests sorting out the differences by synchronizing sales and capacity.
The synchronization has been embodied in the implementations of the TOC solutions for production. Its formalization was captured in the standard S&T Tree. Yet, a great deal of experiences has been developed by the TOC practitioners and very little has been published.
The synchronization is an ongoing process that demands both systems and managerial involvement of the relevant functions – especially sales and production planning as well as tight watch of higher management.
Recently, we have witnessed cases in which companies that have had outstanding logistical performance in MTO environment have started to suffer deterioration. Additionally, companies that have been new to TOC have not managed to achieve the expected improvement even though they have tried to follow the guidelines to the letter.
This is due to the gap between the assume conditions and the reality. These gaps may have happen during the years, due to changes inside and/or outside the company. Failing to recognize these gaps can be the cause for failures in the synchronization that lead to deterioration in the performance.
We will discuss what is needed to be done in order to ensure that all the conditions for the synchronization are in place and what to do when the reality differs from what is assumed in the standard solution (as captured in the S&T tree).
The presentation includes:
· Identifying lack of fit to the standard S&T
· Aligning expectations
· Modifications and add-ons to accommodate for special circumstances
The presentation provides the conceptual approach to manage the interdependency between sales and capacity in specific circumstances. It is based on several MTO companies. The lessons learned can help TOC practitioners to identify such situations and to handle the implementation accordingly.
Case one: Long standing TOC implementation. The successful “build” did not establish directly a competitive edge to “capitalize” on but enabled the company to increase their own designs and hence to grow sales. However the additional capacity needed for the high season was provided by subcontractors. This growth threw the company into instability causing deterioration in performance – both logistically and financially.
Case two: A company that is new to TOC. Most products are produced to blueprint or designed to order. Both pre-production and production processes are long and labor intensive. The company constraint is in the market. At the same time there is not enough money to invest in more capacity and not all the orders generate enough Throughput to support the financial performance of the company.
· Identifying lack of fit to the standard S&T
The standard TOC solutions as captured by the S&T prescribe a well-defined sequence: Build, Capitalize and Sustain. The expected results depend on the conditions prescribed in tree (as captured in the necessary or parallel assumptions) are relevant. But, what to do when not all of them exist?
The above sequence assumes that during the build phase the focus is internal and there is no need to involve the sales function. At the same time it assumes that in the capitalize phase there is no need to involve production or production planning – except for the monitoring of the available capacity. This is not always the case.
· Aligning expectations
When the TOC practitioner recognizes that some of the conditions of the S&T tree do not exist in the environment understudy, they must notify the company and should align them to more realistic results.
· Modifications and add-ons to accommodate for special circumstances
The suggested modification is should provide the technical and the managerial procedures for establishing the synchronizations between sales and capacity. Examples will be illustrated. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1820 |
Conference Proceedings |
Cooper, Joe |
Unifying organizations through harmony on projects: A critical chain (CCPM) basics workshop |
2017 |
Berlin, Germany |
In September 2016, in Washington, D.C., USA, at the 14th annual TOCICO International Conference, Mazda Board Chairman, Mr. Seita Kanai, shared a recent company breakthrough created through the adoption of CCPM. With four straight years of negative profits, and plummeting share price, Mazda needed to come up with a way to deliver car innovations without increasing costs and without decreasing employment. Using CCPM, Mazda cut its car development time in half, improved employee engagement and motivation, and significantly increased profits. In April 2016, technology research firm, Gartner, published the following statements about CCPM: “Like many concepts, CCPM was ahead of its time. However, with the proliferation of digitization and the shortage of technical resources, the world may very well be ready for CCPM (Gartner). Anyone who is working on projects and is concerned about on-time delivery should care about CCPM. Therefore, those who should care include CIOs, PMO leaders, portfolio managers, program managers, and project managers. Many other global organizations have begun to utilize this breakthrough project management approach to accelerate the speed of projects, uncover hidden capacity to increase the number of completed projects, significantly improve the on-time completion of projects, and to improve team member motivation, engagement, and harmony. This engaging presentation will introduce the breakthrough project management approach, critical chain project management (CCPM). Topics covered include, ""focus versus multitasking"", 50/50 estimating, student syndrome, Parkinson's law, and project/portfolio buffers. |
This Critical Chain Project Management basics workshop is intended to provide a practical, easy to understand, and actionable introduction to the foundational concepts and principles of Critical Chain. The format is engaging for audiences as I frequently look for their inputs into their everyday experiences on projects as well as the concepts being discussed. In addition to the key concepts of Critical Chain, I also emphasize the importance of fostering a high-trust workplace which accelerates and maximizes the expected results. Three key areas covered: Focus, 50/50 estimates, and buffers.
Focus Versus Multitasking on Projects
How much more successful could projects be if nonproductive multitasking could be minimized? A McKinsey Quarterly article indicates that multitasking damages productivity, slows people down, hampers creativity, makes employees anxious, and is addictive. Supporting these findings, a recent multitasking study states, “multitasking makes people less productive, less creative, and more likely to get thrown off by distractions”. Multitasking can also be a significant cause of extended project durations as illustrated in Exhibit 1. If a project team member has three project tasks to complete, A, B, and C, each task takes much longer to complete when multitasking. Context switching between tasks increases the completion times even further and causes the project team members to have to stop frequently to remember where they were each time they switch to a different task.
Multitasking also causes additional stress on team members as they try to keep all the plates spinning simultaneously. The prolonged task durations diminish the sense of accomplishment team members feel when they drive a task to completion. Once the tasks are eventually completed, any sense of accomplishment is replaced by feelings of relief that the stressful multitasking of activities is finally over. The result is decreased morale and a team member who feels more exhausted than excited to have completed their tasks. Additionally, if a problem arises on one of the juggled tasks, delays can propagate among all of the tasks which can impact the on-time performance of multiple projects. Therefore, all three project problems – low team morale, missed due dates, and excessive project durations – can be caused by multitasking.
During the discussion of focus, I also get the audience engaged in a “multitasking game” illustrated above. I solicit a volunteer to come to the front of the room and play the game. I ask them first to recreate the table of information by row as I keep track of the elapsed time. I emphasize the importance of speed and quality. Then, I ask them to recreate the same table of information, but this time, by column. The results are illustrated in this abstract. After the volunteer completes the game in front of the room, I ask the audience to pair up and complete on their own to reinforce the game elements so they can utilize this great learning tool at their organizations. I then discuss a visual summary (left) of how this example can be analogous to project work.
Which task estimate would you give? One with 50% or 95% probability?
How much shorter could project schedules be if team members were not fearful of using most likely estimates? If team members are asked to provide a task estimate, are they inclined to provide one that is 50% likely or one that is 95% likely? Most project team members would provide the 95% likely estimate. Exhibit 2 illustrates two probability curves. The bell- shaped curve with a long tail represents the probability density of task duration. The “s” shaped curve is the cumulative probability. A project task that is 95% likely is typically two or more times the duration estimate of the 50% likely estimate.
In the discussion of 50/50 task estimates, I cover the behaviors associated with “student syndrome” (left) and “parkinson's law”.
Protecting the Project Commitment With Buffers
With the project planned using 50/50 task estimates, a decrease of approximately 50% of the overall project duration is expected. This padding was removed from the individual tasks in order to prevent it from being wasted by behaviors associated with student syndrome and Parkinson's Law. However, there is still a need to have some amount of contingency to protect the project delivery from uncertainty. A portion of the contingency removed from critical chain tasks, approximately 50%, is added back to the project schedule as a pooled contingency, which acts like a shock absorber to protect the project delivery commitment. Projects are typically planned to complete 25% faster while protected by a buffer that absorbs project task variations.
A buffer consumption chart (left) is an objective, leading indicator of project health and is kept visible for all to see. The number of days of work left on the project compared with the number of days of buffer remaining provides an indication of how likely a team is to complete their project on time. If the buffer is in the green territory, a team will continue as planned and managers are not required to interrupt team members to search for issues. If the project buffer reaches yellow, buffer recovery plans are made just in case it becomes necessary. If the buffer penetrates the red area, buffer recovery plans are executed. Recovery can include any techniques associated with crashing a project network.
With a buffer consumption chart, all team members, sponsors, and other stakeholders are informed of the health of the project at all times. Additionally, reasons for buffer consumption are documented so that continuous improvements can be made to the project execution and delivery system.
Learning Objectives:
Through practical examples, understand the significant benefits of focus over multitasking on projects.
Improve morale and harmony on project teams by using more effective 50/50 estimating techniques.
Improve the reliability of our delivery commitments through effective use of project buffers.
3. Follow-up Questions:
Is 100% focus always necessary, even with tasks that require task owners to take a break in order to avoid burning out?
What are practical ways I can help my teams to discontinue the practice of heavily padding their task estimates?
How can I help my project sponsor, or senior executive, understand that a project buffer is healthy and not something to be eliminated or reduced? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1821 |
Conference Proceedings |
|
Unifying organizations through harmony on projects: A critical chain (CCPM) basics workshop |
2017 |
Berlin, Germany |
In September 2016, in Washington, D.C., USA, at the 14th annual TOCICO International Conference, Mazda Board Chairman, Mr. Seita Kanai, shared a recent company breakthrough created through the adoption of CCPM. With four straight years of negative profits, and plummeting share price, Mazda needed to come up with a way to deliver car innovations without increasing costs and without decreasing employment. Using CCPM, Mazda cut its car development time in half, improved employee engagement and motivation, and significantly increased profits. In April 2016, technology research firm, Gartner, published the following statements about CCPM: “Like many concepts, CCPM was ahead of its time. However, with the proliferation of digitization and the shortage of technical resources, the world may very well be ready for CCPM (Gartner). Anyone who is working on projects and is concerned about on-time delivery should care about CCPM. Therefore, those who should care include CIOs, PMO leaders, portfolio managers, program managers, and project managers. Many other global organizations have begun to utilize this breakthrough project management approach to accelerate the speed of projects, uncover hidden capacity to increase the number of completed projects, significantly improve the on-time completion of projects, and to improve team member motivation, engagement, and harmony. This engaging presentation will introduce the breakthrough project management approach, critical chain project management (CCPM). Topics covered include, ""focus versus multitasking"", 50/50 estimating, student syndrome, Parkinson's law, and project/portfolio buffers. |
This Critical Chain Project Management basics workshop is intended to provide a practical, easy to understand, and actionable introduction to the foundational concepts and principles of Critical Chain. The format is engaging for audiences as I frequently look for their inputs into their everyday experiences on projects as well as the concepts being discussed. In addition to the key concepts of Critical Chain, I also emphasize the importance of fostering a high-trust workplace which accelerates and maximizes the expected results. Three key areas covered: Focus, 50/50 estimates, and buffers.
Focus Versus Multitasking on Projects
How much more successful could projects be if nonproductive multitasking could be minimized? A McKinsey Quarterly article indicates that multitasking damages productivity, slows people down, hampers creativity, makes employees anxious, and is addictive. Supporting these findings, a recent multitasking study states, “multitasking makes people less productive, less creative, and more likely to get thrown off by distractions”. Multitasking can also be a significant cause of extended project durations as illustrated in Exhibit 1. If a project team member has three project tasks to complete, A, B, and C, each task takes much longer to complete when multitasking. Context switching between tasks increases the completion times even further and causes the project team members to have to stop frequently to remember where they were each time they switch to a different task.
Multitasking also causes additional stress on team members as they try to keep all the plates spinning simultaneously. The prolonged task durations diminish the sense of accomplishment team members feel when they drive a task to completion. Once the tasks are eventually completed, any sense of accomplishment is replaced by feelings of relief that the stressful multitasking of activities is finally over. The result is decreased morale and a team member who feels more exhausted than excited to have completed their tasks. Additionally, if a problem arises on one of the juggled tasks, delays can propagate among all of the tasks which can impact the on-time performance of multiple projects. Therefore, all three project problems – low team morale, missed due dates, and excessive project durations – can be caused by multitasking.
During the discussion of focus, I also get the audience engaged in a “multitasking game” illustrated above. I solicit a volunteer to come to the front of the room and play the game. I ask them first to recreate the table of information by row as I keep track of the elapsed time. I emphasize the importance of speed and quality. Then, I ask them to recreate the same table of information, but this time, by column. The results are illustrated in this abstract. After the volunteer completes the game in front of the room, I ask the audience to pair up and complete on their own to reinforce the game elements so they can utilize this great learning tool at their organizations. I then discuss a visual summary (left) of how this example can be analogous to project work.
Which task estimate would you give? One with 50% or 95% probability?
How much shorter could project schedules be if team members were not fearful of using most likely estimates? If team members are asked to provide a task estimate, are they inclined to provide one that is 50% likely or one that is 95% likely? Most project team members would provide the 95% likely estimate. Exhibit 2 illustrates two probability curves. The bell- shaped curve with a long tail represents the probability density of task duration. The “s” shaped curve is the cumulative probability. A project task that is 95% likely is typically two or more times the duration estimate of the 50% likely estimate.
In the discussion of 50/50 task estimates, I cover the behaviors associated with “student syndrome” (left) and “parkinson's law”.
Protecting the Project Commitment With Buffers
With the project planned using 50/50 task estimates, a decrease of approximately 50% of the overall project duration is expected. This padding was removed from the individual tasks in order to prevent it from being wasted by behaviors associated with student syndrome and Parkinson's Law. However, there is still a need to have some amount of contingency to protect the project delivery from uncertainty. A portion of the contingency removed from critical chain tasks, approximately 50%, is added back to the project schedule as a pooled contingency, which acts like a shock absorber to protect the project delivery commitment. Projects are typically planned to complete 25% faster while protected by a buffer that absorbs project task variations.
A buffer consumption chart (left) is an objective, leading indicator of project health and is kept visible for all to see. The number of days of work left on the project compared with the number of days of buffer remaining provides an indication of how likely a team is to complete their project on time. If the buffer is in the green territory, a team will continue as planned and managers are not required to interrupt team members to search for issues. If the project buffer reaches yellow, buffer recovery plans are made just in case it becomes necessary. If the buffer penetrates the red area, buffer recovery plans are executed. Recovery can include any techniques associated with crashing a project network.
With a buffer consumption chart, all team members, sponsors, and other stakeholders are informed of the health of the project at all times. Additionally, reasons for buffer consumption are documented so that continuous improvements can be made to the project execution and delivery system.
Learning Objectives:
Through practical examples, understand the significant benefits of focus over multitasking on projects.
Improve morale and harmony on project teams by using more effective 50/50 estimating techniques.
Improve the reliability of our delivery commitments through effective use of project buffers.
3. Follow-up Questions:
Is 100% focus always necessary, even with tasks that require task owners to take a break in order to avoid burning out?
What are practical ways I can help my teams to discontinue the practice of heavily padding their task estimates?
How can I help my project sponsor, or senior executive, understand that a project buffer is healthy and not something to be eliminated or reduced? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1822 |
Conference Proceedings |
Dio, Hirofumi |
Improve Japanese shipbuilding industry by industry-university cooperation |
2017 |
Berlin, Germany |
As we know, Japanese industry suffered fatal damage in World War II which terminated in 1945. But Japanese shipbuilding rebuilt itself as recognized by taking 1st place in the world in 1957. This achievement in only 12 years growth from nothing to world's best must be miracle story. But the Japanese shipbuilding industry lost the world's 1st place in 1999, and now the recognition is given to other countries. This history shows that the Japanese shipbuilding industry could achieve the decisive competitive edge very fast and lost this competitive edge as fast as a result of not creating a new decisive competitive edge based on the first one. After publishing ""The Goal"" in Japanese (Goldratt banned the book from being translated into Japanese until 2001) there were some sporadic trials in Japan to implement TOC. For instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) presented their TOC journey. Even with that, TOC hasn't become the main way of managing a Japanese company. To realize ever-flourishing in the Japanese shipbuilding industry, the industry should challenge the assumption of success and understand ""Inherently simplicity"" as described by TOCs 4 pillars. Yes, it's time to make a paradigm shift. This is quite a big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy and industry, to create fast result. |
As we know, Japanese industry had got fatal damage due to the world war ?, terminated in 1945. But Japanese shipbuilding got experience of taking 1st place in the world at 1957 with some victory logic. This only 12 years growth from nothing must be miracle story. But now shipbuilding industry has lost world 1st place in 1999, and now the place is competed by subsequent countries. This history shows Japanese shipbuilding industry could get the decisive competitive edge very fast and lost this competitive before creating new decisive competitive edge based on the first one.
After publishing “The Goal”, which book was banned to translate in Japanese version by Dr. Eli Goldratt until 2001, there were some sporadic trial to implement TOC, for instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) in Japanese Shipbuilding industry. However until now on, it does not become the main way of managing company. To realize Ever-flourishing Japanese shipbuilding industry, the industry should think the assumption of success as said “Inherently simplicity” by TOC's 4 pillars. Yes, it's time to make paradigm shift. This is quite big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy & industry, to create fast result.
What to change
The management assumption of company failed in de-profitable as economy trend in/to worse.
Find quite core thinking way, not method.
What to change to
The management assumption of company succeeded in profitable as any economy trend.
Find quite core thinking way, not method.
How to cause the change
Quite simple CRT (Current Reality Tree) shall be discussed with advanced knowledge resource (Academy region) on success and failed company under worse economy condition.
Then academy shall find the paradigm to be changed. Then academy shall be recognized what is issue to solve so as to realize new paradigm. The proposal by academy shall make influence to industry. This movement shall involve whole industry, that means shipbuilding cluster.
Expected good effect
TP (Thinking process) shall make key person in shipbuilding industry including academy speed, quite much more than before. The influence of academy shall govern the large area of industry, which enable to make much higher speed development than done by one company operation. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1823 |
Conference Proceedings |
Kudo, Takashi |
Improve Japanese shipbuilding industry by industry-university cooperation |
2017 |
Berlin, Germany |
As we know, Japanese industry suffered fatal damage in World War II which terminated in 1945. But Japanese shipbuilding rebuilt itself as recognized by taking 1st place in the world in 1957. This achievement in only 12 years growth from nothing to world's best must be miracle story. But the Japanese shipbuilding industry lost the world's 1st place in 1999, and now the recognition is given to other countries. This history shows that the Japanese shipbuilding industry could achieve the decisive competitive edge very fast and lost this competitive edge as fast as a result of not creating a new decisive competitive edge based on the first one. After publishing ""The Goal"" in Japanese (Goldratt banned the book from being translated into Japanese until 2001) there were some sporadic trials in Japan to implement TOC. For instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) presented their TOC journey. Even with that, TOC hasn't become the main way of managing a Japanese company. To realize ever-flourishing in the Japanese shipbuilding industry, the industry should challenge the assumption of success and understand ""Inherently simplicity"" as described by TOCs 4 pillars. Yes, it's time to make a paradigm shift. This is quite a big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy and industry, to create fast result. |
As we know, Japanese industry had got fatal damage due to the world war ?, terminated in 1945. But Japanese shipbuilding got experience of taking 1st place in the world at 1957 with some victory logic. This only 12 years growth from nothing must be miracle story. But now shipbuilding industry has lost world 1st place in 1999, and now the place is competed by subsequent countries. This history shows Japanese shipbuilding industry could get the decisive competitive edge very fast and lost this competitive before creating new decisive competitive edge based on the first one.
After publishing “The Goal”, which book was banned to translate in Japanese version by Dr. Eli Goldratt until 2001, there were some sporadic trial to implement TOC, for instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) in Japanese Shipbuilding industry. However until now on, it does not become the main way of managing company. To realize Ever-flourishing Japanese shipbuilding industry, the industry should think the assumption of success as said “Inherently simplicity” by TOC's 4 pillars. Yes, it's time to make paradigm shift. This is quite big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy & industry, to create fast result.
What to change
The management assumption of company failed in de-profitable as economy trend in/to worse.
Find quite core thinking way, not method.
What to change to
The management assumption of company succeeded in profitable as any economy trend.
Find quite core thinking way, not method.
How to cause the change
Quite simple CRT (Current Reality Tree) shall be discussed with advanced knowledge resource (Academy region) on success and failed company under worse economy condition.
Then academy shall find the paradigm to be changed. Then academy shall be recognized what is issue to solve so as to realize new paradigm. The proposal by academy shall make influence to industry. This movement shall involve whole industry, that means shipbuilding cluster.
Expected good effect
TP (Thinking process) shall make key person in shipbuilding industry including academy speed, quite much more than before. The influence of academy shall govern the large area of industry, which enable to make much higher speed development than done by one company operation. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1824 |
Conference Proceedings |
|
Improve Japanese shipbuilding industry by industry-university cooperation |
2017 |
Berlin, Germany |
As we know, Japanese industry suffered fatal damage in World War II which terminated in 1945. But Japanese shipbuilding rebuilt itself as recognized by taking 1st place in the world in 1957. This achievement in only 12 years growth from nothing to world's best must be miracle story. But the Japanese shipbuilding industry lost the world's 1st place in 1999, and now the recognition is given to other countries. This history shows that the Japanese shipbuilding industry could achieve the decisive competitive edge very fast and lost this competitive edge as fast as a result of not creating a new decisive competitive edge based on the first one. After publishing ""The Goal"" in Japanese (Goldratt banned the book from being translated into Japanese until 2001) there were some sporadic trials in Japan to implement TOC. For instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) presented their TOC journey. Even with that, TOC hasn't become the main way of managing a Japanese company. To realize ever-flourishing in the Japanese shipbuilding industry, the industry should challenge the assumption of success and understand ""Inherently simplicity"" as described by TOCs 4 pillars. Yes, it's time to make a paradigm shift. This is quite a big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy and industry, to create fast result. |
As we know, Japanese industry had got fatal damage due to the world war ?, terminated in 1945. But Japanese shipbuilding got experience of taking 1st place in the world at 1957 with some victory logic. This only 12 years growth from nothing must be miracle story. But now shipbuilding industry has lost world 1st place in 1999, and now the place is competed by subsequent countries. This history shows Japanese shipbuilding industry could get the decisive competitive edge very fast and lost this competitive before creating new decisive competitive edge based on the first one.
After publishing “The Goal”, which book was banned to translate in Japanese version by Dr. Eli Goldratt until 2001, there were some sporadic trial to implement TOC, for instance, Mitsui Shipbuilding company (presented in 2014 TOCICO conference by Mr. Doi) in Japanese Shipbuilding industry. However until now on, it does not become the main way of managing company. To realize Ever-flourishing Japanese shipbuilding industry, the industry should think the assumption of success as said “Inherently simplicity” by TOC's 4 pillars. Yes, it's time to make paradigm shift. This is quite big challenge. The big challenge shall not be realized by a few people or few companies. So the authors think it is important to collaborate with academy & industry, to create fast result.
What to change
The management assumption of company failed in de-profitable as economy trend in/to worse.
Find quite core thinking way, not method.
What to change to
The management assumption of company succeeded in profitable as any economy trend.
Find quite core thinking way, not method.
How to cause the change
Quite simple CRT (Current Reality Tree) shall be discussed with advanced knowledge resource (Academy region) on success and failed company under worse economy condition.
Then academy shall find the paradigm to be changed. Then academy shall be recognized what is issue to solve so as to realize new paradigm. The proposal by academy shall make influence to industry. This movement shall involve whole industry, that means shipbuilding cluster.
Expected good effect
TP (Thinking process) shall make key person in shipbuilding industry including academy speed, quite much more than before. The influence of academy shall govern the large area of industry, which enable to make much higher speed development than done by one company operation. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1825 |
Conference Proceedings |
Fedurko-Cohen, Jelena |
How to work effectively with layers of resistance |
2017 |
Berlin, Germany |
The biggest challenge in implementing change is making it happen. Without the collaboration of people whose lives are going to be affected by the change, it is hardly possible. The ability to recognize what change means for people, and their reaction towards the proposed initiative, is crucial for leaders. They must understand how to influence the attitude of their people, and how to build agreement and enthusiasm towards achieving the required improvements. In this presentation I will discuss the following aspects relevant to working with layers of resistance: The difference between the desired change and one imposed from the outside, and how each type manifests itself in people's behaviors (The presentation will be focused on working with the resistance to change that has been imposed on a person from the outside.); The difference between the resistance to a suggested change at the stage of offering an idea, and the resistance to change at the stage of implementation - after the change has been decided upon; How to recognize from the response of the communication counter partner which layer of resistance the person is speaking from; The common confusion between layer 4 (perceived potential outcomes) and layer 5 (obstacles). Is it possible to recognize whether the person is speaking from layer 4 or 5 or is the reservation that sounds as layer 4 or 5 just a disguise for layer 2 (direction of the solution)? How to quickly reconstruct the reservation from layer 1 (disagreement on the problem) into a cloud. How to quickly unfold level 4 reservation into an NBR without a risk of ‘losing' the communication counter partner. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1826 |
Conference Proceedings |
|
How to work effectively with layers of resistance |
2017 |
Berlin, Germany |
The biggest challenge in implementing change is making it happen. Without the collaboration of people whose lives are going to be affected by the change, it is hardly possible. The ability to recognize what change means for people, and their reaction towards the proposed initiative, is crucial for leaders. They must understand how to influence the attitude of their people, and how to build agreement and enthusiasm towards achieving the required improvements. In this presentation I will discuss the following aspects relevant to working with layers of resistance: The difference between the desired change and one imposed from the outside, and how each type manifests itself in people's behaviors (The presentation will be focused on working with the resistance to change that has been imposed on a person from the outside.); The difference between the resistance to a suggested change at the stage of offering an idea, and the resistance to change at the stage of implementation - after the change has been decided upon; How to recognize from the response of the communication counter partner which layer of resistance the person is speaking from; The common confusion between layer 4 (perceived potential outcomes) and layer 5 (obstacles). Is it possible to recognize whether the person is speaking from layer 4 or 5 or is the reservation that sounds as layer 4 or 5 just a disguise for layer 2 (direction of the solution)? How to quickly reconstruct the reservation from layer 1 (disagreement on the problem) into a cloud. How to quickly unfold level 4 reservation into an NBR without a risk of ‘losing' the communication counter partner. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1827 |
Conference Proceedings |
Fedurko-Cohen, Jelena |
Insights into building a good strategy & tactic tree workshop |
2017 |
Berlin, Germany |
In this workshop I present an outcome of six years of development work with my helping companies understand the inherent logic of the strategy and tactics (S&T) trees and techniques of constructing it. I present rules, examples, and exercises that I have developed in the four areas of constructing an S&T tree: The content of the entities in the S&T boxes; The relationship between the entities within the same box; The vertical relationship between the S&T boxes; and the S&T structure. The S&T tree is the most comprehensive tool in the portfolio of TOC logical tools. The standard S&T trees were developed by Dr. Eli Goldratt and cover major TOC logistical applications. They are available through various reliable TOC resources. Standard S&T trees provide managers with a good foundation and starting point to learn the essence and structure of standard TOC logistical solutions, and how these solutions are reflected in relevant S&T trees. However, we often see that when there is a need to adapt an existing S&T tree to a specific company, or to build a fully customized S&T tree from scratch, this represents a major challenge for many companies, managers, and TOC practitioners. The frequent questions are: How do I know what exactly I should write in each entity type?; How can I be sure that what I wrote is actually this type of entity?; How do strategies and tactics in boxes on different levels relate between themselves?; and Those who attempt building their own S&T tree often find it very frustrating. The final outcome is quite often not up to the high expectations the management team had when starting the construction of their S&T. This workshop is aimed at closing this gap. |
In the workshop I present an outcome of six years of development work with companies helping them understand the inherent logic of the S&T Trees and techniques of constructing it. I present rules, examples, and exercises that I have developed in the four areas of constructing an S&T Tree:
the content of the entities in the S&T boxes;
the relationship between the entities within the same box;
the vertical relationship between the S&T boxes;
the S&T structure.
The Strategy and Tactic (S&T) Tree is the most comprehensive tool in the portfolio of TOC logical tools. The standard S&T Trees were developed by Dr. Eli Goldratt and cover major TOC logistical applications. They are available through various TOC resources like TOCICO, Goldratt Consulting, or Goldratt Research Labs. Standard S&T Trees provide managers with a good foundation and starting point to learn the essence and structure of standard TOC logistical solutions, and how these solutions are reflected in relevant S&T Trees.
However, we often see that when there is a need to adapt an existing S&T Tree to a specific company, or to build a fully customized S&T Tree from scratch, this represents a major challenge for many companies, managers, and TOC practitioners.
The frequent questions are:
How do I know what exactly I should write in each entity type?
How can I be sure that what I wrote is actually this type of entity?
How do Strategies and Tactics in boxes on different levels relate between themselves?
Those who attempt building their own S&T Tree often find it very frustrating. The final outcome is quite often not up to the high expectations the management team had when starting the construction of their S&T. One of the reasons why constructing an S&T Tree is so challenging is that this tool has the fewest recorded guidelines and instructions on how to construct it. In 2016, I wrote a book A Good Strategy & Tactic Tree that is aimed at closing this gap. I addressed the issue of common difficulties and confusion working with S&T in 2011 in the my article “Some Thoughts about Populating and Communicating an S&T Tree,” in the Goldratt Schools book Leading People Through Change.
Before the S&T Tree was formalized in the format well known to everyone professionally involved with TOC, the TOC body of knowledge already had a set of well-developed Thinking Process trees that record:
the analysis of the present state – the Current Reality Tree (CRT)
the logical check of the validity of the developed solution to cause the future state – the Future Reality Tree (FRT)
the roadmap to remove the identified obstacles to implement the solution – the Prerequisite Tree (PrT)
the transfer of the knowledge and logic for the new set of instructions to implement the solution – the Transition Tree (TrT)
While the trees for recording the current state (CRT) and the future state (FRT) are comprehensive and describe all aspects of the analyzed part of the system – as is and as it will be, the PrT and TrT each cover only a specific facet related to moving from the current state to a future state. The PrT deals specifically with obstacles, but does not speak about the actions that do not result from dealing with obstacles; the TrT only transfers instructions for achieving individual intermediate objectives (IOs) on the PrT.
A comprehensive tool was needed to cover the whole system in the process of transition from the current reality to the future reality – a tool that would provide a framework for the structured recording of the steps needed to be taken in transition and would give their logical justification. This brought about the development of the Strategy & Tactics Tree.
The biggest difference between the S&T Tree and other trees, however, is in the structural content of boxes.
While each box on CRT, FRT, PrT, TrT contains only ONE entity – a short sentence that must NOT include any cause-effect relationship inside it,
In the S&T each box:
contains FIVE different types of entities;
these different entities are recorded in five rows, one below another within the box;
the entities inside an S&T box do not have any arrows linking them in any way;
an entity may include several sentences;
an entity may include a cause and effect relationship.
The difference between the content of the boxes in S&T and compared to CRT/FRT/PrT/TrT is dictated by the purpose of the boxes.
The purpose of a box in a CRT, FRT, PrT and TrT is to establish a cause-effect relationship between examined entities and to indicate sufficiency within a cluster of entities.
The purpose of each box on the S&T Tree is dictated by the fact that every box is a step on the way the system takes to achieve the ultimate goal – the box at the very top. The scale of the activities that every step lists explicitly or implies goes from very global and generic on higher levels, to gradually narrower and more detailed with each lower level. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1828 |
Conference Proceedings |
|
Insights into building a good strategy & tactic tree workshop |
2017 |
Berlin, Germany |
In this workshop I present an outcome of six years of development work with my helping companies understand the inherent logic of the strategy and tactics (S&T) trees and techniques of constructing it. I present rules, examples, and exercises that I have developed in the four areas of constructing an S&T tree: The content of the entities in the S&T boxes; The relationship between the entities within the same box; The vertical relationship between the S&T boxes; and the S&T structure. The S&T tree is the most comprehensive tool in the portfolio of TOC logical tools. The standard S&T trees were developed by Dr. Eli Goldratt and cover major TOC logistical applications. They are available through various reliable TOC resources. Standard S&T trees provide managers with a good foundation and starting point to learn the essence and structure of standard TOC logistical solutions, and how these solutions are reflected in relevant S&T trees. However, we often see that when there is a need to adapt an existing S&T tree to a specific company, or to build a fully customized S&T tree from scratch, this represents a major challenge for many companies, managers, and TOC practitioners. The frequent questions are: How do I know what exactly I should write in each entity type?; How can I be sure that what I wrote is actually this type of entity?; How do strategies and tactics in boxes on different levels relate between themselves?; and Those who attempt building their own S&T tree often find it very frustrating. The final outcome is quite often not up to the high expectations the management team had when starting the construction of their S&T. This workshop is aimed at closing this gap. |
In the workshop I present an outcome of six years of development work with companies helping them understand the inherent logic of the S&T Trees and techniques of constructing it. I present rules, examples, and exercises that I have developed in the four areas of constructing an S&T Tree:
the content of the entities in the S&T boxes;
the relationship between the entities within the same box;
the vertical relationship between the S&T boxes;
the S&T structure.
The Strategy and Tactic (S&T) Tree is the most comprehensive tool in the portfolio of TOC logical tools. The standard S&T Trees were developed by Dr. Eli Goldratt and cover major TOC logistical applications. They are available through various TOC resources like TOCICO, Goldratt Consulting, or Goldratt Research Labs. Standard S&T Trees provide managers with a good foundation and starting point to learn the essence and structure of standard TOC logistical solutions, and how these solutions are reflected in relevant S&T Trees.
However, we often see that when there is a need to adapt an existing S&T Tree to a specific company, or to build a fully customized S&T Tree from scratch, this represents a major challenge for many companies, managers, and TOC practitioners.
The frequent questions are:
How do I know what exactly I should write in each entity type?
How can I be sure that what I wrote is actually this type of entity?
How do Strategies and Tactics in boxes on different levels relate between themselves?
Those who attempt building their own S&T Tree often find it very frustrating. The final outcome is quite often not up to the high expectations the management team had when starting the construction of their S&T. One of the reasons why constructing an S&T Tree is so challenging is that this tool has the fewest recorded guidelines and instructions on how to construct it. In 2016, I wrote a book A Good Strategy & Tactic Tree that is aimed at closing this gap. I addressed the issue of common difficulties and confusion working with S&T in 2011 in the my article “Some Thoughts about Populating and Communicating an S&T Tree,” in the Goldratt Schools book Leading People Through Change.
Before the S&T Tree was formalized in the format well known to everyone professionally involved with TOC, the TOC body of knowledge already had a set of well-developed Thinking Process trees that record:
the analysis of the present state – the Current Reality Tree (CRT)
the logical check of the validity of the developed solution to cause the future state – the Future Reality Tree (FRT)
the roadmap to remove the identified obstacles to implement the solution – the Prerequisite Tree (PrT)
the transfer of the knowledge and logic for the new set of instructions to implement the solution – the Transition Tree (TrT)
While the trees for recording the current state (CRT) and the future state (FRT) are comprehensive and describe all aspects of the analyzed part of the system – as is and as it will be, the PrT and TrT each cover only a specific facet related to moving from the current state to a future state. The PrT deals specifically with obstacles, but does not speak about the actions that do not result from dealing with obstacles; the TrT only transfers instructions for achieving individual intermediate objectives (IOs) on the PrT.
A comprehensive tool was needed to cover the whole system in the process of transition from the current reality to the future reality – a tool that would provide a framework for the structured recording of the steps needed to be taken in transition and would give their logical justification. This brought about the development of the Strategy & Tactics Tree.
The biggest difference between the S&T Tree and other trees, however, is in the structural content of boxes.
While each box on CRT, FRT, PrT, TrT contains only ONE entity – a short sentence that must NOT include any cause-effect relationship inside it,
In the S&T each box:
contains FIVE different types of entities;
these different entities are recorded in five rows, one below another within the box;
the entities inside an S&T box do not have any arrows linking them in any way;
an entity may include several sentences;
an entity may include a cause and effect relationship.
The difference between the content of the boxes in S&T and compared to CRT/FRT/PrT/TrT is dictated by the purpose of the boxes.
The purpose of a box in a CRT, FRT, PrT and TrT is to establish a cause-effect relationship between examined entities and to indicate sufficiency within a cluster of entities.
The purpose of each box on the S&T Tree is dictated by the fact that every box is a step on the way the system takes to achieve the ultimate goal – the box at the very top. The scale of the activities that every step lists explicitly or implies goes from very global and generic on higher levels, to gradually narrower and more detailed with each lower level. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1829 |
Conference Proceedings |
Fouque, Anthony |
DBR in machining of an ETO company |
2017 |
Berlin, Germany |
This presentation is based on a DBR implementation inside a factory. The aim of the project was to synchronize flow between suppliers and the machining area. During the current reality tree (CRT) analysis, we shared that the productivity syndrome of large batch sizes was the key UDE driven by the cost per unit thinking. We decided to apply the 5 focusing steps in order to improve the flow of parts to products. Very quickly, we increased the flow parts to delivered products helping the final assembly to increase the throughput of the system. We moved very quickly from 16M$ to 4M$. The main difficulty we faced during the implementation was the idle resources. One of the first actions we did was to give up all the previous key performance indicator (KPI) boards in order to focus the team on the global throughput (T) and not the local measures. Then we tried to transform this negative branch into an opportunity to increase our ROI. That's why, instead of outsourcing part numbers because of the cost per unit comparison, we decided to do massive insourcing in order to use the idle capacity we generated. Consequently the ROI almost tripled in few months because of the increase of the T, reduction of operating expenses, and the reduction of Inventory. However, the overcapacity was so high that we had to decide to explore other opportunities to increase the ROI. In order to do that, we decided to explore new supply chain solutions which were more related to project management implementation. |
The company is working on the equipment of Oil & GAS market. It means that we are proposing dedicated equipment to support the building of different kind of refineries. The environment is typically an Engineering to Order activity where 90% of the Bill of Materials has to be drawn and will be never used anymore. Usually BOM and Routine are designed, then Purchasing department is placing Supply orders which are machined or go directly to the assembly shop. Then the assembly shop is building the final product that customers come to inspect before shipment.
The current issues of the company are the following one: Late deliveries to customers, difficulties to synchronize Supplier's flow and very high inventory despite everybody is running to get things done. Basic facts are about 20% On Time Delivery, 6 months inventory, and high emergency expenses (overtime, express shipment, etc.). Moreover, the assembly shopfloor is full of shortages and production stop due to them. At the beginning, we only had 2 final products ready to be assemble compared to a customer demand around 10 per day ! So we started to build the current reality tree about this system. We discover many policies, measurement, behaviors and conflicts which were increasing this phenomena. For example, everybody has to be busy. So the production manager is chasing idle operators while the operators are pushing to get incomplete kits to show they are working. Doing the CRT, we discovered that these kind of examples connected to our main conflict which was to manage or not the uncertainty of the system, was pushing us against the flow.
Consequently we identified our constraint and decided to protect it with a specific buffer. Additionally to that, in the machining shopfloor, we also add a bottleneck and non-bottleneck, we decided to protect while pulling flow using DBR approach and methodologies. Actually, this second part was more related to the potential we had once we solve the current real issue. 3 weeks later having implemented this buffer to synchronize the upstream flow, the assembly shopfloor did not have any stop blocking them to release around 10 final product per day. It is still the case 5 years later ! Due to the fact, that parts are more synchronized, the flow increased a lot and was more smoothly. Consequently Raw Materials Inventory almost divided by 3 in 12 months and the site is still the best in terms of inventory turn. The second on the ranking is closed to this site because we duplicated our approach with them. To duplicate our solution, we build with them their CRT/FRT and let the team adapt their solutions by themselves which was much quicker from a change management point of view.
From the current site where we first applied this approach, the financial net profit doubled in 12 months moving from 10 to 22% ! for the second one, the profit went up from 15% to 34% in 18 months!
The major failure we had very quickly is that we neglected that our customers was not trusting us. Consequently we had a huge amount of final production waiting our customers to inspected. At this stage, we discovered that our customer took also their own protection against us! So due to the fact, that we were better in delivery, customers were not in the hurry to inspect their orders or when they were coming, they were looking for good/bad reasons to not validate the products (eg. We had a customer who did not give us the shipment agreement because the documentation was not in the good word police…). Internally, we had a big capacity whole to take control of that and add to make insourcing decision to use our capacity.
The other major obstacle was with our machining shop floor because we had very quickly extra capacity we did not know how to use. Despite the training, reading of CRT/FRT, etc., people were afraid of not having job anymore and did not understand why nobody was blaming them anymore about their idle time. We had to find other way to use our extra capacity. First of all, we insourced lots of parts we were buying to our suppliers. It helped a lot to increase profit but we still had lots of extra capacity. This is why, we needed to market a wider analysis and had to increase speed in development and technologies which is the second case study.
One of the negative branch we faced was the sustainability. The best way for us to do that was to train our team and be trained by TOC experts. Since 5 years, several managers had be trained on CCPM (Skip Reedy), DBR (C. Ptak) and Thinking Process (Bill Dettmer). We founded it was much better that way instead of only internal overlap between managers. Today results are still there and improving while 3 supply chain managers came into the position (not knowing each other), schedulers change as well as purchasing manager. The other reason why the sustainability is still there is also due to the fact that all the managers went promoted to different internal role like Europe Supply Chain, Site Director, Engineering Manager, etc. It helped to duplicate the thinking and keep the approach on good hands.
As said previously, at this stage, the main challenge was to know how to use our extra capacity in machining. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1830 |
Conference Proceedings |
|
DBR in machining of an ETO company |
2017 |
Berlin, Germany |
This presentation is based on a DBR implementation inside a factory. The aim of the project was to synchronize flow between suppliers and the machining area. During the current reality tree (CRT) analysis, we shared that the productivity syndrome of large batch sizes was the key UDE driven by the cost per unit thinking. We decided to apply the 5 focusing steps in order to improve the flow of parts to products. Very quickly, we increased the flow parts to delivered products helping the final assembly to increase the throughput of the system. We moved very quickly from 16M$ to 4M$. The main difficulty we faced during the implementation was the idle resources. One of the first actions we did was to give up all the previous key performance indicator (KPI) boards in order to focus the team on the global throughput (T) and not the local measures. Then we tried to transform this negative branch into an opportunity to increase our ROI. That's why, instead of outsourcing part numbers because of the cost per unit comparison, we decided to do massive insourcing in order to use the idle capacity we generated. Consequently the ROI almost tripled in few months because of the increase of the T, reduction of operating expenses, and the reduction of Inventory. However, the overcapacity was so high that we had to decide to explore other opportunities to increase the ROI. In order to do that, we decided to explore new supply chain solutions which were more related to project management implementation. |
The company is working on the equipment of Oil & GAS market. It means that we are proposing dedicated equipment to support the building of different kind of refineries. The environment is typically an Engineering to Order activity where 90% of the Bill of Materials has to be drawn and will be never used anymore. Usually BOM and Routine are designed, then Purchasing department is placing Supply orders which are machined or go directly to the assembly shop. Then the assembly shop is building the final product that customers come to inspect before shipment.
The current issues of the company are the following one: Late deliveries to customers, difficulties to synchronize Supplier's flow and very high inventory despite everybody is running to get things done. Basic facts are about 20% On Time Delivery, 6 months inventory, and high emergency expenses (overtime, express shipment, etc.). Moreover, the assembly shopfloor is full of shortages and production stop due to them. At the beginning, we only had 2 final products ready to be assemble compared to a customer demand around 10 per day ! So we started to build the current reality tree about this system. We discover many policies, measurement, behaviors and conflicts which were increasing this phenomena. For example, everybody has to be busy. So the production manager is chasing idle operators while the operators are pushing to get incomplete kits to show they are working. Doing the CRT, we discovered that these kind of examples connected to our main conflict which was to manage or not the uncertainty of the system, was pushing us against the flow.
Consequently we identified our constraint and decided to protect it with a specific buffer. Additionally to that, in the machining shopfloor, we also add a bottleneck and non-bottleneck, we decided to protect while pulling flow using DBR approach and methodologies. Actually, this second part was more related to the potential we had once we solve the current real issue. 3 weeks later having implemented this buffer to synchronize the upstream flow, the assembly shopfloor did not have any stop blocking them to release around 10 final product per day. It is still the case 5 years later ! Due to the fact, that parts are more synchronized, the flow increased a lot and was more smoothly. Consequently Raw Materials Inventory almost divided by 3 in 12 months and the site is still the best in terms of inventory turn. The second on the ranking is closed to this site because we duplicated our approach with them. To duplicate our solution, we build with them their CRT/FRT and let the team adapt their solutions by themselves which was much quicker from a change management point of view.
From the current site where we first applied this approach, the financial net profit doubled in 12 months moving from 10 to 22% ! for the second one, the profit went up from 15% to 34% in 18 months!
The major failure we had very quickly is that we neglected that our customers was not trusting us. Consequently we had a huge amount of final production waiting our customers to inspected. At this stage, we discovered that our customer took also their own protection against us! So due to the fact, that we were better in delivery, customers were not in the hurry to inspect their orders or when they were coming, they were looking for good/bad reasons to not validate the products (eg. We had a customer who did not give us the shipment agreement because the documentation was not in the good word police…). Internally, we had a big capacity whole to take control of that and add to make insourcing decision to use our capacity.
The other major obstacle was with our machining shop floor because we had very quickly extra capacity we did not know how to use. Despite the training, reading of CRT/FRT, etc., people were afraid of not having job anymore and did not understand why nobody was blaming them anymore about their idle time. We had to find other way to use our extra capacity. First of all, we insourced lots of parts we were buying to our suppliers. It helped a lot to increase profit but we still had lots of extra capacity. This is why, we needed to market a wider analysis and had to increase speed in development and technologies which is the second case study.
One of the negative branch we faced was the sustainability. The best way for us to do that was to train our team and be trained by TOC experts. Since 5 years, several managers had be trained on CCPM (Skip Reedy), DBR (C. Ptak) and Thinking Process (Bill Dettmer). We founded it was much better that way instead of only internal overlap between managers. Today results are still there and improving while 3 supply chain managers came into the position (not knowing each other), schedulers change as well as purchasing manager. The other reason why the sustainability is still there is also due to the fact that all the managers went promoted to different internal role like Europe Supply Chain, Site Director, Engineering Manager, etc. It helped to duplicate the thinking and keep the approach on good hands.
As said previously, at this stage, the main challenge was to know how to use our extra capacity in machining. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1831 |
Conference Proceedings |
Fouque, Anthony |
Critical chain project management in supply chain technologies: CCPM in ETO supply chain case study |
2017 |
Berlin, Germany |
This presentation is based on a critical chain project management (CCPM) implementation inside the supply chain function. The aim of the service is to propose a specific new supply chain design for oil and gas companies. Each time a project is negotiated, sales can make a specific offer in terms of lead time and inventory management to their customers. Regarding that challenge, the team build its own current reality tree (CRT), future reality tree (FRT) and prerequisite tree (PRT) in order to agree on the situation, direction of the solution and the way to implement it. Due to the number and complexity of the changes, the management team decided to focus first on their policies, measurements and behaviors (PMBs) instead of addressing the new items. This action helped to increase the velocity of the change. Just by focusing on PMBs, the team felt that management admitted first they have something to change. Consequently, the deployment project was much easier. During the transition only based on management actions, the number of projects completed has doubled in few weeks. With these projects, it cleared the pipeline and accelerated other projects. Consequently the company has more supply chain opportunities to sell which almost tripled the throughput of the system. Once this was completed, we implemented fine scheduling of each project in order to increase the value offered to customers. Finally 12 months later, the supply chain service developed new solutions helping to quadruple the number of projects done. Then CCPM has been duplicated across the supply chain, other world areas and helped to develop more throughput even during the oil and gas downturn. |
The company is working on the equipment of Oil & GAS market. It means that we are proposing dedicated equipment to support the building of different kind of refineries. The environment is typically an Engineering to Order activity where 90% of the Bill of Materials has to be drawn and will be never used anymore.
Usually BOM and routing are designed, then Purchasing department places supply orders which are machined or go directly to the assembly shop. Then the assembly shop builds the final product that customers come to inspect before shipment. Due to our DBR implementation, we add lots of extra capacity in our machining area. Due to the fact that the machining process is very technical, it is very dangerous to not keep the resources inside the organization. Consequently we had to find solutions about that. Machining could be considered as an internal suppliers. One of the aspects is that, this internal supplier is challenged as external ones with cost per unit approach. By the way, this supplier also belongs to the scope of European Supply Chain function which is in charge to develop Supply Chain Flow solutions for the company. This function is typically oriented on projects. Their jobs are to set up Supply Chain Solutions to improve Sales (through LT reduction), Reduce inventory (with Pull Flow approach) and reduce expenses (with Cost per unit). Everybody was managing quite a big quantity of projects (around 60 with 5 employees…).
Our first comment was to say that our team had probably much more potential than we first imagine! So we build the CRT with them and agreed on usual project issues like release of projects ASAP, Multitasking, KPI based on cost and % of achievement. Moreover, we discovered that the team had lots of pressure and so trust in management was very limited.
Consequently in the direction of the solution, we decided to focus more on Management Policies, Behavior than technical TOC solutions like buffers and so we implemented very quickly pipelining while we were freezing useless projects. The way we reduced projects had been a proof for the team that management is willing to change. We ask them : give us the list of projects where a manager did not came to you for an update for more than 3 months? In 20 minutes, we froze and/or cancelled almost 30% of the list of project. Then we looked for the % of project achievement and decided to freeze every projects below to 60% of achievement. It helped a lot to improve focus on the team of what was to be done.
Then we built with them Project Network Diagrams of the projects still in progress in order to understand much better their projects. We implemented visual management of the tasks and pull the flow of tasks in order to eradicate multitasking of each projects. The direct consequence is that in few weeks, the team closed almost the same quantity of project than the previous year!! We did not release new projects until we achieved an acceptable level of projects WIP. Once it was done, we were releasing project according to Throughput of the system. Several projects could be released and offered to the market, especially those which could use the machining capacity:
Develop a spares parts market
Develop late customization program with customers
Set up 3D printing technology to support prototypes before customer agreement
Improve insourcing strategy of the machining
Develop a quick ship service: Customer are ready to pay more to get their orders quicker.
Etc.
As said previously, the team was working in the Europe and Middle East area. In few month, the team finished the same amount of projects which was done at worldwide level!
The major obstacle, we had, was to admit that our level of competency in project management was much lower we imagined. It was true that management changes helped to get (very) good results. However, when we started to go into the scheduling and execution, we discovered that Project Network Diagram building or daily review of projects was not part of the best practices of the company. The negative branch was that the results were already very good without that and we had to validate that not doing such level of details will not ensure the sustainability of this change management process.
The sustainability of this case study was mainly the same as the one of DBR: Training and mixing the team together. Actually we reinforce the team by increasing their knowledge on the project network diagram. Due to the high variety of types of project, the scheduling is an problem but not an issue. However, not knowing how to build a project network diagram is critical. It is now a part of the induction plan to be trained into Project Network Diagram building.
To conclude these case studies, our main lessons learned is that Management Attention is the main constraint of organization while it is the easiest lever to manage it. Team who are still driving changes share that Thinking Process are probably one of the best process they know to deep dive problem in a participative way. Once these types of changes are agreed, change management is smoother even if we had to be very careful to complete the job to ensure sustainability of the system. Finally, we feel that tools may have helped (especially CCPM tools) in order to accelerate some parts of our plan. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1832 |
Conference Proceedings |
|
Critical chain project management in supply chain technologies: CCPM in ETO supply chain case study |
2017 |
Berlin, Germany |
This presentation is based on a critical chain project management (CCPM) implementation inside the supply chain function. The aim of the service is to propose a specific new supply chain design for oil and gas companies. Each time a project is negotiated, sales can make a specific offer in terms of lead time and inventory management to their customers. Regarding that challenge, the team build its own current reality tree (CRT), future reality tree (FRT) and prerequisite tree (PRT) in order to agree on the situation, direction of the solution and the way to implement it. Due to the number and complexity of the changes, the management team decided to focus first on their policies, measurements and behaviors (PMBs) instead of addressing the new items. This action helped to increase the velocity of the change. Just by focusing on PMBs, the team felt that management admitted first they have something to change. Consequently, the deployment project was much easier. During the transition only based on management actions, the number of projects completed has doubled in few weeks. With these projects, it cleared the pipeline and accelerated other projects. Consequently the company has more supply chain opportunities to sell which almost tripled the throughput of the system. Once this was completed, we implemented fine scheduling of each project in order to increase the value offered to customers. Finally 12 months later, the supply chain service developed new solutions helping to quadruple the number of projects done. Then CCPM has been duplicated across the supply chain, other world areas and helped to develop more throughput even during the oil and gas downturn. |
The company is working on the equipment of Oil & GAS market. It means that we are proposing dedicated equipment to support the building of different kind of refineries. The environment is typically an Engineering to Order activity where 90% of the Bill of Materials has to be drawn and will be never used anymore.
Usually BOM and routing are designed, then Purchasing department places supply orders which are machined or go directly to the assembly shop. Then the assembly shop builds the final product that customers come to inspect before shipment. Due to our DBR implementation, we add lots of extra capacity in our machining area. Due to the fact that the machining process is very technical, it is very dangerous to not keep the resources inside the organization. Consequently we had to find solutions about that. Machining could be considered as an internal suppliers. One of the aspects is that, this internal supplier is challenged as external ones with cost per unit approach. By the way, this supplier also belongs to the scope of European Supply Chain function which is in charge to develop Supply Chain Flow solutions for the company. This function is typically oriented on projects. Their jobs are to set up Supply Chain Solutions to improve Sales (through LT reduction), Reduce inventory (with Pull Flow approach) and reduce expenses (with Cost per unit). Everybody was managing quite a big quantity of projects (around 60 with 5 employees…).
Our first comment was to say that our team had probably much more potential than we first imagine! So we build the CRT with them and agreed on usual project issues like release of projects ASAP, Multitasking, KPI based on cost and % of achievement. Moreover, we discovered that the team had lots of pressure and so trust in management was very limited.
Consequently in the direction of the solution, we decided to focus more on Management Policies, Behavior than technical TOC solutions like buffers and so we implemented very quickly pipelining while we were freezing useless projects. The way we reduced projects had been a proof for the team that management is willing to change. We ask them : give us the list of projects where a manager did not came to you for an update for more than 3 months? In 20 minutes, we froze and/or cancelled almost 30% of the list of project. Then we looked for the % of project achievement and decided to freeze every projects below to 60% of achievement. It helped a lot to improve focus on the team of what was to be done.
Then we built with them Project Network Diagrams of the projects still in progress in order to understand much better their projects. We implemented visual management of the tasks and pull the flow of tasks in order to eradicate multitasking of each projects. The direct consequence is that in few weeks, the team closed almost the same quantity of project than the previous year!! We did not release new projects until we achieved an acceptable level of projects WIP. Once it was done, we were releasing project according to Throughput of the system. Several projects could be released and offered to the market, especially those which could use the machining capacity:
Develop a spares parts market
Develop late customization program with customers
Set up 3D printing technology to support prototypes before customer agreement
Improve insourcing strategy of the machining
Develop a quick ship service: Customer are ready to pay more to get their orders quicker.
Etc.
As said previously, the team was working in the Europe and Middle East area. In few month, the team finished the same amount of projects which was done at worldwide level!
The major obstacle, we had, was to admit that our level of competency in project management was much lower we imagined. It was true that management changes helped to get (very) good results. However, when we started to go into the scheduling and execution, we discovered that Project Network Diagram building or daily review of projects was not part of the best practices of the company. The negative branch was that the results were already very good without that and we had to validate that not doing such level of details will not ensure the sustainability of this change management process.
The sustainability of this case study was mainly the same as the one of DBR: Training and mixing the team together. Actually we reinforce the team by increasing their knowledge on the project network diagram. Due to the high variety of types of project, the scheduling is an problem but not an issue. However, not knowing how to build a project network diagram is critical. It is now a part of the induction plan to be trained into Project Network Diagram building.
To conclude these case studies, our main lessons learned is that Management Attention is the main constraint of organization while it is the easiest lever to manage it. Team who are still driving changes share that Thinking Process are probably one of the best process they know to deep dive problem in a participative way. Once these types of changes are agreed, change management is smoother even if we had to be very careful to complete the job to ensure sustainability of the system. Finally, we feel that tools may have helped (especially CCPM tools) in order to accelerate some parts of our plan. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 1833 |
Conference Proceedings |
Gilani, Ravi |
What to measure when |
2017 |
Berlin, Germany |
This workshop is a further development of work done by Ravi Gilani. I have created and added diagrams to show the flows and pools of money inherent to any company, for the non-accounting business person. These diagrams make the financial operation of any business visual. Metrics drive implementation by guiding employees to work together in ways that cross barriers between silos and unleash the creativity of the workforce to seek the company's goal of making more and more money over time. Since a small fraction (less than 1%) of companies continually increase their earnings, it must be the case that current metrics are ill suited for guiding employees. Case studies will be provided as examples before participants actually create their own dashboards for use in their own company or any target company. These dashboards focus employee creativity on one piece of paper. An outline will be provided to educate the employees and entice them into making a difference in the company. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1834 |
Conference Proceedings |
Camp, Henry |
What to measure when |
2017 |
Berlin, Germany |
This workshop is a further development of work done by Ravi Gilani. I have created and added diagrams to show the flows and pools of money inherent to any company, for the non-accounting business person. These diagrams make the financial operation of any business visual. Metrics drive implementation by guiding employees to work together in ways that cross barriers between silos and unleash the creativity of the workforce to seek the company's goal of making more and more money over time. Since a small fraction (less than 1%) of companies continually increase their earnings, it must be the case that current metrics are ill suited for guiding employees. Case studies will be provided as examples before participants actually create their own dashboards for use in their own company or any target company. These dashboards focus employee creativity on one piece of paper. An outline will be provided to educate the employees and entice them into making a difference in the company. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1835 |
Conference Proceedings |
|
What to measure when |
2017 |
Berlin, Germany |
This workshop is a further development of work done by Ravi Gilani. I have created and added diagrams to show the flows and pools of money inherent to any company, for the non-accounting business person. These diagrams make the financial operation of any business visual. Metrics drive implementation by guiding employees to work together in ways that cross barriers between silos and unleash the creativity of the workforce to seek the company's goal of making more and more money over time. Since a small fraction (less than 1%) of companies continually increase their earnings, it must be the case that current metrics are ill suited for guiding employees. Case studies will be provided as examples before participants actually create their own dashboards for use in their own company or any target company. These dashboards focus employee creativity on one piece of paper. An outline will be provided to educate the employees and entice them into making a difference in the company. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 1836 |
Conference Proceedings |
Anthony, David |
Toward a TOC approach to worker safety and sociotechnical health |
2016 |
Leesburg, VA |
What causes heart attacks? What is the social and economic impact of hypertension? How much of our limited attention is consumed, our perspective narrowed, or our cooperation in groups affected by stress? There are no simple answers to these questions. The complexity of human life means the specific answers and their full web of interrelations are difficult to discern. However, the science of epistemology has begun to tease out social factors correlated to such answers, and even to provide models which are helpful in understanding causation. We are spending extremely large amounts of money diagnosing and treating disease, but this model is essentially treating effects. Could it be that it might be more effective to treat the root causes of disease? Could it be that epistemology suggests that many of our health problems are at least partially caused by our work environments? Could it also be that the root causes of many health problems are the very same root causes of other well-known business problems? Could it be that inherent simplicity is revealed within a win-win-win TOC solution for worker health, employee development, and business profits? Yes, it could very well be. This presentation points the way. |
Toward A TOC Approach to Worker Safety and Sociotechnical Health
David Anthony
David Anthony has studied theory of constraints since 2005 and has attended several TOCICO international and regional conferences. His main focus within TOC is an exploration of the inherent simplicity in the nexus between patterns of belief, policy, and sociotechnical health; specifically, how shared narrative at the social-systemic level constrains the patterns of policy and health the social system can support. Core elements of this exploration include the science of complexity, epidemiology, evolutionary and developmental psychology, behavioral economics, linguistic anthropology, maneuver warfare, philosophy, myth, and motivation.
David has a Bachelor's Degree in Mechanical Engineering from the University of Washington and a Master's Degree in Engineering and Technology Management from Washington State University. David works at the Boeing Company doing project management and integration for new commercial airplane test programs and has supported the 787-8, 787-9, and 777X programs. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1837 |
Conference Proceedings |
|
Toward a TOC approach to worker safety and sociotechnical health |
2016 |
Leesburg, VA |
What causes heart attacks? What is the social and economic impact of hypertension? How much of our limited attention is consumed, our perspective narrowed, or our cooperation in groups affected by stress? There are no simple answers to these questions. The complexity of human life means the specific answers and their full web of interrelations are difficult to discern. However, the science of epistemology has begun to tease out social factors correlated to such answers, and even to provide models which are helpful in understanding causation. We are spending extremely large amounts of money diagnosing and treating disease, but this model is essentially treating effects. Could it be that it might be more effective to treat the root causes of disease? Could it be that epistemology suggests that many of our health problems are at least partially caused by our work environments? Could it also be that the root causes of many health problems are the very same root causes of other well-known business problems? Could it be that inherent simplicity is revealed within a win-win-win TOC solution for worker health, employee development, and business profits? Yes, it could very well be. This presentation points the way. |
Toward A TOC Approach to Worker Safety and Sociotechnical Health
David Anthony
David Anthony has studied theory of constraints since 2005 and has attended several TOCICO international and regional conferences. His main focus within TOC is an exploration of the inherent simplicity in the nexus between patterns of belief, policy, and sociotechnical health; specifically, how shared narrative at the social-systemic level constrains the patterns of policy and health the social system can support. Core elements of this exploration include the science of complexity, epidemiology, evolutionary and developmental psychology, behavioral economics, linguistic anthropology, maneuver warfare, philosophy, myth, and motivation.
David has a Bachelor's Degree in Mechanical Engineering from the University of Washington and a Master's Degree in Engineering and Technology Management from Washington State University. David works at the Boeing Company doing project management and integration for new commercial airplane test programs and has supported the 787-8, 787-9, and 777X programs. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1838 |
Conference Proceedings |
Villalobos, David |
Development economics from a theory of constraints point of view |
2016 |
Leesburg, VA |
Theory of constraints (TOC) has been implemented to solve problems, mainly at an organization level. The goal of this article is essentially to challenge this common practice and to propose to use TOC at a wider level, for example at the national economic system level. Economics science is an interesting place to expand the powerful thinking process and solutions of TOC, given the high complexity of the economy as a system and the huge impact of the potential improvements in the quality of life of people. A first exercise is given in this article defining the goal of a national economic system and setting a measurement according to this goal. The simple logic and the intuition of the TOC principles focus the discussion in the core conflicts of the economic science. Economic history suggests that the most successful countries in the last century have increased exponentially the income of all their citizens, reaching efficiency and equality at the same time. These countries seem to have focused strongly to resolve the core conflicts in their economies with win-win solutions, thus moving their nations to increasing levels of wealth. We want to understand how common-sense national solutions must become common national practices, and how to replicate them in other countries. |
Development Economics from a Theory of Constraints point of view
David Villalobos
David Villalobos - Ecuadorian (1982) and Economist, is currently a PhD Candidate of Management & Economics at the Catholic University of Louvain in Belgium. He has more than 10 years as strategy and supply chain consultant in Europe and Latin America leading and supporting implementations in multinational and non-profit organizations. He knew Theory of Constraints almost ten years ago, and he met Eli Goldratt in 2010. His thinking and books have been deeply impacted his ideas, consultant work and academic research. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1839 |
Conference Proceedings |
|
Development economics from a theory of constraints point of view |
2016 |
Leesburg, VA |
Theory of constraints (TOC) has been implemented to solve problems, mainly at an organization level. The goal of this article is essentially to challenge this common practice and to propose to use TOC at a wider level, for example at the national economic system level. Economics science is an interesting place to expand the powerful thinking process and solutions of TOC, given the high complexity of the economy as a system and the huge impact of the potential improvements in the quality of life of people. A first exercise is given in this article defining the goal of a national economic system and setting a measurement according to this goal. The simple logic and the intuition of the TOC principles focus the discussion in the core conflicts of the economic science. Economic history suggests that the most successful countries in the last century have increased exponentially the income of all their citizens, reaching efficiency and equality at the same time. These countries seem to have focused strongly to resolve the core conflicts in their economies with win-win solutions, thus moving their nations to increasing levels of wealth. We want to understand how common-sense national solutions must become common national practices, and how to replicate them in other countries. |
Development Economics from a Theory of Constraints point of view
David Villalobos
David Villalobos - Ecuadorian (1982) and Economist, is currently a PhD Candidate of Management & Economics at the Catholic University of Louvain in Belgium. He has more than 10 years as strategy and supply chain consultant in Europe and Latin America leading and supporting implementations in multinational and non-profit organizations. He knew Theory of Constraints almost ten years ago, and he met Eli Goldratt in 2010. His thinking and books have been deeply impacted his ideas, consultant work and academic research. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1840 |
Conference Proceedings |
Sethi, Deepak |
Success without stress""- using the ""power of clear thinking |
2016 |
Leesburg, VA |
This paper highlights the power and criticality of ‘clear thinking' – in enhancing success and reducing stress levels in our life. At the 2015 TOCICO conference, I had presented ‘Transform your life using Clear and Rigorous Thinking'. The theme had its genesis in Eli's last seminal work ""The Choice"" in which he makes out a strong case for people to ""think clearly"" if they wish to fulfill their aspiration of living a full life. This presentation will be a sequel to the 2015 one. Besides carrying the key concepts, the foundational injections and the important good practices, linking up clear thinking with successful outcomes (the success part), from the last year's presentation, it'll carry the additional aspects of: Dynamics of choice making and its interface / linkage with clear thinking stress management. |
Success Without Stress""- Using the ""Power of Clear Thinking
Deepak Sethi, Private Label Business Consultant
Deepak Sethi Deepak has a long professional career to his credit- the first 25 years in the corporate sector & the last 9 yrs as a private label business consultant.
He is an alumnus of IIT-Kanpur and IIM-Ahmedabad- both being the top schools in India in the respective areas of Engineering & Management
The first phase of his corporate career was with MNCs - he began with Philips, followed by long stints with UniLever & Cadbury's, followed by some well recognized family run companies in India.
He has held leadership responsibilities at the Director & Business Head levels at Cadbury's, Dabur, Apollo Tyres, LML, & Mayar India in that order.
He began his consulting practice in 2005 as Solutions.QED.
Deepak leverages his extensive knowledge of the Indian marketplace, his expertise in sales, marketing & business leadership, & Theory of Constraints [TOC], in his consulting projects. It involves putting in place, a sound marketing strategy, related business processes & measurements and decisively exploiting the specific constraint that impedes the company's performance.
In recent years, he has focused his business consulting to CXO-level guidance on transformation to mid-sized organizations on a retainer ship basis.
Inspired by TOC, his personal mission is to help people ‘think more clearly & rigorously '. He sees ‘Thinking Clearly' to be a vital access to effective business problem solving and a more fulfilled life.
He has been conducting training sessions for Corporates on subjects of Strategy & Thinking To Potential.
He has also recently received his certification as an Erickson Associate Coach.
He is a keen student of Vedanta (the essence of a life philosophy derived from the Indian ancient scriptures) & an observer of human behavior. He enjoys walking, swimming, politics & movie watching on the big screen. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1841 |
Conference Proceedings |
|
Success without stress""- using the ""power of clear thinking |
2016 |
Leesburg, VA |
This paper highlights the power and criticality of ‘clear thinking' – in enhancing success and reducing stress levels in our life. At the 2015 TOCICO conference, I had presented ‘Transform your life using Clear and Rigorous Thinking'. The theme had its genesis in Eli's last seminal work ""The Choice"" in which he makes out a strong case for people to ""think clearly"" if they wish to fulfill their aspiration of living a full life. This presentation will be a sequel to the 2015 one. Besides carrying the key concepts, the foundational injections and the important good practices, linking up clear thinking with successful outcomes (the success part), from the last year's presentation, it'll carry the additional aspects of: Dynamics of choice making and its interface / linkage with clear thinking stress management. |
Success Without Stress""- Using the ""Power of Clear Thinking
Deepak Sethi, Private Label Business Consultant
Deepak Sethi Deepak has a long professional career to his credit- the first 25 years in the corporate sector & the last 9 yrs as a private label business consultant.
He is an alumnus of IIT-Kanpur and IIM-Ahmedabad- both being the top schools in India in the respective areas of Engineering & Management
The first phase of his corporate career was with MNCs - he began with Philips, followed by long stints with UniLever & Cadbury's, followed by some well recognized family run companies in India.
He has held leadership responsibilities at the Director & Business Head levels at Cadbury's, Dabur, Apollo Tyres, LML, & Mayar India in that order.
He began his consulting practice in 2005 as Solutions.QED.
Deepak leverages his extensive knowledge of the Indian marketplace, his expertise in sales, marketing & business leadership, & Theory of Constraints [TOC], in his consulting projects. It involves putting in place, a sound marketing strategy, related business processes & measurements and decisively exploiting the specific constraint that impedes the company's performance.
In recent years, he has focused his business consulting to CXO-level guidance on transformation to mid-sized organizations on a retainer ship basis.
Inspired by TOC, his personal mission is to help people ‘think more clearly & rigorously '. He sees ‘Thinking Clearly' to be a vital access to effective business problem solving and a more fulfilled life.
He has been conducting training sessions for Corporates on subjects of Strategy & Thinking To Potential.
He has also recently received his certification as an Erickson Associate Coach.
He is a keen student of Vedanta (the essence of a life philosophy derived from the Indian ancient scriptures) & an observer of human behavior. He enjoys walking, swimming, politics & movie watching on the big screen. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1842 |
Conference Proceedings |
Yallourakis, Dimitri |
Orchestrated manufacturing and TOC |
2016 |
Leesburg, VA |
Demand-driven manufacturing is known as a method where production is based on actual customer demand (or orders). As such, it adapts to variations in demand and drives out cost and waste associated with excess inventory and long lead times, while increasing capacity and on-time delivery rates. Synchrono® takes this further, defining demand-driven manufacturing as a method that incorporates the best of theory of constraints (TOC) principles to provide a synchronized, closed loop between customer orders, production scheduling and manufacturing execution – all while synchronizing the flow of materials and resources across the supply chain. This presentation recounts a very successful implementation of the technology and practices that turned an aerospace manufacturer into a hero. |
Orchestrated Manufacturing and TOC
Dimitri Yallourakis |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1843 |
Conference Proceedings |
|
Orchestrated manufacturing and TOC |
2016 |
Leesburg, VA |
Demand-driven manufacturing is known as a method where production is based on actual customer demand (or orders). As such, it adapts to variations in demand and drives out cost and waste associated with excess inventory and long lead times, while increasing capacity and on-time delivery rates. Synchrono® takes this further, defining demand-driven manufacturing as a method that incorporates the best of theory of constraints (TOC) principles to provide a synchronized, closed loop between customer orders, production scheduling and manufacturing execution – all while synchronizing the flow of materials and resources across the supply chain. This presentation recounts a very successful implementation of the technology and practices that turned an aerospace manufacturer into a hero. |
Orchestrated Manufacturing and TOC
Dimitri Yallourakis |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1844 |
Conference Proceedings |
Patrick, Duncan |
I promise” marrying materials and capacity to determine realistic promise dates
I promise” marrying materials and capacity to determine realistic promise dates |
2016 |
Leesburg, VA |
‘A' plants have two big challenges when it comes to promising when an order can be reliably delivered – predicting both capacity and material availability. As the number of finished goods SKUs is large and the number of raw material and purchase parts SKUs is even larger, it is challenging to properly predict order promise dates. So challenging, in fact, that technology is often required to assist with this problem. Many ERP systems claim to provide this functionality however, their functionality relies on the use of the ERP's MRP and scheduling capability. In reality, rarely do clients use their ERP's scheduling functionality. In addition, during any successful implementation, scheduling is replaced by DBR and the MRP functionality is turned off in favor of replenishment. As part of our software suite, CMS RoadRunner, we have developed a new technology product called Available-to-Promise (ATP) – providing a ‘best case' delivery date considering both drum capacity and material availability. In this presentation, we will provide an overview of this technology following Goldratt's six necessary and sufficient (N&S) questions. We will share with you how we believe this new ATP technology truly brings value by diminishing a significant limitation. In addition, we will also share our solutions to the functionality challenges we encountered when designing, building and implementing ATP. |
""I Promise” Marrying Materials and Capacity to Determine Realistic Promise Dates.
Duncan Patrick, Executive Vice President of CMS Montera Inc.
Co-Presenter, Pete Milroy, ZVP Consulting of CMS Montera Inc.
Duncan Patrick is Executive Vice President of CMS Montera Inc.
CMS Montera provides management solutions and software to accelerate projects and optimize operations. Prior to CMS Montera, Duncan was a member of the senior leadership team of an industrial distributor, Ernst & Young management consultant, and Landman for Husky Energy.
Duncan's business consulting career is focused on working with clients to assist them design and implement TOC solutions focused on accelerating project execution, optimizing production execution and synchronizing inventory replenishment.
Duncan holds an MBA degree from the Richard Ivey School of Business, Western University and a Bachelor of Commerce degree (with distinction) from The University of Calgary. Duncan is certified by the Theory of Constraints International Certification Organization in all aspects of TOC.
Pete Milroy is VP Consulting of CMS Montera Inc.
Peter helps organizations improve their performance by: developing and implementing Lean Manufacturing and Theory of Constraints based operating strategies, materials management and supply chain solutions, and measurement frameworks.
Peter has nearly 20 years of combined industry, consulting, and academic experience. Some of the industry sectors Peter has experience working with include Food, Industrial Products, Automotive, High Tech and Consumer Goods.
Peter is certified by the TOCICO in Supply Chain Logistics, Finance & Measurement, and CCPM, and is a Chartered Professional Accountant. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1845 |
Conference Proceedings |
Milroy, Pete |
I promise” marrying materials and capacity to determine realistic promise dates
Sustaining commitments to our clients
Sustaining commitments to our clients
How to make ordinary people achieve extraordinary performance - TOCfE Japan now and into future
How to make ordinary people achieve extraordinary performance - TOCfE Japan now and into future
How to make ordinary people achieve extraordinary performance - TOCfE Japan now and into future
Impact of sales concentration over constrained delivery data distribution system
Impact of sales concentration over constrained delivery data distribution system
Impact of sales concentration over constrained delivery data distribution system
Impact of sales concentration over constrained delivery data distribution system
The bad luck” TOC obstacle - management churn |
2016 |
Leesburg, VA |
‘A' plants have two big challenges when it comes to promising when an order can be reliably delivered – predicting both capacity and material availability. As the number of finished goods SKUs is large and the number of raw material and purchase parts SKUs is even larger, it is challenging to properly predict order promise dates. So challenging, in fact, that technology is often required to assist with this problem. Many ERP systems claim to provide this functionality however, their functionality relies on the use of the ERP's MRP and scheduling capability. In reality, rarely do clients use their ERP's scheduling functionality. In addition, during any successful implementation, scheduling is replaced by DBR and the MRP functionality is turned off in favor of replenishment. As part of our software suite, CMS RoadRunner, we have developed a new technology product called Available-to-Promise (ATP) – providing a ‘best case' delivery date considering both drum capacity and material availability. In this presentation, we will provide an overview of this technology following Goldratt's six necessary and sufficient (N&S) questions. We will share with you how we believe this new ATP technology truly brings value by diminishing a significant limitation. In addition, we will also share our solutions to the functionality challenges we encountered when designing, building and implementing ATP. |
""I Promise” Marrying Materials and Capacity to Determine Realistic Promise Dates.
Duncan Patrick, Executive Vice President of CMS Montera Inc.
Co-Presenter, Pete Milroy, ZVP Consulting of CMS Montera Inc.
Duncan Patrick is Executive Vice President of CMS Montera Inc.
CMS Montera provides management solutions and software to accelerate projects and optimize operations. Prior to CMS Montera, Duncan was a member of the senior leadership team of an industrial distributor, Ernst & Young management consultant, and Landman for Husky Energy.
Duncan's business consulting career is focused on working with clients to assist them design and implement TOC solutions focused on accelerating project execution, optimizing production execution and synchronizing inventory replenishment.
Duncan holds an MBA degree from the Richard Ivey School of Business, Western University and a Bachelor of Commerce degree (with distinction) from The University of Calgary. Duncan is certified by the Theory of Constraints International Certification Organization in all aspects of TOC.
Pete Milroy is VP Consulting of CMS Montera Inc.
Peter helps organizations improve their performance by: developing and implementing Lean Manufacturing and Theory of Constraints based operating strategies, materials management and supply chain solutions, and measurement frameworks.
Peter has nearly 20 years of combined industry, consulting, and academic experience. Some of the industry sectors Peter has experience working with include Food, Industrial Products, Automotive, High Tech and Consumer Goods.
Peter is certified by the TOCICO in Supply Chain Logistics, Finance & Measurement, and CCPM, and is a Chartered Professional Accountant. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1846 |
Conference Proceedings |
|
The ""bad luck” TOC obstacle - management churn |
2016 |
Leesburg, VA |
‘A' plants have two big challenges when it comes to promising when an order can be reliably delivered – predicting both capacity and material availability. As the number of finished goods SKUs is large and the number of raw material and purchase parts SKUs is even larger, it is challenging to properly predict order promise dates. So challenging, in fact, that technology is often required to assist with this problem. Many ERP systems claim to provide this functionality however, their functionality relies on the use of the ERP's MRP and scheduling capability. In reality, rarely do clients use their ERP's scheduling functionality. In addition, during any successful implementation, scheduling is replaced by DBR and the MRP functionality is turned off in favor of replenishment. As part of our software suite, CMS RoadRunner, we have developed a new technology product called Available-to-Promise (ATP) – providing a ‘best case' delivery date considering both drum capacity and material availability. In this presentation, we will provide an overview of this technology following Goldratt's six necessary and sufficient (N&S) questions. We will share with you how we believe this new ATP technology truly brings value by diminishing a significant limitation. In addition, we will also share our solutions to the functionality challenges we encountered when designing, building and implementing ATP. |
""I Promise” Marrying Materials and Capacity to Determine Realistic Promise Dates.
Duncan Patrick, Executive Vice President of CMS Montera Inc.
Co-Presenter, Pete Milroy, ZVP Consulting of CMS Montera Inc.
Duncan Patrick is Executive Vice President of CMS Montera Inc.
CMS Montera provides management solutions and software to accelerate projects and optimize operations. Prior to CMS Montera, Duncan was a member of the senior leadership team of an industrial distributor, Ernst & Young management consultant, and Landman for Husky Energy.
Duncan's business consulting career is focused on working with clients to assist them design and implement TOC solutions focused on accelerating project execution, optimizing production execution and synchronizing inventory replenishment.
Duncan holds an MBA degree from the Richard Ivey School of Business, Western University and a Bachelor of Commerce degree (with distinction) from The University of Calgary. Duncan is certified by the Theory of Constraints International Certification Organization in all aspects of TOC.
Pete Milroy is VP Consulting of CMS Montera Inc.
Peter helps organizations improve their performance by: developing and implementing Lean Manufacturing and Theory of Constraints based operating strategies, materials management and supply chain solutions, and measurement frameworks.
Peter has nearly 20 years of combined industry, consulting, and academic experience. Some of the industry sectors Peter has experience working with include Food, Industrial Products, Automotive, High Tech and Consumer Goods.
Peter is certified by the TOCICO in Supply Chain Logistics, Finance & Measurement, and CCPM, and is a Chartered Professional Accountant. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1847 |
Conference Proceedings |
Fondevila, Erika |
TOC for Education: A logistical approach |
2016 |
Leesburg, VA |
This presentation has been developed with the purpose of underlining the importance of being reliable to our customers in order to build a long lasting relationship and, how we can make the difference by being reliable in a market where “being on time” can make the difference between making huge profits or having a big loss. How an on time “we are not going to be able make it” can help the customer to develop a recovery plans and avoid huge losses. How clear rules between customers and suppliers can make the difference. How the disciplined use of full-kit can help on internal procedures to promise a reliable date to the market. And as the core of all I've mentioned, how TOC can help us to achieve reliability on the fashion market. We describe the actions and TOC tools we put in place to deal with their synchronization problem, and how we redesigned with them their order commitment process. |
Sustaining Commitments To Our Clients
Erika Fondevila
Erica Fondevila Castro Industrial Engineer from Escuela Superior Politécnica del Litoral – Ecuador and Jonah in Thinking Processes. Currently works as a Consultant for Goldratt Consulting in Latin America. Have experience in other fields of the consulting sector and as an entrepreneur in Ecuador. She is also a representant of the Juniors Chambers of Commerce in Guayaquil and Champion on a Non-Profit Educational Organization ""Enseña Ecuador”. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1848 |
Conference Proceedings |
|
TOC for Education: A logistical approach |
2016 |
Leesburg, VA |
This presentation has been developed with the purpose of underlining the importance of being reliable to our customers in order to build a long lasting relationship and, how we can make the difference by being reliable in a market where “being on time” can make the difference between making huge profits or having a big loss. How an on time “we are not going to be able make it” can help the customer to develop a recovery plans and avoid huge losses. How clear rules between customers and suppliers can make the difference. How the disciplined use of full-kit can help on internal procedures to promise a reliable date to the market. And as the core of all I've mentioned, how TOC can help us to achieve reliability on the fashion market. We describe the actions and TOC tools we put in place to deal with their synchronization problem, and how we redesigned with them their order commitment process. |
Sustaining Commitments To Our Clients
Erika Fondevila
Erica Fondevila Castro Industrial Engineer from Escuela Superior Politécnica del Litoral – Ecuador and Jonah in Thinking Processes. Currently works as a Consultant for Goldratt Consulting in Latin America. Have experience in other fields of the consulting sector and as an entrepreneur in Ecuador. She is also a representant of the Juniors Chambers of Commerce in Guayaquil and Champion on a Non-Profit Educational Organization ""Enseña Ecuador”. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1849 |
Conference Proceedings |
Yasuda, Etsuko |
How to enable true human growth through HR |
2016 |
Leesburg, VA |
TOC for Education (TOCfE) Japan community was launched in 2011. The goal of the organization is to make Japan better in 20 years by educating adults and children to think clearly. In order to achieve this goal, we need to accelerate our activities and create a critical mass. The current limitation is that only “super-person” conduct all lectures, manage, and make major decisions. The number of the “super-person” is the bottleneck that limits our growth rate. Our desirable effect is for “ordinary people” to perform extra ordinarily to accelerate our activities. The ordinary people include those helping our events, those coordinating voluntary study sessions and those helping marketing. In this presentation, we would like to introduce our process of making ordinary people achieve extraordinary performance. Some case studies include the one made by an elementary school student, who came up with the direction of the solution of the class disruption issue by analyzing it using the thinking processes. Another is by a junior high school student who lost her hope to live and even tried to commit suicide. However, by getting to know the TOC thinking processes, she found the purpose of her life through the help of her mentor's support. |
How to Make Ordinary People Achieve Extraordinary Performance - TOCfE Japan Now and into Future
Etsuko Yasuda
Motoi Tobita
Etsuko Yasuda - Goldratt consulting Japan Administrator. Etsuko joined Goldratt Consulting in 2010 after working at Sony EMCS for 3 yearsShe has been touched strongly with the Goldratt's mission ""to create a better world using TOC”. Also, she has supported TOCfE Japan as an administrator from the start-up and she is the key person to coordinate 200 people level events and programs. Even professional event coordinators are astonished with her performance doing all those coordination almost all by herself. In addition, she acts as a communication hub of operation members and community groups of TOCfE Japan. Her devotion to work with responsibility and contribution has achieved full trust from the TOCfE Japan community. At the same time, she learned TOCfE tool and attended facilitator training.One day she had an opportunity to teach other people as lecturer by receiving expert's support and succeeded even though it was first time for her. From the experience, she analyzed the reason of her success using TOCfE tools, and gave a presentation in front of lots of participant at TOCfE certification program in 2014. Her presentation received empathy from lots of audience and made even a professor of the top national university astonished by her presentation.
Motoi Tobita - born in 1974, got Ph. D in chemical physics and authored a dozen of refereed scientific papers. Tobi had aimed to be an astronaut to give all people in the nation a sense of energy. Now, his dream is upgraded with TOC; He aims to give people a sense of energy as well as the tools to achieve his/her dream. His major TOCfE related works include the following:
• A skyrocketing increase in a high school students' math exam score from the worst in the class to the average in the class just in 6 weeks. The student achieved the first step of his dream, become a professional actor and got a role in a move in major distribution channel.
• Boosting high school tennis team performance. The team lost in the 1st round in regional tournament before engagement proceeded to 4th round in the same tournament in the following year. The result was achieved by visiting the team only twice and by coaching the tennis team coach by e-mails.
• Enhancing soccer teams communication. The score against a nation top team was 0-10 before engagement and improved to 0-2 in the following year. - Saving life of a junior high school student with Asperger syndrome and an intractable disease.
Tobi is one of a few TOCfE master lead facilitators in the world, a leader and an evangelist in TOCfE Japan community, the author of Cloud workbook, a project director at Goldratt Consulting. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1850 |
Conference Proceedings |
Tobita, Motoi |
How to enable true human growth through HR |
2016 |
Leesburg, VA |
TOC for Education (TOCfE) Japan community was launched in 2011. The goal of the organization is to make Japan better in 20 years by educating adults and children to think clearly. In order to achieve this goal, we need to accelerate our activities and create a critical mass. The current limitation is that only “super-person” conduct all lectures, manage, and make major decisions. The number of the “super-person” is the bottleneck that limits our growth rate. Our desirable effect is for “ordinary people” to perform extra ordinarily to accelerate our activities. The ordinary people include those helping our events, those coordinating voluntary study sessions and those helping marketing. In this presentation, we would like to introduce our process of making ordinary people achieve extraordinary performance. Some case studies include the one made by an elementary school student, who came up with the direction of the solution of the class disruption issue by analyzing it using the thinking processes. Another is by a junior high school student who lost her hope to live and even tried to commit suicide. However, by getting to know the TOC thinking processes, she found the purpose of her life through the help of her mentor's support. |
How to Make Ordinary People Achieve Extraordinary Performance - TOCfE Japan Now and into Future
Etsuko Yasuda
Motoi Tobita
Etsuko Yasuda - Goldratt consulting Japan Administrator. Etsuko joined Goldratt Consulting in 2010 after working at Sony EMCS for 3 yearsShe has been touched strongly with the Goldratt's mission ""to create a better world using TOC”. Also, she has supported TOCfE Japan as an administrator from the start-up and she is the key person to coordinate 200 people level events and programs. Even professional event coordinators are astonished with her performance doing all those coordination almost all by herself. In addition, she acts as a communication hub of operation members and community groups of TOCfE Japan. Her devotion to work with responsibility and contribution has achieved full trust from the TOCfE Japan community. At the same time, she learned TOCfE tool and attended facilitator training.One day she had an opportunity to teach other people as lecturer by receiving expert's support and succeeded even though it was first time for her. From the experience, she analyzed the reason of her success using TOCfE tools, and gave a presentation in front of lots of participant at TOCfE certification program in 2014. Her presentation received empathy from lots of audience and made even a professor of the top national university astonished by her presentation.
Motoi Tobita - born in 1974, got Ph. D in chemical physics and authored a dozen of refereed scientific papers. Tobi had aimed to be an astronaut to give all people in the nation a sense of energy. Now, his dream is upgraded with TOC; He aims to give people a sense of energy as well as the tools to achieve his/her dream. His major TOCfE related works include the following:
• A skyrocketing increase in a high school students' math exam score from the worst in the class to the average in the class just in 6 weeks. The student achieved the first step of his dream, become a professional actor and got a role in a move in major distribution channel.
• Boosting high school tennis team performance. The team lost in the 1st round in regional tournament before engagement proceeded to 4th round in the same tournament in the following year. The result was achieved by visiting the team only twice and by coaching the tennis team coach by e-mails.
• Enhancing soccer teams communication. The score against a nation top team was 0-10 before engagement and improved to 0-2 in the following year. - Saving life of a junior high school student with Asperger syndrome and an intractable disease.
Tobi is one of a few TOCfE master lead facilitators in the world, a leader and an evangelist in TOCfE Japan community, the author of Cloud workbook, a project director at Goldratt Consulting. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1851 |
Conference Proceedings |
|
Quick decision making in a cash constraint situation workshop |
2016 |
Leesburg, VA |
TOC for Education (TOCfE) Japan community was launched in 2011. The goal of the organization is to make Japan better in 20 years by educating adults and children to think clearly. In order to achieve this goal, we need to accelerate our activities and create a critical mass. The current limitation is that only “super-person” conduct all lectures, manage, and make major decisions. The number of the “super-person” is the bottleneck that limits our growth rate. Our desirable effect is for “ordinary people” to perform extra ordinarily to accelerate our activities. The ordinary people include those helping our events, those coordinating voluntary study sessions and those helping marketing. In this presentation, we would like to introduce our process of making ordinary people achieve extraordinary performance. Some case studies include the one made by an elementary school student, who came up with the direction of the solution of the class disruption issue by analyzing it using the thinking processes. Another is by a junior high school student who lost her hope to live and even tried to commit suicide. However, by getting to know the TOC thinking processes, she found the purpose of her life through the help of her mentor's support. |
How to Make Ordinary People Achieve Extraordinary Performance - TOCfE Japan Now and into Future
Etsuko Yasuda
Motoi Tobita
Etsuko Yasuda - Goldratt consulting Japan Administrator. Etsuko joined Goldratt Consulting in 2010 after working at Sony EMCS for 3 yearsShe has been touched strongly with the Goldratt's mission ""to create a better world using TOC”. Also, she has supported TOCfE Japan as an administrator from the start-up and she is the key person to coordinate 200 people level events and programs. Even professional event coordinators are astonished with her performance doing all those coordination almost all by herself. In addition, she acts as a communication hub of operation members and community groups of TOCfE Japan. Her devotion to work with responsibility and contribution has achieved full trust from the TOCfE Japan community. At the same time, she learned TOCfE tool and attended facilitator training.One day she had an opportunity to teach other people as lecturer by receiving expert's support and succeeded even though it was first time for her. From the experience, she analyzed the reason of her success using TOCfE tools, and gave a presentation in front of lots of participant at TOCfE certification program in 2014. Her presentation received empathy from lots of audience and made even a professor of the top national university astonished by her presentation.
Motoi Tobita - born in 1974, got Ph. D in chemical physics and authored a dozen of refereed scientific papers. Tobi had aimed to be an astronaut to give all people in the nation a sense of energy. Now, his dream is upgraded with TOC; He aims to give people a sense of energy as well as the tools to achieve his/her dream. His major TOCfE related works include the following:
• A skyrocketing increase in a high school students' math exam score from the worst in the class to the average in the class just in 6 weeks. The student achieved the first step of his dream, become a professional actor and got a role in a move in major distribution channel.
• Boosting high school tennis team performance. The team lost in the 1st round in regional tournament before engagement proceeded to 4th round in the same tournament in the following year. The result was achieved by visiting the team only twice and by coaching the tennis team coach by e-mails.
• Enhancing soccer teams communication. The score against a nation top team was 0-10 before engagement and improved to 0-2 in the following year. - Saving life of a junior high school student with Asperger syndrome and an intractable disease.
Tobi is one of a few TOCfE master lead facilitators in the world, a leader and an evangelist in TOCfE Japan community, the author of Cloud workbook, a project director at Goldratt Consulting. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1852 |
Conference Proceedings |
Ciola, Gilberto |
Quick decision making in a cash constraint situation workshop |
2016 |
Leesburg, VA |
With over 1,100 branded chain stores across 38 countries and approximately 8,000 products, JACK & JONES is one of the brands of BESTSELLER, a family-owned clothing and accessories company founded in Denmark in 1975. After getting great results by performing the replenishment of its products with a pull system using DBM (dynamic buffer management) in its own stores, JACK & JONES was chosen to start using the same NeoGrid solution to manage the replenishment of thousands of partners through its worldwide, wholesale stores. Outstanding results came right away, during the first month of trial with partner Zalando: On-shelf-availability jumped from 85% to 95%, potential lost sales moved from 18,8% to 4,4% and sales increased 15,3% compared to the previous month. Key success factors include consistent POS data integration, adequate process change plan and trial execution, category management and dynamic buffer management. This new approach built a model that promoted effective linkage of the whole distribution chain as one system, reducing the levels of inventory in the system while coping with better product availability at the store level. |
A successful dynamic buffer management implementation with an online fashion retailer in Europe
Gilberto Ciola De Silva |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1853 |
Conference Proceedings |
Manfredi, Camilo |
Achieving sustainable competitive advantage at Tecumseh |
2016 |
Leesburg, VA |
With over 1,100 branded chain stores across 38 countries and approximately 8,000 products, JACK & JONES is one of the brands of BESTSELLER, a family-owned clothing and accessories company founded in Denmark in 1975. After getting great results by performing the replenishment of its products with a pull system using DBM (dynamic buffer management) in its own stores, JACK & JONES was chosen to start using the same NeoGrid solution to manage the replenishment of thousands of partners through its worldwide, wholesale stores. Outstanding results came right away, during the first month of trial with partner Zalando: On-shelf-availability jumped from 85% to 95%, potential lost sales moved from 18,8% to 4,4% and sales increased 15,3% compared to the previous month. Key success factors include consistent POS data integration, adequate process change plan and trial execution, category management and dynamic buffer management. This new approach built a model that promoted effective linkage of the whole distribution chain as one system, reducing the levels of inventory in the system while coping with better product availability at the store level. |
A successful dynamic buffer management implementation with an online fashion retailer in Europe
Gilberto Ciola De Silva |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1854 |
Conference Proceedings |
Guerin, Leonardo |
Achieving sustainable competitive advantage at Tecumseh |
2016 |
Leesburg, VA |
With over 1,100 branded chain stores across 38 countries and approximately 8,000 products, JACK & JONES is one of the brands of BESTSELLER, a family-owned clothing and accessories company founded in Denmark in 1975. After getting great results by performing the replenishment of its products with a pull system using DBM (dynamic buffer management) in its own stores, JACK & JONES was chosen to start using the same NeoGrid solution to manage the replenishment of thousands of partners through its worldwide, wholesale stores. Outstanding results came right away, during the first month of trial with partner Zalando: On-shelf-availability jumped from 85% to 95%, potential lost sales moved from 18,8% to 4,4% and sales increased 15,3% compared to the previous month. Key success factors include consistent POS data integration, adequate process change plan and trial execution, category management and dynamic buffer management. This new approach built a model that promoted effective linkage of the whole distribution chain as one system, reducing the levels of inventory in the system while coping with better product availability at the store level. |
A successful dynamic buffer management implementation with an online fashion retailer in Europe
Gilberto Ciola De Silva |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1855 |
Conference Proceedings |
|
Achieving sustainable competitive advantage at Tecumseh |
2016 |
Leesburg, VA |
With over 1,100 branded chain stores across 38 countries and approximately 8,000 products, JACK & JONES is one of the brands of BESTSELLER, a family-owned clothing and accessories company founded in Denmark in 1975. After getting great results by performing the replenishment of its products with a pull system using DBM (dynamic buffer management) in its own stores, JACK & JONES was chosen to start using the same NeoGrid solution to manage the replenishment of thousands of partners through its worldwide, wholesale stores. Outstanding results came right away, during the first month of trial with partner Zalando: On-shelf-availability jumped from 85% to 95%, potential lost sales moved from 18,8% to 4,4% and sales increased 15,3% compared to the previous month. Key success factors include consistent POS data integration, adequate process change plan and trial execution, category management and dynamic buffer management. This new approach built a model that promoted effective linkage of the whole distribution chain as one system, reducing the levels of inventory in the system while coping with better product availability at the store level. |
A successful dynamic buffer management implementation with an online fashion retailer in Europe
Gilberto Ciola De Silva |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1856 |
Conference Proceedings |
Kohls, Kevin |
Reintroducing CCPM |
2016 |
Leesburg, VA |
In a large organization, one thing is unavoidable – management churn. It may vary from organization to organization, but at GM and other large manufacturing companies, my experience is that occurs every two years. Any new continuous improvement method, including TOC, must come up with methods to overcome management churn. Successful TOC implementation actually reinforces this phenomenon. Internal champions that had success were promoted to other areas, often the non-constraint area. The effort in the original area usually failed as the new leader implemented a different improvement method that s/he was familiar with. A failed effort would cost the champion – reassignment, demotion, or losing their job. TOC has looked hard at marketing the TOC solutions, but it needs to spend just as much or more time overcoming one of the biggest obstacles for long-term success – management churn. |
The ""Bad Luck” TOC Obstacle - Management Churn
Kevin Kohls, Continuous Improvement Director, Rex Materials Group
Kevin Kohls has spent over 30 years improving manufacturing systems, from working in both machining and automotive assembly plants and implementing the Theory of Constraints. His team combined automatic data collection, bottleneck analysis, Lean, and Red X (a statistical methodology similar to Six Sigma) into TIP – the Throughput Improvement Process. As an executive, his teams helped validate the design of new automotive plants using simulation, Throughput Accounting, Lean, and TOC. His efforts have generated billions of dollars of improved profitability in GM and other companies. This work and those of his peers were recognized by INFORMS, which awarded GM with the prestigious Franz Edelman Award for 2005. He has also been given both the Chairman's Honors Award and the Boss Kettering Award for Innovation. As a consultant, he has worked with automotive suppliers, Johnson & Johnson, Magna, Dollar/Thrifty Rental Car, Blue Cross Blue Shield of Michigan, the Detroit Medical Center, Spirit AeroSystems, and many other companies.
Kevin now works as the Continuous Improvement Director at Rex Materials Group in Howell, Michigan, where has significantly improved both their Manufacturing and Project Management process.
Kevin received his undergraduate degree in Electrical Engineering from the General Motors Institute (now Kettering University) and a Master's degree in Electrical Engineering from Purdue University. He has published his first business/comic book, The Conflicted Middle: Lean Accounting and is currently working on his second book, ""Addicted to Hopium” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1857 |
Conference Proceedings |
|
Reintroducing CCPM |
2016 |
Leesburg, VA |
In a large organization, one thing is unavoidable – management churn. It may vary from organization to organization, but at GM and other large manufacturing companies, my experience is that occurs every two years. Any new continuous improvement method, including TOC, must come up with methods to overcome management churn. Successful TOC implementation actually reinforces this phenomenon. Internal champions that had success were promoted to other areas, often the non-constraint area. The effort in the original area usually failed as the new leader implemented a different improvement method that s/he was familiar with. A failed effort would cost the champion – reassignment, demotion, or losing their job. TOC has looked hard at marketing the TOC solutions, but it needs to spend just as much or more time overcoming one of the biggest obstacles for long-term success – management churn. |
The ""Bad Luck” TOC Obstacle - Management Churn
Kevin Kohls, Continuous Improvement Director, Rex Materials Group
Kevin Kohls has spent over 30 years improving manufacturing systems, from working in both machining and automotive assembly plants and implementing the Theory of Constraints. His team combined automatic data collection, bottleneck analysis, Lean, and Red X (a statistical methodology similar to Six Sigma) into TIP – the Throughput Improvement Process. As an executive, his teams helped validate the design of new automotive plants using simulation, Throughput Accounting, Lean, and TOC. His efforts have generated billions of dollars of improved profitability in GM and other companies. This work and those of his peers were recognized by INFORMS, which awarded GM with the prestigious Franz Edelman Award for 2005. He has also been given both the Chairman's Honors Award and the Boss Kettering Award for Innovation. As a consultant, he has worked with automotive suppliers, Johnson & Johnson, Magna, Dollar/Thrifty Rental Car, Blue Cross Blue Shield of Michigan, the Detroit Medical Center, Spirit AeroSystems, and many other companies.
Kevin now works as the Continuous Improvement Director at Rex Materials Group in Howell, Michigan, where has significantly improved both their Manufacturing and Project Management process.
Kevin received his undergraduate degree in Electrical Engineering from the General Motors Institute (now Kettering University) and a Master's degree in Electrical Engineering from Purdue University. He has published his first business/comic book, The Conflicted Middle: Lean Accounting and is currently working on his second book, ""Addicted to Hopium” |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1858 |
Conference Proceedings |
Baptista, Humberto |
Reintroducing CCPM |
2016 |
Leesburg, VA |
There is a major challenge in the world: the accumulated human knowledge grows much faster than the content delivered in the educational system. Coupled with this challenge we observe unmotivated students and trouble in maintaining the costs in control while improving the quality. The result is the progressive decay in educational quality. This has been addressed by TOC for Education, but it has not been able so far to provide replicable, and scalable solutions for education improvement in schools. After a 3-year development we have developed a logistical solution that solves the education core cloud and allows the creation of POOGI in education without extensive training and/or investments. This solution is generic and can be applied to the vast majority of schools. |
TOC for Education: A Logistical Approach
Humberto Baptista
Humberto Baptista - Vectis Solutions CEO, member of the TOCICO Board of Directors, former member of Goldratt Group. Led from VV projects on Consumer Goods and Retail to manufacturing, projects and services, translation (TOC Insights, GWS in CCPM, S&Ts, etc.), taught TOC VV Application Experts and Project Leaders worldwide. Current interests: TOC Principles, Implementations by S&Ts, advanced TOC Finance, TOC Retail, TOC NPO (Government, Health and Education) and TOC4E. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1859 |
Conference Proceedings |
|
Expanding our paradigm about resistance to change |
2016 |
Leesburg, VA |
There is a major challenge in the world: the accumulated human knowledge grows much faster than the content delivered in the educational system. Coupled with this challenge we observe unmotivated students and trouble in maintaining the costs in control while improving the quality. The result is the progressive decay in educational quality. This has been addressed by TOC for Education, but it has not been able so far to provide replicable, and scalable solutions for education improvement in schools. After a 3-year development we have developed a logistical solution that solves the education core cloud and allows the creation of POOGI in education without extensive training and/or investments. This solution is generic and can be applied to the vast majority of schools. |
TOC for Education: A Logistical Approach
Humberto Baptista
Humberto Baptista - Vectis Solutions CEO, member of the TOCICO Board of Directors, former member of Goldratt Group. Led from VV projects on Consumer Goods and Retail to manufacturing, projects and services, translation (TOC Insights, GWS in CCPM, S&Ts, etc.), taught TOC VV Application Experts and Project Leaders worldwide. Current interests: TOC Principles, Implementations by S&Ts, advanced TOC Finance, TOC Retail, TOC NPO (Government, Health and Education) and TOC4E. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1860 |
Conference Proceedings |
Baptista, Humberto |
Expanding our paradigm about resistance to change |
2016 |
Leesburg, VA |
The department that touches all of any organization is Human Resources (HR), but its contribution is quite limited, especially in the aspect of promoting human growth that can be treated and affect the bottom-line results as well as the ""soft” aspects of human development. Based on a real case of full thinking process analysis of a large HR department, we explore the core cloud of HR and how to break it, arriving at a practical solution on how to promote growth and learning with effectiveness in organizations. |
How to Enable True Human Growth Through HR
Humberto Baptista, Vectis Solutions CEO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1861 |
Conference Proceedings |
|
Expanding our paradigm about resistance to change |
2016 |
Leesburg, VA |
The department that touches all of any organization is Human Resources (HR), but its contribution is quite limited, especially in the aspect of promoting human growth that can be treated and affect the bottom-line results as well as the ""soft” aspects of human development. Based on a real case of full thinking process analysis of a large HR department, we explore the core cloud of HR and how to break it, arriving at a practical solution on how to promote growth and learning with effectiveness in organizations. |
How to Enable True Human Growth Through HR
Humberto Baptista, Vectis Solutions CEO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1862 |
Conference Proceedings |
Gilani Lal, Ira |
Faster projects, delivered on-time with CCPM |
2016 |
Leesburg, VA |
An organization faces a cash constraint when it has sufficient orders, but it is unable to deliver on time due to material shortage as vendors refuse to provide more credit. Shortage of cash impacts sales and throughput non-linearly. If not addressed, it can rapidly lead the company into financial distress. This unusual situation calls for quick decision making. It also requires a deep understanding of cash-to-cash cycle time and cash velocity. Often, the conventional metrics and review systems do not provide the right answers swiftly. Most employees, including senior leaders are unable to see the impact of their actions on cash flow. The objective of this workshop is to provide deeper insights to participants through various cash constraint scenarios. This will be done with the help of a case study and computer-based simulation. |
Time n Cash- Quick decision-making in a Cash Constraint situation
Ira Gilani Lal
Ira Gilani Lal has over ten years of experience across Pharmaceuticals, Apparel, Retail, Communications and Technology sectors. Prior to TOC consulting, Ira was a Consultant at Accenture's Corporate Strategy practice. At Accenture, she worked extensively with Indian as well as international clients. Her industry experience includes working for India's biggest pharmaceutical companies, Dr. Reddy's Laboratories and Ranbaxy. Ira is an MBA from IIFT, New Delhi.
Ira is passionate about spreading TOC to a wider audience in India, and has been invited to share her experiences at several industry bodies and institutes. She is a member of the Manufacturing and Industry committee at BCIC (Bangalore Chamber of Industry and Commerce). Ira has also been a co-authoring articles on TOC for India's premier magazine, Outlook Business. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1863 |
Conference Proceedings |
|
Faster projects, delivered on-time with CCPM |
2016 |
Leesburg, VA |
An organization faces a cash constraint when it has sufficient orders, but it is unable to deliver on time due to material shortage as vendors refuse to provide more credit. Shortage of cash impacts sales and throughput non-linearly. If not addressed, it can rapidly lead the company into financial distress. This unusual situation calls for quick decision making. It also requires a deep understanding of cash-to-cash cycle time and cash velocity. Often, the conventional metrics and review systems do not provide the right answers swiftly. Most employees, including senior leaders are unable to see the impact of their actions on cash flow. The objective of this workshop is to provide deeper insights to participants through various cash constraint scenarios. This will be done with the help of a case study and computer-based simulation. |
Time n Cash- Quick decision-making in a Cash Constraint situation
Ira Gilani Lal
Ira Gilani Lal has over ten years of experience across Pharmaceuticals, Apparel, Retail, Communications and Technology sectors. Prior to TOC consulting, Ira was a Consultant at Accenture's Corporate Strategy practice. At Accenture, she worked extensively with Indian as well as international clients. Her industry experience includes working for India's biggest pharmaceutical companies, Dr. Reddy's Laboratories and Ranbaxy. Ira is an MBA from IIFT, New Delhi.
Ira is passionate about spreading TOC to a wider audience in India, and has been invited to share her experiences at several industry bodies and institutes. She is a member of the Manufacturing and Industry committee at BCIC (Bangalore Chamber of Industry and Commerce). Ira has also been a co-authoring articles on TOC for India's premier magazine, Outlook Business. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1864 |
Conference Proceedings |
Warchalowski, Jack |
TLS provides successful sustainability strategies and tactics |
2016 |
Leesburg, VA |
Tecumseh Products Company is renowned for product innovation, customer reliance, and product quality in the air conditioning and refrigeration industry. This case study will explain the overall implementation approach from defining market requirements utilizing demand-driven replenishment methodology, through drum-buffer-rope based manufacturing improvements, to achieving sustainability by utilizing POOGI based buffer management process. In addition, this presentation will demonstrate how the use of an operations scorecard can drive, evaluate and facilitate the process of system management based continuous improvement (CI) utilizing all 3 methodologies - TOC, lean and six sigma. Tecumseh's flow issue reporting based CI process, uses the theory of constraints methodology to identify reasons and plant work centers that most often hinder the production flow. It also utilizes Pareto diagrams to prioritize plant-wide improvement opportunities. Once improvement opportunities are known, lean and six sigma principles and tools are used to deliver better performance. During this session Tecumseh will describe their journey to establish a new, flow issue reporting based, CI approach that resulted in significant profitability improvement. |
Achieving Sustainable Competitive Advantage at Tecumseh
Jack Warchalowski
Jennifer Mcintosh
Jack Warchalowski is the President of CMS Montera Inc. CMS Montera provides management solutions and software to accelerate projects and optimize operations.
Prior to CMS, Jack was the head of operations for the high tech manufacturer, Ernst & Young management consultant, and a project engineer with Babcock & Wilcox.
Jack's business consulting career is focused on growth strategy development and implementation for a variety of manufacturing and engineering clients.
Jack is a Certified Management Consultant and a Professional Engineer registered in Ontario. He holds an MBA degree from the Wilfrid Laurier University and a Bachelor of Applied Science in Mechanical Engineering from the University of Waterloo in Waterloo, Ontario.
In addition, Jack is certified by the TOCICO in all aspects of TOC.
Jennifer Macintosh is the Global Director of Sales, Inventory and OperationPlanning. She is responsible for global finished good inventory and demand planning.
• Jennifer is completing her Bachelors of Science Degree in Global Management. She is also a team leader for Tecumseh's implementation of TOC based Flow Management System globally.
• Jennifer has worked with Tecumseh for 9 years. She was the Supply Chain and Operations Manager for the Canadian operations before being put in the global position. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1865 |
Conference Proceedings |
Mcintosh, Jennifer |
TLS provides successful sustainability strategies and tactics |
2016 |
Leesburg, VA |
Tecumseh Products Company is renowned for product innovation, customer reliance, and product quality in the air conditioning and refrigeration industry. This case study will explain the overall implementation approach from defining market requirements utilizing demand-driven replenishment methodology, through drum-buffer-rope based manufacturing improvements, to achieving sustainability by utilizing POOGI based buffer management process. In addition, this presentation will demonstrate how the use of an operations scorecard can drive, evaluate and facilitate the process of system management based continuous improvement (CI) utilizing all 3 methodologies - TOC, lean and six sigma. Tecumseh's flow issue reporting based CI process, uses the theory of constraints methodology to identify reasons and plant work centers that most often hinder the production flow. It also utilizes Pareto diagrams to prioritize plant-wide improvement opportunities. Once improvement opportunities are known, lean and six sigma principles and tools are used to deliver better performance. During this session Tecumseh will describe their journey to establish a new, flow issue reporting based, CI approach that resulted in significant profitability improvement. |
Achieving Sustainable Competitive Advantage at Tecumseh
Jack Warchalowski
Jennifer Mcintosh
Jack Warchalowski is the President of CMS Montera Inc. CMS Montera provides management solutions and software to accelerate projects and optimize operations.
Prior to CMS, Jack was the head of operations for the high tech manufacturer, Ernst & Young management consultant, and a project engineer with Babcock & Wilcox.
Jack's business consulting career is focused on growth strategy development and implementation for a variety of manufacturing and engineering clients.
Jack is a Certified Management Consultant and a Professional Engineer registered in Ontario. He holds an MBA degree from the Wilfrid Laurier University and a Bachelor of Applied Science in Mechanical Engineering from the University of Waterloo in Waterloo, Ontario.
In addition, Jack is certified by the TOCICO in all aspects of TOC.
Jennifer Macintosh is the Global Director of Sales, Inventory and OperationPlanning. She is responsible for global finished good inventory and demand planning.
• Jennifer is completing her Bachelors of Science Degree in Global Management. She is also a team leader for Tecumseh's implementation of TOC based Flow Management System globally.
• Jennifer has worked with Tecumseh for 9 years. She was the Supply Chain and Operations Manager for the Canadian operations before being put in the global position. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1866 |
Conference Proceedings |
|
TLS provides successful sustainability strategies and tactics |
2016 |
Leesburg, VA |
Tecumseh Products Company is renowned for product innovation, customer reliance, and product quality in the air conditioning and refrigeration industry. This case study will explain the overall implementation approach from defining market requirements utilizing demand-driven replenishment methodology, through drum-buffer-rope based manufacturing improvements, to achieving sustainability by utilizing POOGI based buffer management process. In addition, this presentation will demonstrate how the use of an operations scorecard can drive, evaluate and facilitate the process of system management based continuous improvement (CI) utilizing all 3 methodologies - TOC, lean and six sigma. Tecumseh's flow issue reporting based CI process, uses the theory of constraints methodology to identify reasons and plant work centers that most often hinder the production flow. It also utilizes Pareto diagrams to prioritize plant-wide improvement opportunities. Once improvement opportunities are known, lean and six sigma principles and tools are used to deliver better performance. During this session Tecumseh will describe their journey to establish a new, flow issue reporting based, CI approach that resulted in significant profitability improvement. |
Achieving Sustainable Competitive Advantage at Tecumseh
Jack Warchalowski
Jennifer Mcintosh
Jack Warchalowski is the President of CMS Montera Inc. CMS Montera provides management solutions and software to accelerate projects and optimize operations.
Prior to CMS, Jack was the head of operations for the high tech manufacturer, Ernst & Young management consultant, and a project engineer with Babcock & Wilcox.
Jack's business consulting career is focused on growth strategy development and implementation for a variety of manufacturing and engineering clients.
Jack is a Certified Management Consultant and a Professional Engineer registered in Ontario. He holds an MBA degree from the Wilfrid Laurier University and a Bachelor of Applied Science in Mechanical Engineering from the University of Waterloo in Waterloo, Ontario.
In addition, Jack is certified by the TOCICO in all aspects of TOC.
Jennifer Macintosh is the Global Director of Sales, Inventory and OperationPlanning. She is responsible for global finished good inventory and demand planning.
• Jennifer is completing her Bachelors of Science Degree in Global Management. She is also a team leader for Tecumseh's implementation of TOC based Flow Management System globally.
• Jennifer has worked with Tecumseh for 9 years. She was the Supply Chain and Operations Manager for the Canadian operations before being put in the global position. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1867 |
Conference Proceedings |
Christopher, James |
How to create sustainable TOC business success |
2016 |
Leesburg, VA |
We will explore a maintenance facility which had enjoyed a history of exceptional performance that was falling into a chaotic situation with a negative impact to their on-time delivery of projects. This site had experienced previous success using CCPM methods but over time and for various reasons had moved away from those practices. We will explore why the site had drifted away from CCPM, the ensuing consequences to their performance, and how we redeployed CCPM to this site. We will explore the benefits and challenges of a grassroots approach to deploying CCPM and how we gathered support for the initiative from the grassroots level up through the various levels of management. |
Reintroducing CCPM
James Christopher
Hilbert Robinson |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1868 |
Conference Proceedings |
Robinson, Hilbert |
How to create sustainable TOC business success |
2016 |
Leesburg, VA |
We will explore a maintenance facility which had enjoyed a history of exceptional performance that was falling into a chaotic situation with a negative impact to their on-time delivery of projects. This site had experienced previous success using CCPM methods but over time and for various reasons had moved away from those practices. We will explore why the site had drifted away from CCPM, the ensuing consequences to their performance, and how we redeployed CCPM to this site. We will explore the benefits and challenges of a grassroots approach to deploying CCPM and how we gathered support for the initiative from the grassroots level up through the various levels of management. |
Reintroducing CCPM
James Christopher
Hilbert Robinson |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1869 |
Conference Proceedings |
|
Flow vs. harmony: Our implementation strategy, communication by TP tools first |
2016 |
Leesburg, VA |
We will explore a maintenance facility which had enjoyed a history of exceptional performance that was falling into a chaotic situation with a negative impact to their on-time delivery of projects. This site had experienced previous success using CCPM methods but over time and for various reasons had moved away from those practices. We will explore why the site had drifted away from CCPM, the ensuing consequences to their performance, and how we redeployed CCPM to this site. We will explore the benefits and challenges of a grassroots approach to deploying CCPM and how we gathered support for the initiative from the grassroots level up through the various levels of management. |
Reintroducing CCPM
James Christopher
Hilbert Robinson |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1870 |
Conference Proceedings |
Arevalo, Javier |
Flow vs. harmony: Our implementation strategy, communication by TP tools first |
2016 |
Leesburg, VA |
Sustaining a company's Viable Vision not only requires continuous improvement, but building a process to ensure proper culture and mindset of all its talent. Through the presentation of two cases we will share our proposed general process that a company must develop in order to build the right talent and culture to sustain the Viable Vision results and process to become and be ever-flourishing. As implementations of Viable Visions progress, there is the need to commonly reassess the progress of the implementation plan. Many times, this check does not consider or include the mindset of the management and the company culture as a whole. It is our proposal that in order to sustain Viable Vision results and progress towards properly exploiting and elevating decisive competitive edges (DCEs), companies require to focus on elevating the managerial constraint but in all aspects of the company, which becomes a major challenge to revamp and deconstruct the cultural aspect and the interactions of all its members. This is a key role of top management and human health risk resource (HHRR). In this presentation we would like to use a couple of examples, to highlight two different stages of the process of how a company does become ever-flourishing and how it is a requirement to change its culture. Thus, it must address not only the engines of disharmony as postulated by Eli, but also it must develop a process, which suits its organization to generate the right mindset and incorporate the right people into the right roles, with the right skill set, and the right fundamental core principles. The first example has incredible results and positive changes from the management, but it still needs to complete the cultural change if management wants to sustain and even gain higher levels of performance. The second company has continued an incredible journey of learning and challenging the current paradigms, not problems free, but the lessons soon incorporated into its own program to find, develop and retain the talent that feeds the culture and growth. We will present the general process or structured program recommended for any company that wants to sustain its capability to be ever-flourishing. |
Expanding our Paradigm about Resistance to Change
Javier Arevalo |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1871 |
Conference Proceedings |
Birrell, Matias |
Updated thoughts on buy-in |
2016 |
Leesburg, VA |
Sustaining a company's Viable Vision not only requires continuous improvement, but building a process to ensure proper culture and mindset of all its talent. Through the presentation of two cases we will share our proposed general process that a company must develop in order to build the right talent and culture to sustain the Viable Vision results and process to become and be ever-flourishing. As implementations of Viable Visions progress, there is the need to commonly reassess the progress of the implementation plan. Many times, this check does not consider or include the mindset of the management and the company culture as a whole. It is our proposal that in order to sustain Viable Vision results and progress towards properly exploiting and elevating decisive competitive edges (DCEs), companies require to focus on elevating the managerial constraint but in all aspects of the company, which becomes a major challenge to revamp and deconstruct the cultural aspect and the interactions of all its members. This is a key role of top management and human health risk resource (HHRR). In this presentation we would like to use a couple of examples, to highlight two different stages of the process of how a company does become ever-flourishing and how it is a requirement to change its culture. Thus, it must address not only the engines of disharmony as postulated by Eli, but also it must develop a process, which suits its organization to generate the right mindset and incorporate the right people into the right roles, with the right skill set, and the right fundamental core principles. The first example has incredible results and positive changes from the management, but it still needs to complete the cultural change if management wants to sustain and even gain higher levels of performance. The second company has continued an incredible journey of learning and challenging the current paradigms, not problems free, but the lessons soon incorporated into its own program to find, develop and retain the talent that feeds the culture and growth. We will present the general process or structured program recommended for any company that wants to sustain its capability to be ever-flourishing. |
Expanding our Paradigm about Resistance to Change
Javier Arevalo |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1872 |
Conference Proceedings |
|
Updated thoughts on buy-in |
2016 |
Leesburg, VA |
Sustaining a company's Viable Vision not only requires continuous improvement, but building a process to ensure proper culture and mindset of all its talent. Through the presentation of two cases we will share our proposed general process that a company must develop in order to build the right talent and culture to sustain the Viable Vision results and process to become and be ever-flourishing. As implementations of Viable Visions progress, there is the need to commonly reassess the progress of the implementation plan. Many times, this check does not consider or include the mindset of the management and the company culture as a whole. It is our proposal that in order to sustain Viable Vision results and progress towards properly exploiting and elevating decisive competitive edges (DCEs), companies require to focus on elevating the managerial constraint but in all aspects of the company, which becomes a major challenge to revamp and deconstruct the cultural aspect and the interactions of all its members. This is a key role of top management and human health risk resource (HHRR). In this presentation we would like to use a couple of examples, to highlight two different stages of the process of how a company does become ever-flourishing and how it is a requirement to change its culture. Thus, it must address not only the engines of disharmony as postulated by Eli, but also it must develop a process, which suits its organization to generate the right mindset and incorporate the right people into the right roles, with the right skill set, and the right fundamental core principles. The first example has incredible results and positive changes from the management, but it still needs to complete the cultural change if management wants to sustain and even gain higher levels of performance. The second company has continued an incredible journey of learning and challenging the current paradigms, not problems free, but the lessons soon incorporated into its own program to find, develop and retain the talent that feeds the culture and growth. We will present the general process or structured program recommended for any company that wants to sustain its capability to be ever-flourishing. |
Expanding our Paradigm about Resistance to Change
Javier Arevalo |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1873 |
Conference Proceedings |
Cooper, Joe |
Removing engines of disharmony for people's growth - Sustainable autonomy management with unprecedented performance improvement in TOC way |
2016 |
Leesburg, VA |
Do projects in your organization require frequent firefighting, where due dates are challenged and heroics are necessary to complete projects successfully? Do projects often go from green to red overnight? Is team morale suffering? Could your organization flourish to new heights if this cycle were broken? Through experiential learning, this presentation provides insights into the concepts of critical chain project management (CCPM) which improve project speed, quality, on-time performance, and team morale. Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, CCPM techniques improve project speed, quality, on-time performance, and team morale. Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround. |
Faster projects, delivered on-time with CCPM
Joe Cooper
Joe Cooper is a project, program, and portfolio management consultant at Allegient, LLC in Indianapolis, IN USA. His passion is helping organizations to optimize the speed and reliability of their project delivery and turning this improvement into a strategic competitive advantage.
Joe has given talks on Critical Chain at TOCICO International Conference, PMI Global Congress, PMI Japan Forum, PMI Indonesia Symposium, as well as other local and regional conferences.
Joe earned his PMP in 2003 and is also certified by the Theory of Constraints International Certification Organization (TOCICO) in critical chain project management.
Joe attended graduate school at Oklahoma State University studying Laser Physics and conducting experimental research in medical applications of lasers (tissue coagulation). Joe earned BS degrees in Physics, Mathematics, and Professional Pilot Technology at Indiana State University. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1874 |
Conference Proceedings |
|
Removing engines of disharmony for people's growth - Sustainable autonomy management with unprecedented performance improvement in TOC way |
2016 |
Leesburg, VA |
Do projects in your organization require frequent firefighting, where due dates are challenged and heroics are necessary to complete projects successfully? Do projects often go from green to red overnight? Is team morale suffering? Could your organization flourish to new heights if this cycle were broken? Through experiential learning, this presentation provides insights into the concepts of critical chain project management (CCPM) which improve project speed, quality, on-time performance, and team morale. Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality, excessive project durations, and low team spirit. By addressing these root causes, CCPM techniques improve project speed, quality, on-time performance, and team morale. Several leading global organizations, such as Eli Lilly and IBM, have adopted CCPM solutions to significantly improve their project management results. Another such organization, Mazda Motors, credits CCPM with a recent, major company turnaround. |
Faster projects, delivered on-time with CCPM
Joe Cooper
Joe Cooper is a project, program, and portfolio management consultant at Allegient, LLC in Indianapolis, IN USA. His passion is helping organizations to optimize the speed and reliability of their project delivery and turning this improvement into a strategic competitive advantage.
Joe has given talks on Critical Chain at TOCICO International Conference, PMI Global Congress, PMI Japan Forum, PMI Indonesia Symposium, as well as other local and regional conferences.
Joe earned his PMP in 2003 and is also certified by the Theory of Constraints International Certification Organization (TOCICO) in critical chain project management.
Joe attended graduate school at Oklahoma State University studying Laser Physics and conducting experimental research in medical applications of lasers (tissue coagulation). Joe earned BS degrees in Physics, Mathematics, and Professional Pilot Technology at Indiana State University. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1875 |
Conference Proceedings |
Hudson, John |
Toward sustaining TOC: The importance of changing institutional decision models |
2016 |
Leesburg, VA |
All manufacturing firms face significant challenges to implementing a sustainable process of ongoing improvement. Theory of constraints, lean and six sigma (TLS) offers strategies and tactics that provide breakthrough improvements as well as long-term sustainability. A detailed, successful case study of Colortree Group (CTG) is presented. CTG has delivered smart solutions and quality products to customers in not-for-profit industries, other businesses, and education since 1988. Their niche is where high definition color envelopes, direct marketing materials, digital printing technologies and expertise intersect. Their business practices have placed them at the forefront of environmental stewardship, responsiveness and innovation. They adopted TOC measurements and have continually refined key performance Indicators as changes occurred. |
TLS Provides Successful Sustainability Strategies and Tactics
Case Study by John Hudson and Pat Patterson
President and CEO Pat Patterson is a Jonah and has used this knowledge to help turnaround several companies in a prior life. John Hudson is an Academic Jonah and certified Lean Six Sigma Black Belt who has assisted CTG. Guided by TLS principles and effective leadership, innovative sustainable improvement has become common practice in the organization.John Hudson - is a practical, independent TLS consultant who specializes in focused improvements that are sustained. His experience in a wide range of industries includes teaching, coaching and implementing the principles of the Theory of Constraints, Lean and Six Sigma. He has been certified as a Lean Six Sigma Black Belt by Accenture and Virginia Tech, as an Academic Jonah by the Avraham Y. Goldratt Institute and as a Quality Engineer (CQE) by ASQ.
He earned his Master's degree in Statistics from Virginia Tech and has led public and dedicated workshops and seminars on topics such as TOC, Lean, Six Sigma, Applied Statistics, Statistical Process Control and Project Management.
John is an active member of TOCICO and APICS. He has experience making presentations to university and college seminars and workshops, to the APICS Constraints Management Special Interest Group (SIG), to APICS chapters, to ASQ and to other organizations. He made two presentations at the 2014 TOCICO conference in the Healthcare track.
He is active in his church and enjoys tennis, racquetball, pickleball and guitar. John serves on the Board of Directors of the Epiphany Episcopal School - eesdanville.org/
John is married with four sons and one grandchild.
Pat Patterson is the President and Chief Executive Officer of Colortree Group. He is a Jonah in the TOC business philosophy and has used this knowledge to help turnaround several firms in a prior life. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1876 |
Conference Proceedings |
Patterson, Pat |
Toward sustaining TOC: The importance of changing institutional decision models |
2016 |
Leesburg, VA |
All manufacturing firms face significant challenges to implementing a sustainable process of ongoing improvement. Theory of constraints, lean and six sigma (TLS) offers strategies and tactics that provide breakthrough improvements as well as long-term sustainability. A detailed, successful case study of Colortree Group (CTG) is presented. CTG has delivered smart solutions and quality products to customers in not-for-profit industries, other businesses, and education since 1988. Their niche is where high definition color envelopes, direct marketing materials, digital printing technologies and expertise intersect. Their business practices have placed them at the forefront of environmental stewardship, responsiveness and innovation. They adopted TOC measurements and have continually refined key performance Indicators as changes occurred. |
TLS Provides Successful Sustainability Strategies and Tactics
Case Study by John Hudson and Pat Patterson
President and CEO Pat Patterson is a Jonah and has used this knowledge to help turnaround several companies in a prior life. John Hudson is an Academic Jonah and certified Lean Six Sigma Black Belt who has assisted CTG. Guided by TLS principles and effective leadership, innovative sustainable improvement has become common practice in the organization.John Hudson - is a practical, independent TLS consultant who specializes in focused improvements that are sustained. His experience in a wide range of industries includes teaching, coaching and implementing the principles of the Theory of Constraints, Lean and Six Sigma. He has been certified as a Lean Six Sigma Black Belt by Accenture and Virginia Tech, as an Academic Jonah by the Avraham Y. Goldratt Institute and as a Quality Engineer (CQE) by ASQ.
He earned his Master's degree in Statistics from Virginia Tech and has led public and dedicated workshops and seminars on topics such as TOC, Lean, Six Sigma, Applied Statistics, Statistical Process Control and Project Management.
John is an active member of TOCICO and APICS. He has experience making presentations to university and college seminars and workshops, to the APICS Constraints Management Special Interest Group (SIG), to APICS chapters, to ASQ and to other organizations. He made two presentations at the 2014 TOCICO conference in the Healthcare track.
He is active in his church and enjoys tennis, racquetball, pickleball and guitar. John serves on the Board of Directors of the Epiphany Episcopal School - eesdanville.org/
John is married with four sons and one grandchild.
Pat Patterson is the President and Chief Executive Officer of Colortree Group. He is a Jonah in the TOC business philosophy and has used this knowledge to help turnaround several firms in a prior life. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1877 |
Conference Proceedings |
|
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress |
2016 |
Leesburg, VA |
All manufacturing firms face significant challenges to implementing a sustainable process of ongoing improvement. Theory of constraints, lean and six sigma (TLS) offers strategies and tactics that provide breakthrough improvements as well as long-term sustainability. A detailed, successful case study of Colortree Group (CTG) is presented. CTG has delivered smart solutions and quality products to customers in not-for-profit industries, other businesses, and education since 1988. Their niche is where high definition color envelopes, direct marketing materials, digital printing technologies and expertise intersect. Their business practices have placed them at the forefront of environmental stewardship, responsiveness and innovation. They adopted TOC measurements and have continually refined key performance Indicators as changes occurred. |
TLS Provides Successful Sustainability Strategies and Tactics
Case Study by John Hudson and Pat Patterson
President and CEO Pat Patterson is a Jonah and has used this knowledge to help turnaround several companies in a prior life. John Hudson is an Academic Jonah and certified Lean Six Sigma Black Belt who has assisted CTG. Guided by TLS principles and effective leadership, innovative sustainable improvement has become common practice in the organization.John Hudson - is a practical, independent TLS consultant who specializes in focused improvements that are sustained. His experience in a wide range of industries includes teaching, coaching and implementing the principles of the Theory of Constraints, Lean and Six Sigma. He has been certified as a Lean Six Sigma Black Belt by Accenture and Virginia Tech, as an Academic Jonah by the Avraham Y. Goldratt Institute and as a Quality Engineer (CQE) by ASQ.
He earned his Master's degree in Statistics from Virginia Tech and has led public and dedicated workshops and seminars on topics such as TOC, Lean, Six Sigma, Applied Statistics, Statistical Process Control and Project Management.
John is an active member of TOCICO and APICS. He has experience making presentations to university and college seminars and workshops, to the APICS Constraints Management Special Interest Group (SIG), to APICS chapters, to ASQ and to other organizations. He made two presentations at the 2014 TOCICO conference in the Healthcare track.
He is active in his church and enjoys tennis, racquetball, pickleball and guitar. John serves on the Board of Directors of the Epiphany Episcopal School - eesdanville.org/
John is married with four sons and one grandchild.
Pat Patterson is the President and Chief Executive Officer of Colortree Group. He is a Jonah in the TOC business philosophy and has used this knowledge to help turnaround several firms in a prior life. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1878 |
Conference Proceedings |
Koehler, John |
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress |
2016 |
Leesburg, VA |
TOC, despite its obvious power, has not permeated and supplanted traditional business practices over the last thirty years of growing TOC knowledge. Why not? Conventional TOC was missing a few components which I have found and implemented in my version of TOC which I call, Nu-Business, which fuses principles learned in “The Goal,” “It's Not Luck,” and “Critical Chain” into a cohesive business cycle that provides a process by which to create sustainable TOC driven growth of any business. My original objective was to develop a TOC approach to improve entrepreneurial efforts. Conventional business startups have a dismal success record, are prohibitively expensive, and are very slow to achieve profitability. This business model crushes these barriers, and is applicable for continual management of all businesses to achieve sustained exponential growth and success. This presentation will outline the entire process and present all the new underlying concepts. Nu-Business has been applied only to my own start-up, which has experienced plenty of thorns to impede advancement, and has demonstrated exceptional power to date coping with these setbacks. It needs TOC practitioners to evaluate and start trying out these principles in myriad businesses. |
How to create sustainable TOC business success
John Koehler-CEO, Eagle Cliffs Distillery
John Koehler is CEO of Eagle Cliffs Distillery, which produces the best potato vodka west of the Mississippi. He has been a practicing Jonah for about 19 years. He began studying TOC at Washington State University in about 1990 and has dedicated over twenty years to the endeavor of developing a superior approach to entrepreneurship based upon TOC. Eagle Cliffs Distillery is the second business he has started in order to apply and test his ideas. His first business was an unqualified success by SBA standards, but not by his. In the last four years all of his insights have coalesced into a comprehensive business model, Nu-Business.
He holds a BSME and was a licensed professional engineer who spent about 25 years designing custom production machinery for about every industry in the US, becoming in the process an incidental expert in manufacturing practices. His customer list includes Nike, Hewlett Packard, Intel, Boeing, Dodge, and Weyerhaeuser. He returned to college late in life to pursue a Masters Degree in Engineering Management, where he was fortunate enough to have Dr. James Holt as an instructor, who declared he would teach the correct way to approach business economics (TOC) and let the class read the text if they wanted to learn the incorrect approach. Health issues have slowed his latest business venture, but he is still working to prove his TOC insights. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1879 |
Conference Proceedings |
|
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress |
2016 |
Leesburg, VA |
TOC, despite its obvious power, has not permeated and supplanted traditional business practices over the last thirty years of growing TOC knowledge. Why not? Conventional TOC was missing a few components which I have found and implemented in my version of TOC which I call, Nu-Business, which fuses principles learned in “The Goal,” “It's Not Luck,” and “Critical Chain” into a cohesive business cycle that provides a process by which to create sustainable TOC driven growth of any business. My original objective was to develop a TOC approach to improve entrepreneurial efforts. Conventional business startups have a dismal success record, are prohibitively expensive, and are very slow to achieve profitability. This business model crushes these barriers, and is applicable for continual management of all businesses to achieve sustained exponential growth and success. This presentation will outline the entire process and present all the new underlying concepts. Nu-Business has been applied only to my own start-up, which has experienced plenty of thorns to impede advancement, and has demonstrated exceptional power to date coping with these setbacks. It needs TOC practitioners to evaluate and start trying out these principles in myriad businesses. |
How to create sustainable TOC business success
John Koehler-CEO, Eagle Cliffs Distillery
John Koehler is CEO of Eagle Cliffs Distillery, which produces the best potato vodka west of the Mississippi. He has been a practicing Jonah for about 19 years. He began studying TOC at Washington State University in about 1990 and has dedicated over twenty years to the endeavor of developing a superior approach to entrepreneurship based upon TOC. Eagle Cliffs Distillery is the second business he has started in order to apply and test his ideas. His first business was an unqualified success by SBA standards, but not by his. In the last four years all of his insights have coalesced into a comprehensive business model, Nu-Business.
He holds a BSME and was a licensed professional engineer who spent about 25 years designing custom production machinery for about every industry in the US, becoming in the process an incidental expert in manufacturing practices. His customer list includes Nike, Hewlett Packard, Intel, Boeing, Dodge, and Weyerhaeuser. He returned to college late in life to pursue a Masters Degree in Engineering Management, where he was fortunate enough to have Dr. James Holt as an instructor, who declared he would teach the correct way to approach business economics (TOC) and let the class read the text if they wanted to learn the incorrect approach. Health issues have slowed his latest business venture, but he is still working to prove his TOC insights. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1880 |
Conference Proceedings |
Watanabe, Kaoru |
How agile CCPM enables us to successfully complete challenging projects for major upgrades of existing software products, and maintain 100% DDP for year |
2016 |
Leesburg, VA |
A good flow of operations will realize the harmony of the organization. On the other hand, harmony is a condition to realize meaningful changes. In order to start and realize meaningful changes, we have to communicate, collaborate, and support each other. “Flow is a condition to realize harmony” and “harmony is a condition to realize flow”. This relation is equivalent to the relation between the TOC green curve and red curve. Hitachi found that a successful candidate for an injection is to communication using thinking processes (TP) tools and use a work in progress board. Based on this idea, Hitachi changed its implementation strategy from “implement flow application first” to “implement communication using TP tools and a work in progress board first'. The new strategy brought immediate success. Most teams started to utilize the TOC communication tools, without material resistance, and started using the five focusing steps. Now Hitachi realized significant implementation speed without increasing its implementation staff and started its process of on-going improvement (POOGI) based on TOC in all aspects of business operations including production, design, R and D, projects, marketing and sales, new business planning, information technology and administration. This case study shares the ideas of flow versus harmony, a new implementation strategy with detailed programs, and actual cases / projects with lessons learned. |
Flow vs. Harmony. Our implementation strategy, Communication by TP tools first.
Kaoru Watanabe
Kaoru Watanabe - General Manager, Ex-Approach Department, IT Service Division, Hitachi Ltd. (http://www.hitachi.com/)
Kaoru, joined Hitachi in 2005, has 30+ years experience in Electronics and IT service industry including 15+ years experience as Business Consultant. His consulting service focuses to secure and increase ROI of Information Systems especially Business Application Software. He serves to various industry including financial service, manufacturing, retail and public sector.
He initiated, and has been leading the development of the new methodology ""Ex-Approach” which is the comprehensive Body of Knowledge for requirement definition and design process of Business Applications, and leads / participates 50+ consulting engagement utilizing this new methodology. ""Ex-Approach” contributes significant new business opportunities, and many projects / teams supported by ""Ex-Approach” are awarded frequently.
Recently, He sifts his focus to more TOC. In 2013, He initiated 2 CCPM POC and 10+ TOC learning groups in various Business Units. Now, he and his team support more than 100 teams POOGI based on TOC knowledge.
Bachelor of Science (Physics). TOC-ICO Jonah (TP).
Speaking Experience
20+ various speeches concerning ""Software Engineering”, ""Experience Design” and ""TOC” annually, at private seminars held by Hitachi. Every seminar invites 20 to 200 executives and managers including CIO. 2+ speeches concerning ""Software Engineering” annually, at academic conference, industry group and graduate school.
Published Work
5 papers concerning ""Software Engineering” / IEEE, IPSJ and others. (2009-2013) |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1881 |
Conference Proceedings |
|
How agile CCPM enables us to successfully complete challenging projects for major upgrades of existing software products, and maintain 100% DDP for year |
2016 |
Leesburg, VA |
A good flow of operations will realize the harmony of the organization. On the other hand, harmony is a condition to realize meaningful changes. In order to start and realize meaningful changes, we have to communicate, collaborate, and support each other. “Flow is a condition to realize harmony” and “harmony is a condition to realize flow”. This relation is equivalent to the relation between the TOC green curve and red curve. Hitachi found that a successful candidate for an injection is to communication using thinking processes (TP) tools and use a work in progress board. Based on this idea, Hitachi changed its implementation strategy from “implement flow application first” to “implement communication using TP tools and a work in progress board first'. The new strategy brought immediate success. Most teams started to utilize the TOC communication tools, without material resistance, and started using the five focusing steps. Now Hitachi realized significant implementation speed without increasing its implementation staff and started its process of on-going improvement (POOGI) based on TOC in all aspects of business operations including production, design, R and D, projects, marketing and sales, new business planning, information technology and administration. This case study shares the ideas of flow versus harmony, a new implementation strategy with detailed programs, and actual cases / projects with lessons learned. |
Flow vs. Harmony. Our implementation strategy, Communication by TP tools first.
Kaoru Watanabe
Kaoru Watanabe - General Manager, Ex-Approach Department, IT Service Division, Hitachi Ltd. (http://www.hitachi.com/)
Kaoru, joined Hitachi in 2005, has 30+ years experience in Electronics and IT service industry including 15+ years experience as Business Consultant. His consulting service focuses to secure and increase ROI of Information Systems especially Business Application Software. He serves to various industry including financial service, manufacturing, retail and public sector.
He initiated, and has been leading the development of the new methodology ""Ex-Approach” which is the comprehensive Body of Knowledge for requirement definition and design process of Business Applications, and leads / participates 50+ consulting engagement utilizing this new methodology. ""Ex-Approach” contributes significant new business opportunities, and many projects / teams supported by ""Ex-Approach” are awarded frequently.
Recently, He sifts his focus to more TOC. In 2013, He initiated 2 CCPM POC and 10+ TOC learning groups in various Business Units. Now, he and his team support more than 100 teams POOGI based on TOC knowledge.
Bachelor of Science (Physics). TOC-ICO Jonah (TP).
Speaking Experience
20+ various speeches concerning ""Software Engineering”, ""Experience Design” and ""TOC” annually, at private seminars held by Hitachi. Every seminar invites 20 to 200 executives and managers including CIO. 2+ speeches concerning ""Software Engineering” annually, at academic conference, industry group and graduate school.
Published Work
5 papers concerning ""Software Engineering” / IEEE, IPSJ and others. (2009-2013) |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1882 |
Conference Proceedings |
Austin, Kathy |
Opening keynote - Eight fundamentals for scaling and sustaining a TOC effort across state government |
2016 |
Leesburg, VA |
This presentation originally built on the session in South Africa. It all started with an audience member in Cape Town (2015 TOCICO conference) who asked, “How does this work with S-TP (Simplified Thinking Processes)?” Various individuals' viewpoints were discussed. “Anyone who thinks we can overcome emotional resistance with logic was probably never married. We can only overcome emotion with a stronger emotion” (Eli Goldratt, What is this thing called Theory of Constraints, 1990). Alan Barnard's presentation, “Why GOOD People make and often repeat BAD decisions…” (Day 2, TOCICO 2016 conference): – Any improvement is a change. Any change is a perceived threat to security. Any threat to security gives rise to emotional resistance. Emotional resistance can only be overcome by a stronger emotion. There are two emotions that can be STRONGER than the … fears that cause resistance to change. The negative emotion –the fear of PAIN and/or SHAME of doing nothing. The positive emotion– the PLEASURE and PRIDE of inventing (or being part of inventing) a Win-Win solution. Other viewpoints are also presented and discussed and conclusions are presented. |
Transforming You into a Buy-In Champ - Part 2: Incorporating CMC & S-TP
Kathy Austin is Chief Strategist at Focused Profit Strategies, LLC based in the Atlanta Georgia area, USA. Board Member TOCICO.
She and Gerry Kendall co-authored Advanced Multi-Project Management in 2012. In 1997, Kathy and Ted Hutchin co-authored Why It's Not Luck. Kathy became a Jonah in 1989 and a Jonah's Jonah in 1991.
For the past 25 years, since leaving the US Air Force, she has worked large and small Theory of Constrants-related implementations, both commercial and military, in the US and internationally in Production, Project Management, Supply Chain, Strategy, and Management Skills. Kathy is certified in all areas of the Theory of Constraints (TOC) Body of Knowledge (BOK) and has been a member of TOCICO since the first meeting in Atlanta. She is currently serving on the TOC-ICO Board of Directors.
Additionally, she has developed and taught multiple basic, expert, and licensee courses across the entire TOC BOK. Kathy is past vice-chair of the APICS CM-SIG and co-authored/edited (with Jim Cox) the APICS TOC series. She is also an ISCEA Certified Critical Chain Project Manager. In the past, Kathy has held various positions with the Avraham Y. Goldratt Institute (AGI) and has been Principal, APT Concepts as well as Director of Operations Continuous Improvement for Delta Air Lines, Inc. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1883 |
Conference Proceedings |
|
Opening keynote - Eight fundamentals for scaling and sustaining a TOC effort across state government |
2016 |
Leesburg, VA |
This presentation originally built on the session in South Africa. It all started with an audience member in Cape Town (2015 TOCICO conference) who asked, “How does this work with S-TP (Simplified Thinking Processes)?” Various individuals' viewpoints were discussed. “Anyone who thinks we can overcome emotional resistance with logic was probably never married. We can only overcome emotion with a stronger emotion” (Eli Goldratt, What is this thing called Theory of Constraints, 1990). Alan Barnard's presentation, “Why GOOD People make and often repeat BAD decisions…” (Day 2, TOCICO 2016 conference): – Any improvement is a change. Any change is a perceived threat to security. Any threat to security gives rise to emotional resistance. Emotional resistance can only be overcome by a stronger emotion. There are two emotions that can be STRONGER than the … fears that cause resistance to change. The negative emotion –the fear of PAIN and/or SHAME of doing nothing. The positive emotion– the PLEASURE and PRIDE of inventing (or being part of inventing) a Win-Win solution. Other viewpoints are also presented and discussed and conclusions are presented. |
Transforming You into a Buy-In Champ - Part 2: Incorporating CMC & S-TP
Kathy Austin is Chief Strategist at Focused Profit Strategies, LLC based in the Atlanta Georgia area, USA. Board Member TOCICO.
She and Gerry Kendall co-authored Advanced Multi-Project Management in 2012. In 1997, Kathy and Ted Hutchin co-authored Why It's Not Luck. Kathy became a Jonah in 1989 and a Jonah's Jonah in 1991.
For the past 25 years, since leaving the US Air Force, she has worked large and small Theory of Constrants-related implementations, both commercial and military, in the US and internationally in Production, Project Management, Supply Chain, Strategy, and Management Skills. Kathy is certified in all areas of the Theory of Constraints (TOC) Body of Knowledge (BOK) and has been a member of TOCICO since the first meeting in Atlanta. She is currently serving on the TOC-ICO Board of Directors.
Additionally, she has developed and taught multiple basic, expert, and licensee courses across the entire TOC BOK. Kathy is past vice-chair of the APICS CM-SIG and co-authored/edited (with Jim Cox) the APICS TOC series. She is also an ISCEA Certified Critical Chain Project Manager. In the past, Kathy has held various positions with the Avraham Y. Goldratt Institute (AGI) and has been Principal, APT Concepts as well as Director of Operations Continuous Improvement for Delta Air Lines, Inc. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1884 |
Conference Proceedings |
Ozeki, Katsumi |
The pillars of TOC: Driving quantum improvement for aerospace giants; part 1: Boeing inherent simplicity for inherent complexity at Boeing |
2016 |
Leesburg, VA |
The demands on the production Gemba of Japan become more and more severe to survive the global competition. The Gemba personnel work on cost reduction, and various initiatives such as Gemba Kaizen, inventory reduction, productivity improvement, and quality improvement activities. Also, the duties of Gemba leaders include managing production members which consisted of wide generations, and to deliver results under such a busy environment. Additionally, Gembas must deal with day-to-day problems because Gemba is filled with uncertainties. Leaders feel huge pressures to overcome bad performance. Leaders have started many improvements, but those efforts were restricted to diminishing returns. A manager defined the core problem which caused the engine of disharmony in the organization. The manager decided to share a global picture as an injection to understand a meaning of the work for all with ""What for"", ""How”, and ""Because of"". Thus, Gemba's motivation and collaboration rose even without instructions from the Gemba. Gembas produce product priorities autonomously, therefore holistic management was established. As a result, productivity was doubled, and overtime work was decreased sharply including holiday work. In addition, the results won the highest award in the Japan TQM meeting in 2015. |
Removing engines of disharmony for people's growth- Sustainable Autonomy Management with unprecedented performance improvement in TOC way
Katsumi Ozeki
Katsumi Ozeki, Partner of Goldratt consulting. Ex-General Manager at Sony HQ Production Strategy Office, Ex-President at Sony Ericsson Beijing Plant. Served as many overseas plant manager and/or president of local subsidiary in Mexico, UK and China. The contribution in the U.K. reached the edge of Princess Anne, and he was invited to the private residence of Windsor Castle as the first Japanese. In 2008, I have shared the philosophy of Yuji Kishira, CEO Goldratt Consulting Japan, which is ""Reform the Japanese manufacturing by Holistic management”. He received a high praise from Dr. Goldratt as a top expert of TOC by continuous remarkable achievements in a very short period of time, such as the implementation of TOC in Omron Healthcare. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1885 |
Conference Proceedings |
|
The pillars of TOC: Driving quantum improvement for aerospace giants; part 1: Boeing inherent simplicity for inherent complexity at Boeing |
2016 |
Leesburg, VA |
The demands on the production Gemba of Japan become more and more severe to survive the global competition. The Gemba personnel work on cost reduction, and various initiatives such as Gemba Kaizen, inventory reduction, productivity improvement, and quality improvement activities. Also, the duties of Gemba leaders include managing production members which consisted of wide generations, and to deliver results under such a busy environment. Additionally, Gembas must deal with day-to-day problems because Gemba is filled with uncertainties. Leaders feel huge pressures to overcome bad performance. Leaders have started many improvements, but those efforts were restricted to diminishing returns. A manager defined the core problem which caused the engine of disharmony in the organization. The manager decided to share a global picture as an injection to understand a meaning of the work for all with ""What for"", ""How”, and ""Because of"". Thus, Gemba's motivation and collaboration rose even without instructions from the Gemba. Gembas produce product priorities autonomously, therefore holistic management was established. As a result, productivity was doubled, and overtime work was decreased sharply including holiday work. In addition, the results won the highest award in the Japan TQM meeting in 2015. |
Removing engines of disharmony for people's growth- Sustainable Autonomy Management with unprecedented performance improvement in TOC way
Katsumi Ozeki
Katsumi Ozeki, Partner of Goldratt consulting. Ex-General Manager at Sony HQ Production Strategy Office, Ex-President at Sony Ericsson Beijing Plant. Served as many overseas plant manager and/or president of local subsidiary in Mexico, UK and China. The contribution in the U.K. reached the edge of Princess Anne, and he was invited to the private residence of Windsor Castle as the first Japanese. In 2008, I have shared the philosophy of Yuji Kishira, CEO Goldratt Consulting Japan, which is ""Reform the Japanese manufacturing by Holistic management”. He received a high praise from Dr. Goldratt as a top expert of TOC by continuous remarkable achievements in a very short period of time, such as the implementation of TOC in Omron Healthcare. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1886 |
Conference Proceedings |
Fox, Kevin |
The pillars of TOC: Driving quantum improvement for aerospace giants; Part 2: Alaska Airlines never say i know Alaska Airlines' drive to be better than best |
2016 |
Leesburg, VA |
The challenge of sustaining TOC in organizations is well known and a source of much frustration within the community. This presentation addresses that issue through the perspective of the roadmaps people use to make decisions in organizations, and how the prevailing maps confound the spread and sustainability of TOC. The insights, processes, and logic of TOC present rather different strategies for making many mission-critical decisions in organizations— budgeting, pricing, supply chain/ operations management, performance measurement, and strategy to name a few. The TOC methods don't just enhance or modify existing models, they often unseat them entirely, creating obstacles at the most fundamental level--the underlying methods of decision making. A sustained change to TOC requires a change not just in the decisions companies make, but a deeper change in the underlying models people use to arrive at those decisions. Until the fundamental “maps” people use to reach critical decisions have changed, people, and organizations, will find it very difficult to maintain and expand on the potential of TOC. Using illustrations from a broad range of fields and applications, this talk explores how understanding the role of decision models can help in spreading and sustaining TOC. |
Toward Sustaining TOC: The Importance of Changing Institutional Decision Models
Kevin Fox
Kevin Fox is a founding member of Viable Vision, serving as Managing Partner for the last 8 years. His passion is assisting leaders in finding and capitalizing on the underlying simplicity obscured by the apparent complexity of managing organizations. This passion was ignited 30 years ago and fostered by his years of close association with Eli Goldratt and Robert Fox in the Theory of Constraints.
As a consultant he has helped leaders across a wide array of manufacturing industries, and service sectors, including government and healthcare, utilizing TOC principles, to create dramatic improvements in performance. Among his most visible successes are:
• Helping G.D. Searle to break critical bottlenecks in the development of Celebrex, contributing to what became the most successful drug launch in history
•
• Assisting the leadership of First Solar in acquiring and applying the principles of TOC which have been integral to the company's transformation into a world leader in solar energy
•
• Collaborating with leaders to design and prove a model that is now being applied to improve the quality, speed, and efficiency of all facets of Utah's state government
He understands that sustainable change must be directed and led by the organization's management. As a result, his role as a consultant is to help leaders identify the root causes of their problems and develop solutions that enable them to generate rapid, large and lasting improvement. TOC's logical thinking tools and robust applications are uniquely suited to facilitating such transformations, and have been central to Kevin's success in helping organizations.
Kevin is the author of Aligned & Engaged: Hidden Keys for Turning Teamwork to Profit, a collection of some of the most powerful practices he has learned over the past 30 years, and one of the most accessible books for leaders seeking to develop their ability to achieve rapid improvement in their organization. He is a frequent speaker at professional societies and recognized as a leader in the TOC community. He is a graduate of Yale University, and resides in VA with his wife and three boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1887 |
Conference Proceedings |
|
The pillars of TOC: Driving quantum improvement for aerospace giants; Part 2: Alaska Airlines never say i know Alaska Airlines' drive to be better than best |
2016 |
Leesburg, VA |
The challenge of sustaining TOC in organizations is well known and a source of much frustration within the community. This presentation addresses that issue through the perspective of the roadmaps people use to make decisions in organizations, and how the prevailing maps confound the spread and sustainability of TOC. The insights, processes, and logic of TOC present rather different strategies for making many mission-critical decisions in organizations— budgeting, pricing, supply chain/ operations management, performance measurement, and strategy to name a few. The TOC methods don't just enhance or modify existing models, they often unseat them entirely, creating obstacles at the most fundamental level--the underlying methods of decision making. A sustained change to TOC requires a change not just in the decisions companies make, but a deeper change in the underlying models people use to arrive at those decisions. Until the fundamental “maps” people use to reach critical decisions have changed, people, and organizations, will find it very difficult to maintain and expand on the potential of TOC. Using illustrations from a broad range of fields and applications, this talk explores how understanding the role of decision models can help in spreading and sustaining TOC. |
Toward Sustaining TOC: The Importance of Changing Institutional Decision Models
Kevin Fox
Kevin Fox is a founding member of Viable Vision, serving as Managing Partner for the last 8 years. His passion is assisting leaders in finding and capitalizing on the underlying simplicity obscured by the apparent complexity of managing organizations. This passion was ignited 30 years ago and fostered by his years of close association with Eli Goldratt and Robert Fox in the Theory of Constraints.
As a consultant he has helped leaders across a wide array of manufacturing industries, and service sectors, including government and healthcare, utilizing TOC principles, to create dramatic improvements in performance. Among his most visible successes are:
• Helping G.D. Searle to break critical bottlenecks in the development of Celebrex, contributing to what became the most successful drug launch in history
•
• Assisting the leadership of First Solar in acquiring and applying the principles of TOC which have been integral to the company's transformation into a world leader in solar energy
•
• Collaborating with leaders to design and prove a model that is now being applied to improve the quality, speed, and efficiency of all facets of Utah's state government
He understands that sustainable change must be directed and led by the organization's management. As a result, his role as a consultant is to help leaders identify the root causes of their problems and develop solutions that enable them to generate rapid, large and lasting improvement. TOC's logical thinking tools and robust applications are uniquely suited to facilitating such transformations, and have been central to Kevin's success in helping organizations.
Kevin is the author of Aligned & Engaged: Hidden Keys for Turning Teamwork to Profit, a collection of some of the most powerful practices he has learned over the past 30 years, and one of the most accessible books for leaders seeking to develop their ability to achieve rapid improvement in their organization. He is a frequent speaker at professional societies and recognized as a leader in the TOC community. He is a graduate of Yale University, and resides in VA with his wife and three boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1888 |
Conference Proceedings |
van der Zel, Kobus |
Whats new in demand driven? |
2016 |
Leesburg, VA |
Late in 2014 when Swisher Hygiene's Nasdaq share price dropped below $2 for the first time ever, the company had cash for only three months of operations. Using TOC demand-pull with some lean techniques we showed Swisher how to access more than $7 million in cash from under their own mattress. To access the cash on a sustainable basis, the knowledge and frustration levels of the Swisher people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 1,200 people operating in five manufacturing and more than 70 distribution locations coast-to-coast. By Q2 2015 (5 months into the project), Swisher reported cash positive financials for the first time since listing in 2010. Swisher was originally acquired by legendary industry roll-up veterans Wayne Huizenga and Steve Berrard who did successful roll-ups with Blockbuster Video, Waste Management and AutoNation. Yellow and orange belts were awarded at a special ceremony in November 2015 to many of the Swisher people who dedicated themselves to their personal development. The cash positive Q2 result enabled Swisher to be sold to their competitor and industry giant, Ecolab in late 2015. |
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress
Kobus van der Zel
Seamus Daley |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1889 |
Conference Proceedings |
Daley, Seamus |
Whats new in demand driven? |
2016 |
Leesburg, VA |
Late in 2014 when Swisher Hygiene's Nasdaq share price dropped below $2 for the first time ever, the company had cash for only three months of operations. Using TOC demand-pull with some lean techniques we showed Swisher how to access more than $7 million in cash from under their own mattress. To access the cash on a sustainable basis, the knowledge and frustration levels of the Swisher people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 1,200 people operating in five manufacturing and more than 70 distribution locations coast-to-coast. By Q2 2015 (5 months into the project), Swisher reported cash positive financials for the first time since listing in 2010. Swisher was originally acquired by legendary industry roll-up veterans Wayne Huizenga and Steve Berrard who did successful roll-ups with Blockbuster Video, Waste Management and AutoNation. Yellow and orange belts were awarded at a special ceremony in November 2015 to many of the Swisher people who dedicated themselves to their personal development. The cash positive Q2 result enabled Swisher to be sold to their competitor and industry giant, Ecolab in late 2015. |
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress
Kobus van der Zel
Seamus Daley |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1890 |
Conference Proceedings |
|
Managing under uncertainty in the TOC way |
2016 |
Leesburg, VA |
Late in 2014 when Swisher Hygiene's Nasdaq share price dropped below $2 for the first time ever, the company had cash for only three months of operations. Using TOC demand-pull with some lean techniques we showed Swisher how to access more than $7 million in cash from under their own mattress. To access the cash on a sustainable basis, the knowledge and frustration levels of the Swisher people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 1,200 people operating in five manufacturing and more than 70 distribution locations coast-to-coast. By Q2 2015 (5 months into the project), Swisher reported cash positive financials for the first time since listing in 2010. Swisher was originally acquired by legendary industry roll-up veterans Wayne Huizenga and Steve Berrard who did successful roll-ups with Blockbuster Video, Waste Management and AutoNation. Yellow and orange belts were awarded at a special ceremony in November 2015 to many of the Swisher people who dedicated themselves to their personal development. The cash positive Q2 result enabled Swisher to be sold to their competitor and industry giant, Ecolab in late 2015. |
TOC rescues Swisher Hygiene (Nasdaq: SWSH) with cash from under their own mattress
Kobus van der Zel
Seamus Daley |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1891 |
Conference Proceedings |
Ujigawa, Koichi |
Managing under uncertainty in the TOC way |
2016 |
Leesburg, VA |
“Agile CCPM” is an enhancement of the current TOC knowledge in the area of critical chain project management, employing a modified network construction process and buffer management method for software development. All of the benefits and attributes of CCPM are maintained while building in the adaptability, responsiveness and autonomy of some of the practices adopted by agile. None of the fundamental rules or benefits of CCPM are sacrificed. For this reason, the application enhancement is truly CCPM. It is agile, not in the sense that it is a hybridization of Agile and CCPM, but in the sense that it makes standard CCPM more adaptable to change. Other ways to describe this method could be “responsive”, “adaptive”, or “flexible” CCPM. But for clarity and concept recognition across the software development community, we have titled this method “Agile CCPM”. |
How Agile CCPM Enables us to Successfully complete challenging Projects for Major Upgrades of Existing Software Products, and Maintain 100% DDP for Years
Koichi Ujigawa, Being Co., Ltd
Koichi Ujigawa is currently leading a software engineering div. at Being Co., Ltd. to develop TOC solutions that help both TOC consultants and end users implement TOC at the end users' site.
In 1993, joined IHI Corporation in Japan and worked for the shipbuilding division for about 14 years. Engaged in software development for various in-house computer systems, such as a Material Control System, Advanced Planning System, CAD for hull structure, etc.
Involved in various systems' projects for the company, and contributed with strong commitment to successful implementation of Kaizen activities, including productivity improvement of knowledge workers and introduction of TPS (Toyota Production System) to Gemba (manufacturing workplace).
During the course of such activities and continuous efforts on Kaizen, encountered TOC in 2001, then was challenged to make various POOGI plans based on the Thinking Process, implementing both DBR for production lines and CCPM for the shipbuilding design department.
As the consequence of the continuing pursuit of TOC, joined Being Co., Ltd. in 2007.
As new knowledge, provided presentations of ""Agile CCPM” at 2012 – 2014 TOCICO conferences. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1892 |
Conference Proceedings |
|
TOC for government full-day workshop |
2016 |
Leesburg, VA |
“Agile CCPM” is an enhancement of the current TOC knowledge in the area of critical chain project management, employing a modified network construction process and buffer management method for software development. All of the benefits and attributes of CCPM are maintained while building in the adaptability, responsiveness and autonomy of some of the practices adopted by agile. None of the fundamental rules or benefits of CCPM are sacrificed. For this reason, the application enhancement is truly CCPM. It is agile, not in the sense that it is a hybridization of Agile and CCPM, but in the sense that it makes standard CCPM more adaptable to change. Other ways to describe this method could be “responsive”, “adaptive”, or “flexible” CCPM. But for clarity and concept recognition across the software development community, we have titled this method “Agile CCPM”. |
How Agile CCPM Enables us to Successfully complete challenging Projects for Major Upgrades of Existing Software Products, and Maintain 100% DDP for Years
Koichi Ujigawa, Being Co., Ltd
Koichi Ujigawa is currently leading a software engineering div. at Being Co., Ltd. to develop TOC solutions that help both TOC consultants and end users implement TOC at the end users' site.
In 1993, joined IHI Corporation in Japan and worked for the shipbuilding division for about 14 years. Engaged in software development for various in-house computer systems, such as a Material Control System, Advanced Planning System, CAD for hull structure, etc.
Involved in various systems' projects for the company, and contributed with strong commitment to successful implementation of Kaizen activities, including productivity improvement of knowledge workers and introduction of TPS (Toyota Production System) to Gemba (manufacturing workplace).
During the course of such activities and continuous efforts on Kaizen, encountered TOC in 2001, then was challenged to make various POOGI plans based on the Thinking Process, implementing both DBR for production lines and CCPM for the shipbuilding design department.
As the consequence of the continuing pursuit of TOC, joined Being Co., Ltd. in 2007.
As new knowledge, provided presentations of ""Agile CCPM” at 2012 – 2014 TOCICO conferences. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1893 |
Conference Proceedings |
Cox, Kristen |
TOC for government full-day workshop |
2016 |
Leesburg, VA |
Government has the power to bring both positive change and significant value to its citizens or needless, and even harmful, bureaucracy. This responsibility, along with being the steward of the taxpayer dollar, demands that government provides measurable value that aligns with value-generating goals and eliminates harmful practices. Despite this imperative, government often is stymied by vague objectives, conflicting measures, competing stakeholder input, and a lack of operational knowledge and tools. “Flavor of the day” initiatives plague government as administrations come and go. Likewise, government can chase big initiatives like coordinated case management or one-stop centers that too often lack rigor and fall apart at the point of execution. |
Opening Keynote - Eight Fundamentals for Scaling and Sustaining a TOC Effort Across State Government
Kristen Cox, Executive Director, Governor's Office of Management and Budget (GOMB)
Kristen Cox, Utah Governor Gary R. Herbert appointed Kristen Cox as the Executive Director, Governor's Office of Management and Budget (GOMB) on August 21, 2012. In making the announcement, Governor Herbert praised her accomplishments: ""Kristen's paradigm of constant improvement stands out. She has demonstrated impressive leadership and vision at the helm of one of Utah's largest agencies…That is exactly the approach I want as we work with agency heads to streamline operations and ramp up performance management.” A champion of continuous process improvement, Kristen has designated Theory of Constraints (TOC) and her SUCCESS Framework as the guiding process improvement tool for Utah state government. By integrating operational excellence with the state's management and budgeting practices, Kris and the GOMB team are working closely with all cabinet-level agencies to achieve at least a 25% improvement to state government operations by January 2017 by focusing on quality, capacity, and cost. A cornerstone of this initiative is a focus on evidence-based practices and data-driven decision making.
In 2007, Kristen was appointed as the Executive Director of the Department of Workforce Services where she served for five years. While serving at DWS, she established a division to ensure that the organization used proven tools and methodologies to support the best possible outcome for customers. Before returning to Utah, Kristen held the position of Secretary of the Maryland Department of Disabilities, was appointed to a position with the Department of Education by President George W. Bush, and has held a number of positions with the National Federation of the Blind. She also ran as the Republican candidate for lieutenant governor during Maryland's 2006 general election. In 2012, Kristen's photo graced the cover of Utah Business Magazine where she was named as one of Utah's ""30 Women to Watch.” She was also honored as the 2012 Days of 47 ""Pioneers of Progress Award for Business and Enterprise.”
Kristen was born and raised in Utah and credits her mom for her work ethic and determination. Kristen says her mom worked tirelessly to support and nurture Kristen and her sister—especially during the years she was a working, single mom. Kristen received her Bachelor of Science in Educational Psychology from Brigham Young University. She served an LDS mission to Brazil and treasures any opportunity to speak Portuguese. Kristen and her husband, Randy, have two sons. They love the outdoors—especially hiking Utah's mountains and trails. Kris is an avid reader and loves being active. Despite her loss of sight, some of Kris' favorite activities include yoga, spin, and boot camp classes, skiing, and she thoroughly enjoyed the chance she had to go paragliding at Utah's Point of the Mountain. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1894 |
Conference Proceedings |
|
Basics of TOC full-day workshop |
2016 |
Leesburg, VA |
Government has the power to bring both positive change and significant value to its citizens or needless, and even harmful, bureaucracy. This responsibility, along with being the steward of the taxpayer dollar, demands that government provides measurable value that aligns with value-generating goals and eliminates harmful practices. Despite this imperative, government often is stymied by vague objectives, conflicting measures, competing stakeholder input, and a lack of operational knowledge and tools. “Flavor of the day” initiatives plague government as administrations come and go. Likewise, government can chase big initiatives like coordinated case management or one-stop centers that too often lack rigor and fall apart at the point of execution. |
Opening Keynote - Eight Fundamentals for Scaling and Sustaining a TOC Effort Across State Government
Kristen Cox, Executive Director, Governor's Office of Management and Budget (GOMB)
Kristen Cox, Utah Governor Gary R. Herbert appointed Kristen Cox as the Executive Director, Governor's Office of Management and Budget (GOMB) on August 21, 2012. In making the announcement, Governor Herbert praised her accomplishments: ""Kristen's paradigm of constant improvement stands out. She has demonstrated impressive leadership and vision at the helm of one of Utah's largest agencies…That is exactly the approach I want as we work with agency heads to streamline operations and ramp up performance management.” A champion of continuous process improvement, Kristen has designated Theory of Constraints (TOC) and her SUCCESS Framework as the guiding process improvement tool for Utah state government. By integrating operational excellence with the state's management and budgeting practices, Kris and the GOMB team are working closely with all cabinet-level agencies to achieve at least a 25% improvement to state government operations by January 2017 by focusing on quality, capacity, and cost. A cornerstone of this initiative is a focus on evidence-based practices and data-driven decision making.
In 2007, Kristen was appointed as the Executive Director of the Department of Workforce Services where she served for five years. While serving at DWS, she established a division to ensure that the organization used proven tools and methodologies to support the best possible outcome for customers. Before returning to Utah, Kristen held the position of Secretary of the Maryland Department of Disabilities, was appointed to a position with the Department of Education by President George W. Bush, and has held a number of positions with the National Federation of the Blind. She also ran as the Republican candidate for lieutenant governor during Maryland's 2006 general election. In 2012, Kristen's photo graced the cover of Utah Business Magazine where she was named as one of Utah's ""30 Women to Watch.” She was also honored as the 2012 Days of 47 ""Pioneers of Progress Award for Business and Enterprise.”
Kristen was born and raised in Utah and credits her mom for her work ethic and determination. Kristen says her mom worked tirelessly to support and nurture Kristen and her sister—especially during the years she was a working, single mom. Kristen received her Bachelor of Science in Educational Psychology from Brigham Young University. She served an LDS mission to Brazil and treasures any opportunity to speak Portuguese. Kristen and her husband, Randy, have two sons. They love the outdoors—especially hiking Utah's mountains and trails. Kris is an avid reader and loves being active. Despite her loss of sight, some of Kris' favorite activities include yoga, spin, and boot camp classes, skiing, and she thoroughly enjoyed the chance she had to go paragliding at Utah's Point of the Mountain. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1895 |
Conference Proceedings |
Naya, Kevin |
Basics of TOC full-day workshop |
2016 |
Leesburg, VA |
Inherent Simplicity for Inherent Complexity at Boeing. It's hard to think of a company more complex than Boeing, the world's largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. This presentation will explain how Boeing has embraced the concept of Inherent Simplicity to develop and implement a robust, low-tech solution. You will learn how this large company is accelerating flow and improving productivity on complex development programs with thousands of engineers. |
THE PILLARS OF TOC
PART 1: BOEING Inherent Simplicity for Inherent Complexity at Boeing
Kevin Naya, Director Development Program Excellence - The Boeing Company |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1896 |
Conference Proceedings |
|
Opening keynote: Standing on the shoulders of Jonah |
2016 |
Leesburg, VA |
Inherent Simplicity for Inherent Complexity at Boeing. It's hard to think of a company more complex than Boeing, the world's largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. This presentation will explain how Boeing has embraced the concept of Inherent Simplicity to develop and implement a robust, low-tech solution. You will learn how this large company is accelerating flow and improving productivity on complex development programs with thousands of engineers. |
THE PILLARS OF TOC
PART 1: BOEING Inherent Simplicity for Inherent Complexity at Boeing
Kevin Naya, Director Development Program Excellence - The Boeing Company |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1897 |
Conference Proceedings |
Williams, Mark |
Opening keynote: Standing on the shoulders of Jonah |
2016 |
Leesburg, VA |
Alaska Airlines repeatedly is named the best in the business by the Wall Street Journal and JD Power's. They have the most on-time arrivals, suffer from the fewest ""extreme delays” and have the fewest complaints of all the major US airlines. When they started to consider using TOC to manage their spare parts inventories, everyone involved thought that there might be some room for an incremental improvement. But the 4th pillar guided them to challenge their assumptions, and the resulting TOC-based solution is driving nothing short of ""quantum improvement” in increased availability of spare parts and inventory reduction. |
PART 2: ALASKA AIRLINES Never Say I Know Alaska Airlines' Drive to Be Better Than Best
Mark Williams, Director of Material for Alaska Airlines |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1898 |
Conference Proceedings |
|
Managing non-profit organizations for better sustainability: The TOC way |
2016 |
Leesburg, VA |
Alaska Airlines repeatedly is named the best in the business by the Wall Street Journal and JD Power's. They have the most on-time arrivals, suffer from the fewest ""extreme delays” and have the fewest complaints of all the major US airlines. When they started to consider using TOC to manage their spare parts inventories, everyone involved thought that there might be some room for an incremental improvement. But the 4th pillar guided them to challenge their assumptions, and the resulting TOC-based solution is driving nothing short of ""quantum improvement” in increased availability of spare parts and inventory reduction. |
PART 2: ALASKA AIRLINES Never Say I Know Alaska Airlines' Drive to Be Better Than Best
Mark Williams, Director of Material for Alaska Airlines |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1899 |
Conference Proceedings |
Smith, Debra |
Managing non-profit organizations for better sustainability: The TOC way |
2016 |
Leesburg, VA |
The new knowledge Debra will present continues on the theme of smart metrics and the demand driven operating model we are now referring to as the demand driven adaptive system. The access and creation of relevant information is governed by understanding the rules and traits of complex adaptive systems as presented in 2014. It was and is our assertion that the lack of access to relevant information is the number one constraint in supply chain organizations today and the major source of the bullwhip effect, even ahead of the use of forecasts to drive planning and scheduling. |
What's New in Demand Driven?
Debra Smith, Constraints Management Group, USA
Debra Smith is the co-author of The Theory of Constraints and Its Implications for Management Accounting, (Noreen, Smith, Mackey North River Press, 1995) a grant study co-funded by the Institute of Management Accountants Foundation for Applied Research and Price Waterhouse; The author of The Measurement Nightmare. (St. Lucie Press, 2000); a co-author of The Theory of Constraints Handbook (McGraw Hill, 2010) and co-author of Demand Driven Performance – Using Smart Metrics (McGraw Hill 2013). She is the co-founder and a Partner of Constraints Management Group (CMG), a services and technology company specializing in pull based manufacturing, materials and project management systems for mid-range and large manufacturers.
Clients, past and present, include Unilever, LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, Wellman Products Group, The Charles Machine Works (Ditch Witch), Avigilon and Oregon Freeze Dry. Debra is a certified public accountant and is also a certified expert in all disciplines of the Theory of Constraints and was elected to the founding board of the Theory of Constraint International Certification Organization. She served for six years before retiring. Prior to founding CMG Debra spent seven years as an associate professor teaching management accounting at both the University of Washington and the University of Puget Sound; nine years in industry and a CFO and a Director of finance and three years in public accounting with Deloitte. Ms. Smith is recognized internationally as an authority on both The Theory of Constraints and Management Accounting and is a noted speaker on both subjects. She has been the featured speaker at National Conventions for APICS, IMA and TOCICO as well presenting internationally in the United States, United Kingdom, Europe and South Africa.
Debra makes her home in Enumclaw, WA with her husband and partner Greg Cass, two dogs, three cats, four horses and one Malaccan Cockatoo. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1900 |
Conference Proceedings |
|
Managing non-profit organizations for better sustainability: The TOC way |
2016 |
Leesburg, VA |
The new knowledge Debra will present continues on the theme of smart metrics and the demand driven operating model we are now referring to as the demand driven adaptive system. The access and creation of relevant information is governed by understanding the rules and traits of complex adaptive systems as presented in 2014. It was and is our assertion that the lack of access to relevant information is the number one constraint in supply chain organizations today and the major source of the bullwhip effect, even ahead of the use of forecasts to drive planning and scheduling. |
What's New in Demand Driven?
Debra Smith, Constraints Management Group, USA
Debra Smith is the co-author of The Theory of Constraints and Its Implications for Management Accounting, (Noreen, Smith, Mackey North River Press, 1995) a grant study co-funded by the Institute of Management Accountants Foundation for Applied Research and Price Waterhouse; The author of The Measurement Nightmare. (St. Lucie Press, 2000); a co-author of The Theory of Constraints Handbook (McGraw Hill, 2010) and co-author of Demand Driven Performance – Using Smart Metrics (McGraw Hill 2013). She is the co-founder and a Partner of Constraints Management Group (CMG), a services and technology company specializing in pull based manufacturing, materials and project management systems for mid-range and large manufacturers.
Clients, past and present, include Unilever, LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, Wellman Products Group, The Charles Machine Works (Ditch Witch), Avigilon and Oregon Freeze Dry. Debra is a certified public accountant and is also a certified expert in all disciplines of the Theory of Constraints and was elected to the founding board of the Theory of Constraint International Certification Organization. She served for six years before retiring. Prior to founding CMG Debra spent seven years as an associate professor teaching management accounting at both the University of Washington and the University of Puget Sound; nine years in industry and a CFO and a Director of finance and three years in public accounting with Deloitte. Ms. Smith is recognized internationally as an authority on both The Theory of Constraints and Management Accounting and is a noted speaker on both subjects. She has been the featured speaker at National Conventions for APICS, IMA and TOCICO as well presenting internationally in the United States, United Kingdom, Europe and South Africa.
Debra makes her home in Enumclaw, WA with her husband and partner Greg Cass, two dogs, three cats, four horses and one Malaccan Cockatoo. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1901 |
Conference Proceedings |
Schragenheim, Eli |
Managing non-profit organizations for better sustainability: The TOC way |
2016 |
Leesburg, VA |
Goldratt defined the three big fears of managers: complexity, uncertainty and conflicts. He also said that organizations try to impose certainty on uncertain situations. I claim that dealing with uncertainty is the cause for the biggest fear of managers and this core problem causes most of the other fears. I like to define four different categories of decisions under uncertainty: 1. Dangerous situations where any choice is risky. 2. The decision involves very low probability for a disaster. 3. Decisions with no prior experience and thus the risks are not known. 4. Decisions concerning common and expected uncertainty. I claim that for managing organizations the fourth one has the more severe consequences, but it is that type of uncertainty that is ignored by the current management practices, and it is this category that causes the biggest fears of managers. TOC has contributed a lot to this last category by introducing buffers into the planning and buffer management as control-mechanism. However, there are many opportunities to expand the TOC knowledge to cover more and more management practices, to significantly reduce the fear and vastly improve the overall performance. I will also relate to Nassim Taleb concept of Antifragile as a topic for discussion. Taleb certainly touches the same problem, but his emphasis is somewhat different than mine and the existing TOC tools. Goldratt pillar ""Never Say I Know” is certainty part of the presentation. I intend to inquire into the saying by Goldratt ""Don't Say you know nothing”. Finally, I'll present a general approach to management under uncertainty and how should we tackle the personal fear of managers. |
Managing Under Uncertainty in The TOC Way
Eli Schragenheim, CEO of Elyakim Management Systems Ltd.
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1902 |
Conference Proceedings |
|
The evolution and practical application of a simplified TOC thinking process – the change matrix cloud method - workshop |
2016 |
Leesburg, VA |
Goldratt defined the three big fears of managers: complexity, uncertainty and conflicts. He also said that organizations try to impose certainty on uncertain situations. I claim that dealing with uncertainty is the cause for the biggest fear of managers and this core problem causes most of the other fears. I like to define four different categories of decisions under uncertainty: 1. Dangerous situations where any choice is risky. 2. The decision involves very low probability for a disaster. 3. Decisions with no prior experience and thus the risks are not known. 4. Decisions concerning common and expected uncertainty. I claim that for managing organizations the fourth one has the more severe consequences, but it is that type of uncertainty that is ignored by the current management practices, and it is this category that causes the biggest fears of managers. TOC has contributed a lot to this last category by introducing buffers into the planning and buffer management as control-mechanism. However, there are many opportunities to expand the TOC knowledge to cover more and more management practices, to significantly reduce the fear and vastly improve the overall performance. I will also relate to Nassim Taleb concept of Antifragile as a topic for discussion. Taleb certainly touches the same problem, but his emphasis is somewhat different than mine and the existing TOC tools. Goldratt pillar ""Never Say I Know” is certainty part of the presentation. I intend to inquire into the saying by Goldratt ""Don't Say you know nothing”. Finally, I'll present a general approach to management under uncertainty and how should we tackle the personal fear of managers. |
Managing Under Uncertainty in The TOC Way
Eli Schragenheim, CEO of Elyakim Management Systems Ltd.
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1903 |
Conference Proceedings |
Fox, Kevin |
The evolution and practical application of a simplified TOC thinking process – the change matrix cloud method - workshop |
2016 |
Leesburg, VA |
The Government Basics program is a great way for participants to gain a solid grounding in TOC and the potential advantages of its application across the broad array of government challenges and objectives. This foundational material is complemented by presentations and implementation case studies from a number of government leaders. Together the TOC for Government track provides an excellent vehicle for government leaders and civil servants to start to capitalize on the potential of TOC to improve the effectiveness, quality and speed of government functions. |
Applications of TOC in Government Full-Day Workshop
Kevin Fox, Managing Partner, Viable Vision
Kevin Fox is a founding member of Viable Vision, serving as Managing Partner for the last 8 years. His passion is assisting leaders in finding and capitalizing on the underlying simplicity obscured by the apparent complexity of managing organizations. This passion was ignited 30 years ago and fostered by his years of close association with Eli Goldratt and Robert Fox in the Theory of Constraints.
As a consultant he has helped leaders across a wide array of manufacturing industries, and service sectors, including government and healthcare, utilizing TOC principles, to create dramatic improvements in performance. Among his most visible successes are:
• Helping G.D. Searle to break critical bottlenecks in the development of Celebrex, contributing to what became the most successful drug launch in history
•
• Assisting the leadership of First Solar in acquiring and applying the principles of TOC which have been integral to the company's transformation into a world leader in solar energy
•
• Collaborating with leaders to design and prove a model that is now being applied to improve the quality, speed, and efficiency of all facets of Utah's state government
He understands that sustainable change must be directed and led by the organization's management. As a result, his role as a consultant is to help leaders identify the root causes of their problems and develop solutions that enable them to generate rapid, large and lasting improvement. TOC's logical thinking tools and robust applications are uniquely suited to facilitating such transformations, and have been central to Kevin's success in helping organizations.
Kevin is the author of Aligned & Engaged: Hidden Keys for Turning Teamwork to Profit, a collection of some of the most powerful practices he has learned over the past 30 years, and one of the most accessible books for leaders seeking to develop their ability to achieve rapid improvement in their organization. He is a frequent speaker at professional societies and recognized as a leader in the TOC community. He is a graduate of Yale University, and resides in VA with his wife and three boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1904 |
Conference Proceedings |
|
From sell-in to sell-out and beyond |
2016 |
Leesburg, VA |
The Government Basics program is a great way for participants to gain a solid grounding in TOC and the potential advantages of its application across the broad array of government challenges and objectives. This foundational material is complemented by presentations and implementation case studies from a number of government leaders. Together the TOC for Government track provides an excellent vehicle for government leaders and civil servants to start to capitalize on the potential of TOC to improve the effectiveness, quality and speed of government functions. |
Applications of TOC in Government Full-Day Workshop
Kevin Fox, Managing Partner, Viable Vision
Kevin Fox is a founding member of Viable Vision, serving as Managing Partner for the last 8 years. His passion is assisting leaders in finding and capitalizing on the underlying simplicity obscured by the apparent complexity of managing organizations. This passion was ignited 30 years ago and fostered by his years of close association with Eli Goldratt and Robert Fox in the Theory of Constraints.
As a consultant he has helped leaders across a wide array of manufacturing industries, and service sectors, including government and healthcare, utilizing TOC principles, to create dramatic improvements in performance. Among his most visible successes are:
• Helping G.D. Searle to break critical bottlenecks in the development of Celebrex, contributing to what became the most successful drug launch in history
•
• Assisting the leadership of First Solar in acquiring and applying the principles of TOC which have been integral to the company's transformation into a world leader in solar energy
•
• Collaborating with leaders to design and prove a model that is now being applied to improve the quality, speed, and efficiency of all facets of Utah's state government
He understands that sustainable change must be directed and led by the organization's management. As a result, his role as a consultant is to help leaders identify the root causes of their problems and develop solutions that enable them to generate rapid, large and lasting improvement. TOC's logical thinking tools and robust applications are uniquely suited to facilitating such transformations, and have been central to Kevin's success in helping organizations.
Kevin is the author of Aligned & Engaged: Hidden Keys for Turning Teamwork to Profit, a collection of some of the most powerful practices he has learned over the past 30 years, and one of the most accessible books for leaders seeking to develop their ability to achieve rapid improvement in their organization. He is a frequent speaker at professional societies and recognized as a leader in the TOC community. He is a graduate of Yale University, and resides in VA with his wife and three boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1905 |
Conference Proceedings |
Lenhartz, Christoph |
From sell-in to sell-out and beyond |
2016 |
Leesburg, VA |
The Basics of TOC workshop introduced participants to the fundamental concepts and applications of the theory of constraints (TOC): • TOC thinking, paradigms and philosophy • drum-buffer-rope – production the TOC way • replenishment – distribution the TOC way • finance and measures – decision making the TOC way • thinking processes – problem analysis and solving • strategy and tactics • critical chain project management (on day 2) The workshop is delivered in a blend of teaching and learning styles: interactive discussion and lecture, hands-on games. There is ample time for clarifying your questions. The purpose is threefold: 1. Allow newcomers to get an idea of the TOC body of knowledge and TOC's areas of application; 2. Prepare attendees for advanced discussion and presentation on subsequent conference days; 3. Help clarify questions in preparation for the TOC Fundamentals exam. |
Basics of TOC Full-Day Workshop
Christoph Lenhartz, General Manager of Catena Strategies
MBA, Jonah, TOCICO-certified, Certified Consultant (bdvb), CDDP, is a Board Member and Past Chairman of TOCICO.
In over 20 years he has acquired a wide-ranging, international experience in industry, as a successful entrepreneur and also a leader of management consulting teams in high complexity TOC implementations. He has lead strategic, business transformation, supply chain management and IT projects and his expertise also includes post-merger integration of supply chain operations for major international groups.
One of the leading TOC and management experts in Europe he is the General Manager of Catena Strategies, a leading consultancy in operational excellence consulting based on TOC principles.He has published articles on TOC and management topics in journals such as ""Quality Progress” and has translated and written books on TOC and management topics in German. He is an appreciated speaker and teacher of TOC and related topics.
Christoph holds an MBA from Clemson University (USA), he graduated from the University Essen (Germany) as a Diplom-Kaufmann and has pursued post-graduate studies at Washington State University (USA). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1906 |
Conference Proceedings |
|
TOC marketing: Stop making these 5 marketing mistakes to exploit your marketing constraint |
2016 |
Leesburg, VA |
The Basics of TOC workshop introduced participants to the fundamental concepts and applications of the theory of constraints (TOC): • TOC thinking, paradigms and philosophy • drum-buffer-rope – production the TOC way • replenishment – distribution the TOC way • finance and measures – decision making the TOC way • thinking processes – problem analysis and solving • strategy and tactics • critical chain project management (on day 2) The workshop is delivered in a blend of teaching and learning styles: interactive discussion and lecture, hands-on games. There is ample time for clarifying your questions. The purpose is threefold: 1. Allow newcomers to get an idea of the TOC body of knowledge and TOC's areas of application; 2. Prepare attendees for advanced discussion and presentation on subsequent conference days; 3. Help clarify questions in preparation for the TOC Fundamentals exam. |
Basics of TOC Full-Day Workshop
Christoph Lenhartz, General Manager of Catena Strategies
MBA, Jonah, TOCICO-certified, Certified Consultant (bdvb), CDDP, is a Board Member and Past Chairman of TOCICO.
In over 20 years he has acquired a wide-ranging, international experience in industry, as a successful entrepreneur and also a leader of management consulting teams in high complexity TOC implementations. He has lead strategic, business transformation, supply chain management and IT projects and his expertise also includes post-merger integration of supply chain operations for major international groups.
One of the leading TOC and management experts in Europe he is the General Manager of Catena Strategies, a leading consultancy in operational excellence consulting based on TOC principles.He has published articles on TOC and management topics in journals such as ""Quality Progress” and has translated and written books on TOC and management topics in German. He is an appreciated speaker and teacher of TOC and related topics.
Christoph holds an MBA from Clemson University (USA), he graduated from the University Essen (Germany) as a Diplom-Kaufmann and has pursued post-graduate studies at Washington State University (USA). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1907 |
Conference Proceedings |
Scheinkopf, Lisa |
TOC marketing: Stop making these 5 marketing mistakes to exploit your marketing constraint |
2016 |
Leesburg, VA |
The two most common feelings experienced by readers of The Goal are empathy for Alex Rogo and admiration for Jonah. And since the late 1980's, programs have been offered to try to satisfy the need we all have to gain the knowledge and skills that Jonah demonstrated in Eli Goldratt's books. The early programs focused on Jonah's Socratic approach for teaching TOC, and in the early 1990's, the focus switched to Jonah's logical approach for using TOC thinking processes to answer the three questions of change: What to change, to what to change, and how to cause the change. Such programs continue to be offered around the world. This TOC community upgrade presentation commemorates the 25th anniversary of the TOC thinking processes and the programs devoted to teaching them by sharing a “standing on the shoulders of giants” analysis and the resulting breakthroughs in the approach to teaching TOC and in the TOC thinking processes themselves. |
Opening Keynote: Standing on the Shoulders of Jonah
Lisa Scheinkopf, Partner Goldratt Consulting and Global Director, The Goldratt School
Lisa Scheinkopf is a Partner with Goldratt Consulting and serves as the Global Director of The Goldratt School.
Lisa has been at the forefront of TOC for more than 25 years, using her passion for breaking down barriers between people to transform the powerful breakthrough thinking of TOC into actions and results that benefit all stakeholders. Lisa has consulted to companies large and small around the world, teaching and coaching from the top floor to the shop floor, and developed new TOC based solutions that apply across a broad spectrum of industries.
After working with Dr. Eliyahu Goldratt to develop the TOC Thinking Processes, Lisa wrote the definitive TOC reference, Thinking for a Change: Putting the TOC Thinking Processes to Use (St. Lucie Press, 1999). She is a contributing author to the TOC Handbook (McGraw-Hill, 2010) and her articles have been published in a variety of professional publications. Lisa's passion and knowledge, combined with her unique ability to connect with people from the podium, have made her a popular public speaker on a wide range of TOC subjects.
Lisa's current responsibilities include Goldratt Consulting's business in India and The Goldratt School programs around the world.
Lisa is a past Chairperson of TOCICO (Theory of Constraints International Certification Organization), and earned her MBA at the Thunderbird School of International Management. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1908 |
Conference Proceedings |
|
Utah State Government, application development: Increasing the capacity to do good Utah Department of Technology Services |
2016 |
Leesburg, VA |
The two most common feelings experienced by readers of The Goal are empathy for Alex Rogo and admiration for Jonah. And since the late 1980's, programs have been offered to try to satisfy the need we all have to gain the knowledge and skills that Jonah demonstrated in Eli Goldratt's books. The early programs focused on Jonah's Socratic approach for teaching TOC, and in the early 1990's, the focus switched to Jonah's logical approach for using TOC thinking processes to answer the three questions of change: What to change, to what to change, and how to cause the change. Such programs continue to be offered around the world. This TOC community upgrade presentation commemorates the 25th anniversary of the TOC thinking processes and the programs devoted to teaching them by sharing a “standing on the shoulders of giants” analysis and the resulting breakthroughs in the approach to teaching TOC and in the TOC thinking processes themselves. |
Opening Keynote: Standing on the Shoulders of Jonah
Lisa Scheinkopf, Partner Goldratt Consulting and Global Director, The Goldratt School
Lisa Scheinkopf is a Partner with Goldratt Consulting and serves as the Global Director of The Goldratt School.
Lisa has been at the forefront of TOC for more than 25 years, using her passion for breaking down barriers between people to transform the powerful breakthrough thinking of TOC into actions and results that benefit all stakeholders. Lisa has consulted to companies large and small around the world, teaching and coaching from the top floor to the shop floor, and developed new TOC based solutions that apply across a broad spectrum of industries.
After working with Dr. Eliyahu Goldratt to develop the TOC Thinking Processes, Lisa wrote the definitive TOC reference, Thinking for a Change: Putting the TOC Thinking Processes to Use (St. Lucie Press, 1999). She is a contributing author to the TOC Handbook (McGraw-Hill, 2010) and her articles have been published in a variety of professional publications. Lisa's passion and knowledge, combined with her unique ability to connect with people from the podium, have made her a popular public speaker on a wide range of TOC subjects.
Lisa's current responsibilities include Goldratt Consulting's business in India and The Goldratt School programs around the world.
Lisa is a past Chairperson of TOCICO (Theory of Constraints International Certification Organization), and earned her MBA at the Thunderbird School of International Management. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1909 |
Conference Proceedings |
Ronen, Boaz |
Utah State Government, application development: Increasing the capacity to do good Utah Department of Technology Services |
2016 |
Leesburg, VA |
Despite the major role of non-profit organizations (NPOs) in modern society, TOC does not offer a comprehensive global methodology for these organizations. This presentation delineates a comprehensive managerial methodology of NPOs. The TOC-based methodology for NPOs proposed herein fits the needs of NPOs and reflects the inherent differences from business organizations. It deals both with the planning aspects and the execution aspects of the NPO. The key issues for achieving the missions of the NPOs to the benefit of society are: definition of the GOAL of the NPO, definition of its throughput and last but not least applying the strategic gating mechanism for selecting of the most valuable initiatives. The seven focusing steps are adapted for NPOs by pointing on the permanent constraint of NPOs and emphasizing the importance the GOAL definition and using proper measures of performance. Examples of implementing the methodologies in various NPO environments like hospitals, law court systems and NGO are presented and a full case study of a technology literacy NGO is discussed. The presentation will follow the six steps of SOTSOG process. |
Managing Non-Profit Organizations for Better Sustainability: the TOC Way
Boaz Ronen, Professor of Technology Management, Tel Aviv University
Boaz Ronen is a Professor of Technology Management and Value Creation at Tel Aviv University, Faculty of Management. He holds a B.Sc. in Electronics Engineering, an M.Sc and Ph.D in Business Administration. Prior to his academic career he worked for over 10 years in the Hi-Tech industry. His main areas of interest are focused on firms' value enhancement and TOC.
He has consulted to numerous corporations, healthcare organizations and government agencies worldwide. During the last 20 years, Prof. Ronen has been leading a team that successfully implemented focused management, TOC and advanced management practices of value creation in dozens of industrial, hi-tech, IT, healthcare and service organizations.
He has been commended numerous times and received the Rectors' award for outstanding teaching. He was also a visiting professor at the schools of business of NYU, Columbia University, Stevens Institute of Technology, several Kellogg programs around the globe and at SDA-Bocconi (Milan, Italy). Prof. Ronen has published over 100 papers in leading academic and professional journals, and co-authored four books on Value Creation, TOC and Focused Management.
In 2005 he was the editor of the special issue on TOC published by Human Systems Management. His book on healthcare management was recently published by Jossey-Bass / Wiley. His book, ""Focused Management: Doing More with Existing Resources"", published by John Wiley & Sons, appeared in November 2007. Shimeon Pass co-authored both books. His latest book, ""Approximately Right, not Precisely Wrong"", on decision making, cost accounting and pricing, appeared in 2008.
In 2012 his work ""Justice In Time: Applying TOC to Law Courts Systems"" (with Shimeon Pass and Shany Azaria) won the Dr. Eliyahu M. Goldratt Foundation prize. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1910 |
Conference Proceedings |
Azaria, Shany |
Utah State Government, application development: Increasing the capacity to do good Utah Department of Technology Services |
2016 |
Leesburg, VA |
Despite the major role of non-profit organizations (NPOs) in modern society, TOC does not offer a comprehensive global methodology for these organizations. This presentation delineates a comprehensive managerial methodology of NPOs. The TOC-based methodology for NPOs proposed herein fits the needs of NPOs and reflects the inherent differences from business organizations. It deals both with the planning aspects and the execution aspects of the NPO. The key issues for achieving the missions of the NPOs to the benefit of society are: definition of the GOAL of the NPO, definition of its throughput and last but not least applying the strategic gating mechanism for selecting of the most valuable initiatives. The seven focusing steps are adapted for NPOs by pointing on the permanent constraint of NPOs and emphasizing the importance the GOAL definition and using proper measures of performance. Examples of implementing the methodologies in various NPO environments like hospitals, law court systems and NGO are presented and a full case study of a technology literacy NGO is discussed. The presentation will follow the six steps of SOTSOG process. |
Managing Non-Profit Organizations for Better Sustainability: the TOC Way
Boaz Ronen, Professor of Technology Management, Tel Aviv University
Boaz Ronen is a Professor of Technology Management and Value Creation at Tel Aviv University, Faculty of Management. He holds a B.Sc. in Electronics Engineering, an M.Sc and Ph.D in Business Administration. Prior to his academic career he worked for over 10 years in the Hi-Tech industry. His main areas of interest are focused on firms' value enhancement and TOC.
He has consulted to numerous corporations, healthcare organizations and government agencies worldwide. During the last 20 years, Prof. Ronen has been leading a team that successfully implemented focused management, TOC and advanced management practices of value creation in dozens of industrial, hi-tech, IT, healthcare and service organizations.
He has been commended numerous times and received the Rectors' award for outstanding teaching. He was also a visiting professor at the schools of business of NYU, Columbia University, Stevens Institute of Technology, several Kellogg programs around the globe and at SDA-Bocconi (Milan, Italy). Prof. Ronen has published over 100 papers in leading academic and professional journals, and co-authored four books on Value Creation, TOC and Focused Management.
In 2005 he was the editor of the special issue on TOC published by Human Systems Management. His book on healthcare management was recently published by Jossey-Bass / Wiley. His book, ""Focused Management: Doing More with Existing Resources"", published by John Wiley & Sons, appeared in November 2007. Shimeon Pass co-authored both books. His latest book, ""Approximately Right, not Precisely Wrong"", on decision making, cost accounting and pricing, appeared in 2008.
In 2012 his work ""Justice In Time: Applying TOC to Law Courts Systems"" (with Shimeon Pass and Shany Azaria) won the Dr. Eliyahu M. Goldratt Foundation prize. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1911 |
Conference Proceedings |
Pass, Shimeon |
A journey to demand driven workshop |
2016 |
Leesburg, VA |
Despite the major role of non-profit organizations (NPOs) in modern society, TOC does not offer a comprehensive global methodology for these organizations. This presentation delineates a comprehensive managerial methodology of NPOs. The TOC-based methodology for NPOs proposed herein fits the needs of NPOs and reflects the inherent differences from business organizations. It deals both with the planning aspects and the execution aspects of the NPO. The key issues for achieving the missions of the NPOs to the benefit of society are: definition of the GOAL of the NPO, definition of its throughput and last but not least applying the strategic gating mechanism for selecting of the most valuable initiatives. The seven focusing steps are adapted for NPOs by pointing on the permanent constraint of NPOs and emphasizing the importance the GOAL definition and using proper measures of performance. Examples of implementing the methodologies in various NPO environments like hospitals, law court systems and NGO are presented and a full case study of a technology literacy NGO is discussed. The presentation will follow the six steps of SOTSOG process. |
Managing Non-Profit Organizations for Better Sustainability: the TOC Way
Boaz Ronen, Professor of Technology Management, Tel Aviv University
Boaz Ronen is a Professor of Technology Management and Value Creation at Tel Aviv University, Faculty of Management. He holds a B.Sc. in Electronics Engineering, an M.Sc and Ph.D in Business Administration. Prior to his academic career he worked for over 10 years in the Hi-Tech industry. His main areas of interest are focused on firms' value enhancement and TOC.
He has consulted to numerous corporations, healthcare organizations and government agencies worldwide. During the last 20 years, Prof. Ronen has been leading a team that successfully implemented focused management, TOC and advanced management practices of value creation in dozens of industrial, hi-tech, IT, healthcare and service organizations.
He has been commended numerous times and received the Rectors' award for outstanding teaching. He was also a visiting professor at the schools of business of NYU, Columbia University, Stevens Institute of Technology, several Kellogg programs around the globe and at SDA-Bocconi (Milan, Italy). Prof. Ronen has published over 100 papers in leading academic and professional journals, and co-authored four books on Value Creation, TOC and Focused Management.
In 2005 he was the editor of the special issue on TOC published by Human Systems Management. His book on healthcare management was recently published by Jossey-Bass / Wiley. His book, ""Focused Management: Doing More with Existing Resources"", published by John Wiley & Sons, appeared in November 2007. Shimeon Pass co-authored both books. His latest book, ""Approximately Right, not Precisely Wrong"", on decision making, cost accounting and pricing, appeared in 2008.
In 2012 his work ""Justice In Time: Applying TOC to Law Courts Systems"" (with Shimeon Pass and Shany Azaria) won the Dr. Eliyahu M. Goldratt Foundation prize. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1912 |
Conference Proceedings |
|
A journey to demand driven workshop |
2016 |
Leesburg, VA |
Despite the major role of non-profit organizations (NPOs) in modern society, TOC does not offer a comprehensive global methodology for these organizations. This presentation delineates a comprehensive managerial methodology of NPOs. The TOC-based methodology for NPOs proposed herein fits the needs of NPOs and reflects the inherent differences from business organizations. It deals both with the planning aspects and the execution aspects of the NPO. The key issues for achieving the missions of the NPOs to the benefit of society are: definition of the GOAL of the NPO, definition of its throughput and last but not least applying the strategic gating mechanism for selecting of the most valuable initiatives. The seven focusing steps are adapted for NPOs by pointing on the permanent constraint of NPOs and emphasizing the importance the GOAL definition and using proper measures of performance. Examples of implementing the methodologies in various NPO environments like hospitals, law court systems and NGO are presented and a full case study of a technology literacy NGO is discussed. The presentation will follow the six steps of SOTSOG process. |
Managing Non-Profit Organizations for Better Sustainability: the TOC Way
Boaz Ronen, Professor of Technology Management, Tel Aviv University
Boaz Ronen is a Professor of Technology Management and Value Creation at Tel Aviv University, Faculty of Management. He holds a B.Sc. in Electronics Engineering, an M.Sc and Ph.D in Business Administration. Prior to his academic career he worked for over 10 years in the Hi-Tech industry. His main areas of interest are focused on firms' value enhancement and TOC.
He has consulted to numerous corporations, healthcare organizations and government agencies worldwide. During the last 20 years, Prof. Ronen has been leading a team that successfully implemented focused management, TOC and advanced management practices of value creation in dozens of industrial, hi-tech, IT, healthcare and service organizations.
He has been commended numerous times and received the Rectors' award for outstanding teaching. He was also a visiting professor at the schools of business of NYU, Columbia University, Stevens Institute of Technology, several Kellogg programs around the globe and at SDA-Bocconi (Milan, Italy). Prof. Ronen has published over 100 papers in leading academic and professional journals, and co-authored four books on Value Creation, TOC and Focused Management.
In 2005 he was the editor of the special issue on TOC published by Human Systems Management. His book on healthcare management was recently published by Jossey-Bass / Wiley. His book, ""Focused Management: Doing More with Existing Resources"", published by John Wiley & Sons, appeared in November 2007. Shimeon Pass co-authored both books. His latest book, ""Approximately Right, not Precisely Wrong"", on decision making, cost accounting and pricing, appeared in 2008.
In 2012 his work ""Justice In Time: Applying TOC to Law Courts Systems"" (with Shimeon Pass and Shany Azaria) won the Dr. Eliyahu M. Goldratt Foundation prize. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1913 |
Conference Proceedings |
Barnard, Alan |
A journey to demand driven workshop |
2016 |
Leesburg, VA |
For the theory of constraints (TOC) thinking processes (TP) to really make a positive impact as problem-solving and decision-making tools to help us “leave a better world behind"" and sustain the success of a TOC implementation, their adoption rate and application success rate within organizations and by individuals need to dramatically increase. Even TOC experts themselves use the TOC TP mainly as communication tools rather than as practical problem-solving and decision-making tools due to their complexity and the time and discipline required to generate new and valuable insights with the tools. In the first part of this workshop titled “The evolution and practical application of a simplified TOC thinking process - the change matrix cloud method”, Dr. Alan Barnard will present his research that resulted in the development of the new change matrix cloud method from the Goldratt's evaporating cloud, communications CRT and change matrix methods. The CMC method has evolved and been thoroughly tested over the past decade across a wide range of applications globally. The field testing has shown it maintains the benefits of the original TOC TP tools, while overcoming their limitations with a process that is simpler, faster, more systematic and (in many applications) more reliable to generate new breakthroughs. In the second part of this workshop, attendees will have the to apply all 5 steps of the CMC method to make a breakthrough in any significant problem or decision they are currently facing. |
The Evolution and Practical Application of a Simplified TOC Thinking Process – the Change Matrix Cloud Method - Workshop
Dr. Alan Barnard, CEO, Goldratt Research Labs (USA)
Dr. Alan Barnard (PhD) is one of the leading experts in the world in the field of Theory of Constraints (TOC) and frequently worked with Dr. Eli Goldratt, creator of Theory of Constraints on large and complex projects around the world. Alan is the CEO of Goldratt Research Labs (USA), Chairman of African Phosphate (RSA) and The Odyssey Institute (USA).
Alan's goal in life is to use his 20+ years TOC research, consulting and implementation knowledge & experience to help both organizations from the private and public sector as well as individuals see and unlock their inherent potential. In 2009, Alan was awarded a PhD in the Management of Technology & Innovation from the Da Vinci Institute with a thesis titled ""How to identify and unlock inherent potential within organizations and individuals using a Systems Approach”. Alan is certified by the ""Theory of Constraints International Certification Organization” (TOCICO) at the ""implementer” level in all Theory of Constraints (TOC) applications (Operations, Finance, Projects, Supply Chain, Thinking Processes and Holistic Business Strategy). Alan received the Life-time Achievement award from TOCICO in 2006 for his life-time contribution to TOC and TOCICO. Alan is also author of various published TOC related papers & articles and contributed two chapters to the 2010 McGraw Hill published ""Theory of Constraints Handbook” and was a contributing author of for Gerald Kendall's book ""Viable Vision: Transforming Total Sales into Net Profits” (Ross Publishing, 2004).
Alan is a former president of SAPICS (2000 to 2002) and former president of TOCICO (2003 to 2005) and received the TOCICO Lifetime Achievement award in 2006. He has worked at a strategy level with companies such as ABB, BHP Billiton, African Explosives, Cisco, SAP, Random House Publishing, Tata Steel, RAK Ceramics, and Larsen & Toubro in the Private sector and in the Public sector with the UN DP, the UN WFP, Utah State Government and City Councils in Developing countries to help them identify and unlock inherent potential through the application of Theory of Constraints.
Alan is also the developer of the HARMONY Strategy & Tactic Desktop, Web App and iPhone App software suite that was nominated for the Silicon Valley Business App Awards in 2013. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1914 |
Conference Proceedings |
|
TOC retail: The works-a comprehensive view of the TOC solution for retail and its next steps of development |
2016 |
Leesburg, VA |
For the theory of constraints (TOC) thinking processes (TP) to really make a positive impact as problem-solving and decision-making tools to help us “leave a better world behind"" and sustain the success of a TOC implementation, their adoption rate and application success rate within organizations and by individuals need to dramatically increase. Even TOC experts themselves use the TOC TP mainly as communication tools rather than as practical problem-solving and decision-making tools due to their complexity and the time and discipline required to generate new and valuable insights with the tools. In the first part of this workshop titled “The evolution and practical application of a simplified TOC thinking process - the change matrix cloud method”, Dr. Alan Barnard will present his research that resulted in the development of the new change matrix cloud method from the Goldratt's evaporating cloud, communications CRT and change matrix methods. The CMC method has evolved and been thoroughly tested over the past decade across a wide range of applications globally. The field testing has shown it maintains the benefits of the original TOC TP tools, while overcoming their limitations with a process that is simpler, faster, more systematic and (in many applications) more reliable to generate new breakthroughs. In the second part of this workshop, attendees will have the to apply all 5 steps of the CMC method to make a breakthrough in any significant problem or decision they are currently facing. |
The Evolution and Practical Application of a Simplified TOC Thinking Process – the Change Matrix Cloud Method - Workshop
Dr. Alan Barnard, CEO, Goldratt Research Labs (USA)
Dr. Alan Barnard (PhD) is one of the leading experts in the world in the field of Theory of Constraints (TOC) and frequently worked with Dr. Eli Goldratt, creator of Theory of Constraints on large and complex projects around the world. Alan is the CEO of Goldratt Research Labs (USA), Chairman of African Phosphate (RSA) and The Odyssey Institute (USA).
Alan's goal in life is to use his 20+ years TOC research, consulting and implementation knowledge & experience to help both organizations from the private and public sector as well as individuals see and unlock their inherent potential. In 2009, Alan was awarded a PhD in the Management of Technology & Innovation from the Da Vinci Institute with a thesis titled ""How to identify and unlock inherent potential within organizations and individuals using a Systems Approach”. Alan is certified by the ""Theory of Constraints International Certification Organization” (TOCICO) at the ""implementer” level in all Theory of Constraints (TOC) applications (Operations, Finance, Projects, Supply Chain, Thinking Processes and Holistic Business Strategy). Alan received the Life-time Achievement award from TOCICO in 2006 for his life-time contribution to TOC and TOCICO. Alan is also author of various published TOC related papers & articles and contributed two chapters to the 2010 McGraw Hill published ""Theory of Constraints Handbook” and was a contributing author of for Gerald Kendall's book ""Viable Vision: Transforming Total Sales into Net Profits” (Ross Publishing, 2004).
Alan is a former president of SAPICS (2000 to 2002) and former president of TOCICO (2003 to 2005) and received the TOCICO Lifetime Achievement award in 2006. He has worked at a strategy level with companies such as ABB, BHP Billiton, African Explosives, Cisco, SAP, Random House Publishing, Tata Steel, RAK Ceramics, and Larsen & Toubro in the Private sector and in the Public sector with the UN DP, the UN WFP, Utah State Government and City Councils in Developing countries to help them identify and unlock inherent potential through the application of Theory of Constraints.
Alan is also the developer of the HARMONY Strategy & Tactic Desktop, Web App and iPhone App software suite that was nominated for the Silicon Valley Business App Awards in 2013. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1915 |
Conference Proceedings |
Abuhab, Miguel |
TOC retail: The works-a comprehensive view of the TOC solution for retail and its next steps of development |
2016 |
Leesburg, VA |
Most business rules were defined before the rise of technology, but as the world has become more modern, these business rules must change and be adapted accordingly. However, orthodoxies have remained until the present day simply because no one ever thought of changing them. This presentation will illustrate examples of how supply chain management (SCM) systems worked before and after technology, as well a graphic illustration of the algorithm that helps overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. And the one constraint that must be overcome is the change of business rules along the supply chain. This includes that in a pull-model, supply chain officers', buyers' and sales people's performance measurements must also be changed. |
From Sell-In to Sell-Out and Beyond
Miguel Abuhab, Founder and Chairman NeoGrid
Miguel Abuhab is a mechanical engineer graduate from ITA – Aeronautical Institute of Technology, and visionary who moved from Sao Paulo, to Joinville SC, in Southern Brazil, to work at Consul, now owned by Whirlpool.
His charisma, leadership and entrepreneurship led Abuhab to be a pioneer in changing the regional development of technology, by creating in ovation, education and generating new jobs.
He founded Datasul in 1978, the largest ERP software company in Brazil, which later merged into TOTVS; in 1999 he founded NeoGrid, a provider of supply chain management (SCM) software solutions. He has since become a SCM expert in many market segment (consumer goods, pharmaceutical, fast –fashion) for replenishment, visibility at point of sale and integration with NeoGrid solutions.
Miguel is an advocate of Eliyahu Goldratt's ideas and the Theory of Constraints, which he applies at NeoGrid. He participates actively in networking through the Goldratt Group, which got him close to the applications with exceptional success stories. He is also a founding member of the theory of Constraints International Certification Organization (TOCICO). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1916 |
Conference Proceedings |
|
Utah State Government, Department of Corrections, Division of Adult Probation and Parole, Reducing recidivism |
2016 |
Leesburg, VA |
Most business rules were defined before the rise of technology, but as the world has become more modern, these business rules must change and be adapted accordingly. However, orthodoxies have remained until the present day simply because no one ever thought of changing them. This presentation will illustrate examples of how supply chain management (SCM) systems worked before and after technology, as well a graphic illustration of the algorithm that helps overcome orthodoxies that hinder effective and profitable SCM, to become a pull-based system with replenishment being based on real consumption. And the one constraint that must be overcome is the change of business rules along the supply chain. This includes that in a pull-model, supply chain officers', buyers' and sales people's performance measurements must also be changed. |
From Sell-In to Sell-Out and Beyond
Miguel Abuhab, Founder and Chairman NeoGrid
Miguel Abuhab is a mechanical engineer graduate from ITA – Aeronautical Institute of Technology, and visionary who moved from Sao Paulo, to Joinville SC, in Southern Brazil, to work at Consul, now owned by Whirlpool.
His charisma, leadership and entrepreneurship led Abuhab to be a pioneer in changing the regional development of technology, by creating in ovation, education and generating new jobs.
He founded Datasul in 1978, the largest ERP software company in Brazil, which later merged into TOTVS; in 1999 he founded NeoGrid, a provider of supply chain management (SCM) software solutions. He has since become a SCM expert in many market segment (consumer goods, pharmaceutical, fast –fashion) for replenishment, visibility at point of sale and integration with NeoGrid solutions.
Miguel is an advocate of Eliyahu Goldratt's ideas and the Theory of Constraints, which he applies at NeoGrid. He participates actively in networking through the Goldratt Group, which got him close to the applications with exceptional success stories. He is also a founding member of the theory of Constraints International Certification Organization (TOCICO). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1917 |
Conference Proceedings |
Lang, Lisa |
Utah State Government, Department of Corrections, Division of Adult Probation and Parole, Reducing recidivism |
2016 |
Leesburg, VA |
If you have plenty of capacity but are not selling enough product– you have a market constraint! In this interactive workshop, we will cover 5 marketing mistakes most people make and how YOU can avoid them. Theory of Constraints thinking and tools will be discussed as they relate to marketing, including the five focusing steps, the buy-in process and drum buffer rope. |
TOC Marketing: Stop Making these 5 Marketing Mistakes to Exploit Your Marketing Constraint
Dr. Lisa Lang, President of the Science of Business
Dr Lisa is the President of the Science of Business, a consulting firm specializing in helping companies to achieve bottom line results. She has served as the Global Marketing Director for Dr Eli Goldratt, father of Theory of Constraints and author of The Goal. Dr. Lisa Lang is the inventor of The Mafia Offer Boot Camp. Dr Lisa has a PhD in Engineering from the University of Missouri - Rolla and is one of the few TOCICO certified experts in Theory of Constraints worldwide. She was also on the TOCICO Board of Directors. Before becoming a consultant, Lisa was in operations, strategic planning, purchasing, and R&D while working for Clorox, Anheuser-Busch and Coors Brewing. In addition to consulting, Dr Lisa is a highly sought after Vistage/TEC speaker on ""Maximizing Profitability”. Dr Lisa also provides professional keynote speeches and workshops for organizations like: TLMI, ASC, NTMA, NAPM and private events for corporations like: TESSCO, Bostik, GE, and Sandvik Coromant. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1918 |
Conference Proceedings |
|
The basics of CCPM workshop |
2016 |
Leesburg, VA |
If you have plenty of capacity but are not selling enough product– you have a market constraint! In this interactive workshop, we will cover 5 marketing mistakes most people make and how YOU can avoid them. Theory of Constraints thinking and tools will be discussed as they relate to marketing, including the five focusing steps, the buy-in process and drum buffer rope. |
TOC Marketing: Stop Making these 5 Marketing Mistakes to Exploit Your Marketing Constraint
Dr. Lisa Lang, President of the Science of Business
Dr Lisa is the President of the Science of Business, a consulting firm specializing in helping companies to achieve bottom line results. She has served as the Global Marketing Director for Dr Eli Goldratt, father of Theory of Constraints and author of The Goal. Dr. Lisa Lang is the inventor of The Mafia Offer Boot Camp. Dr Lisa has a PhD in Engineering from the University of Missouri - Rolla and is one of the few TOCICO certified experts in Theory of Constraints worldwide. She was also on the TOCICO Board of Directors. Before becoming a consultant, Lisa was in operations, strategic planning, purchasing, and R&D while working for Clorox, Anheuser-Busch and Coors Brewing. In addition to consulting, Dr Lisa is a highly sought after Vistage/TEC speaker on ""Maximizing Profitability”. Dr Lisa also provides professional keynote speeches and workshops for organizations like: TLMI, ASC, NTMA, NAPM and private events for corporations like: TESSCO, Bostik, GE, and Sandvik Coromant. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1919 |
Conference Proceedings |
Angus, John |
The basics of CCPM workshop |
2016 |
Leesburg, VA |
The Utah Department of Technology Services (DTS) provides information technology services for all Utah cabinet agencies. Within the past year, DTS has used Theory of Constraints thinking processes and tools to identify core conflicts limiting critical services. With a focus on identifying and implementing solutions to increase capacity, DTS is positioning itself to better support state agencies in fulfilling their important missions. The presentation describes the initial environment of moving from decentralized to centralized IT, moving from an environment of dozens of projects competing for resources to an environment of less than a third the number of project in process, shutting the door to releasing new project to the department for a year in order to reduce the number of in-process projects, etc. |
John Angus - Utah Department of Technology Services John Angus has been working at the State of Utah as a Project Manager and Software Development Manager for ten years. His team of developers, analysts, and designers work with several different agencies on unique projects. He previously worked in Southern Utah as an International Account Manager implementing software solutions in Hong Kong, Amsterdam, and Mexico City. John attended Dixie State College and received his MBA in Technology Management from Westminster College. He spends time with his family enjoying the amazing recreational opportunities in Utah in both the summer and winter months. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1920 |
Conference Proceedings |
Hannan, Mike |
Enhancing airplane availability |
2016 |
Leesburg, VA |
The Utah Department of Technology Services (DTS) provides information technology services for all Utah cabinet agencies. Within the past year, DTS has used Theory of Constraints thinking processes and tools to identify core conflicts limiting critical services. With a focus on identifying and implementing solutions to increase capacity, DTS is positioning itself to better support state agencies in fulfilling their important missions. The presentation describes the initial environment of moving from decentralized to centralized IT, moving from an environment of dozens of projects competing for resources to an environment of less than a third the number of project in process, shutting the door to releasing new project to the department for a year in order to reduce the number of in-process projects, etc. |
John Angus - Utah Department of Technology Services John Angus has been working at the State of Utah as a Project Manager and Software Development Manager for ten years. His team of developers, analysts, and designers work with several different agencies on unique projects. He previously worked in Southern Utah as an International Account Manager implementing software solutions in Hong Kong, Amsterdam, and Mexico City. John attended Dixie State College and received his MBA in Technology Management from Westminster College. He spends time with his family enjoying the amazing recreational opportunities in Utah in both the summer and winter months. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1921 |
Conference Proceedings |
|
Enhancing airplane availability |
2016 |
Leesburg, VA |
The Utah Department of Technology Services (DTS) provides information technology services for all Utah cabinet agencies. Within the past year, DTS has used Theory of Constraints thinking processes and tools to identify core conflicts limiting critical services. With a focus on identifying and implementing solutions to increase capacity, DTS is positioning itself to better support state agencies in fulfilling their important missions. The presentation describes the initial environment of moving from decentralized to centralized IT, moving from an environment of dozens of projects competing for resources to an environment of less than a third the number of project in process, shutting the door to releasing new project to the department for a year in order to reduce the number of in-process projects, etc. |
John Angus - Utah Department of Technology Services John Angus has been working at the State of Utah as a Project Manager and Software Development Manager for ten years. His team of developers, analysts, and designers work with several different agencies on unique projects. He previously worked in Southern Utah as an International Account Manager implementing software solutions in Hong Kong, Amsterdam, and Mexico City. John attended Dixie State College and received his MBA in Technology Management from Westminster College. He spends time with his family enjoying the amazing recreational opportunities in Utah in both the summer and winter months. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1922 |
Conference Proceedings |
Smith, Debra |
Critical chain: A paradigm shift for project management what is necessary for a new paradigm to become common practice? |
2016 |
Leesburg, VA |
Debra Smith, CMG managing partner and Fredrik Nordstrom, Director Operational Excellence at Wärtsilä have teamed up to co-present their journey to help change one organization from a ""push and promote cost centric strategy” to a ""position and pull flow centric strategy” using the methodology, rules and tools known as demand driven. Wärtsilä has defined 5 guiding principles to show the way to manage and leverage performance. The demand driven approach is aligned with all 5 principles, but is the key component for the last three. The guiding principles are: • value for customer • first time right • demand driven flow • make it visual • leadership and continuous improvement. |
A Journey to Demand Driven Workshop
Debra Smith, Constraints Management Group, USA,Co-Presenter Fredrik Nordstrom, Director Operational Excellence at Wärtsilä Corporation
Debra Smith is the co-author of The Theory of Constraints and Its Implications for Management Accounting, (Noreen, Smith, Mackey North River Press, 1995) a grant study co-funded by the Institute of Management Accountants Foundation for Applied Research and Price Waterhouse; The author of The Measurement Nightmare. (St. Lucie Press, 2000); a co-author of The Theory of Constraints Handbook (McGraw Hill, 2010) and co-author of Demand Driven Performance – Using Smart Metrics (McGraw Hill 2013). She is the co-founder and a Partner of Constraints Management Group (CMG), a services and technology company specializing in pull based manufacturing, materials and project management systems for mid-range and large manufacturers. Clients, past and present, include Unilever, LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, Wellman Products Group, The Charles Machine Works (Ditch Witch), Avigilon and Oregon Freeze Dry. Debra is a certified public accountant and is also a certified expert in all disciplines of the Theory of Constraints and was elected to the founding board of the Theory of Constraint International Certification Organization. She served for six years before retiring. Prior to founding CMG Debra spent seven years as an associate professor teaching management accounting at both the University of Washington and the University of Puget Sound; nine years in industry and a CFO and a Director of finance and three years in public accounting with Deloitte. Ms. Smith is recognized internationally as an authority on both The Theory of Constraints and Management Accounting and is a noted speaker on both subjects. She has been the featured speaker at National Conventions for APICS, IMA and TOCICO as well presenting internationally in the United States, United Kingdom, Europe and South Africa. Debra makes her home in Enumclaw, WA with her husband and partner Greg Cass, two dogs, three cats, four horses and one Malaccan Cockatoo. Cockatoo. Fredrik Nordstrom - MSc, Jonah, TOCICO-certified implementer, is Director Operational Excellence at Wärtsilä Corporation. For more than 30 years he has acquired broad experience within operations management and development through various managerial positions within discrete manufacturing as well as within project-based and process industry type businesses. Fredrik was one of the key drivers in developing the use of TOC thinking and applications within ABB, leading to significant sustainable results over an extended period of time for which the ABB Group received the TOCICO 2010 International Achievement Award. In 2008 Fredrik joined Wärtsilä, where he today leads and acts as a catalyst to create and introduce Wärtsilä Operational Excellence, a program launched to set up a common platform with best practices to improve Wärtsilä value streams globally. Wärtsilä is a global leader in advanced technologies and complete lifecycle solutions for the marine and energy markets. By emphasising sustainable innovation and total efficiency, Wärtsilä maximises the environmental and economic performance of the vessels and power plants of its customers. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1923 |
Conference Proceedings |
Nordstrom, Fredrik |
Critical chain: A paradigm shift for project management what is necessary for a new paradigm to become common practice? |
2016 |
Leesburg, VA |
Debra Smith, CMG managing partner and Fredrik Nordstrom, Director Operational Excellence at Wärtsilä have teamed up to co-present their journey to help change one organization from a ""push and promote cost centric strategy” to a ""position and pull flow centric strategy” using the methodology, rules and tools known as demand driven. Wärtsilä has defined 5 guiding principles to show the way to manage and leverage performance. The demand driven approach is aligned with all 5 principles, but is the key component for the last three. The guiding principles are: • value for customer • first time right • demand driven flow • make it visual • leadership and continuous improvement. |
A Journey to Demand Driven Workshop
Debra Smith, Constraints Management Group, USA,Co-Presenter Fredrik Nordstrom, Director Operational Excellence at Wärtsilä Corporation
Debra Smith is the co-author of The Theory of Constraints and Its Implications for Management Accounting, (Noreen, Smith, Mackey North River Press, 1995) a grant study co-funded by the Institute of Management Accountants Foundation for Applied Research and Price Waterhouse; The author of The Measurement Nightmare. (St. Lucie Press, 2000); a co-author of The Theory of Constraints Handbook (McGraw Hill, 2010) and co-author of Demand Driven Performance – Using Smart Metrics (McGraw Hill 2013). She is the co-founder and a Partner of Constraints Management Group (CMG), a services and technology company specializing in pull based manufacturing, materials and project management systems for mid-range and large manufacturers. Clients, past and present, include Unilever, LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, Wellman Products Group, The Charles Machine Works (Ditch Witch), Avigilon and Oregon Freeze Dry. Debra is a certified public accountant and is also a certified expert in all disciplines of the Theory of Constraints and was elected to the founding board of the Theory of Constraint International Certification Organization. She served for six years before retiring. Prior to founding CMG Debra spent seven years as an associate professor teaching management accounting at both the University of Washington and the University of Puget Sound; nine years in industry and a CFO and a Director of finance and three years in public accounting with Deloitte. Ms. Smith is recognized internationally as an authority on both The Theory of Constraints and Management Accounting and is a noted speaker on both subjects. She has been the featured speaker at National Conventions for APICS, IMA and TOCICO as well presenting internationally in the United States, United Kingdom, Europe and South Africa. Debra makes her home in Enumclaw, WA with her husband and partner Greg Cass, two dogs, three cats, four horses and one Malaccan Cockatoo. Cockatoo. Fredrik Nordstrom - MSc, Jonah, TOCICO-certified implementer, is Director Operational Excellence at Wärtsilä Corporation. For more than 30 years he has acquired broad experience within operations management and development through various managerial positions within discrete manufacturing as well as within project-based and process industry type businesses. Fredrik was one of the key drivers in developing the use of TOC thinking and applications within ABB, leading to significant sustainable results over an extended period of time for which the ABB Group received the TOCICO 2010 International Achievement Award. In 2008 Fredrik joined Wärtsilä, where he today leads and acts as a catalyst to create and introduce Wärtsilä Operational Excellence, a program launched to set up a common platform with best practices to improve Wärtsilä value streams globally. Wärtsilä is a global leader in advanced technologies and complete lifecycle solutions for the marine and energy markets. By emphasising sustainable innovation and total efficiency, Wärtsilä maximises the environmental and economic performance of the vessels and power plants of its customers. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1924 |
Conference Proceedings |
|
Rethinking critical chain scheduling |
2016 |
Leesburg, VA |
Debra Smith, CMG managing partner and Fredrik Nordstrom, Director Operational Excellence at Wärtsilä have teamed up to co-present their journey to help change one organization from a ""push and promote cost centric strategy” to a ""position and pull flow centric strategy” using the methodology, rules and tools known as demand driven. Wärtsilä has defined 5 guiding principles to show the way to manage and leverage performance. The demand driven approach is aligned with all 5 principles, but is the key component for the last three. The guiding principles are: • value for customer • first time right • demand driven flow • make it visual • leadership and continuous improvement. |
A Journey to Demand Driven Workshop
Debra Smith, Constraints Management Group, USA,Co-Presenter Fredrik Nordstrom, Director Operational Excellence at Wärtsilä Corporation
Debra Smith is the co-author of The Theory of Constraints and Its Implications for Management Accounting, (Noreen, Smith, Mackey North River Press, 1995) a grant study co-funded by the Institute of Management Accountants Foundation for Applied Research and Price Waterhouse; The author of The Measurement Nightmare. (St. Lucie Press, 2000); a co-author of The Theory of Constraints Handbook (McGraw Hill, 2010) and co-author of Demand Driven Performance – Using Smart Metrics (McGraw Hill 2013). She is the co-founder and a Partner of Constraints Management Group (CMG), a services and technology company specializing in pull based manufacturing, materials and project management systems for mid-range and large manufacturers. Clients, past and present, include Unilever, LeTourneau Technologies, Boeing, Intel, Erickson Air-Crane, Siemens, IBM, Wellman Products Group, The Charles Machine Works (Ditch Witch), Avigilon and Oregon Freeze Dry. Debra is a certified public accountant and is also a certified expert in all disciplines of the Theory of Constraints and was elected to the founding board of the Theory of Constraint International Certification Organization. She served for six years before retiring. Prior to founding CMG Debra spent seven years as an associate professor teaching management accounting at both the University of Washington and the University of Puget Sound; nine years in industry and a CFO and a Director of finance and three years in public accounting with Deloitte. Ms. Smith is recognized internationally as an authority on both The Theory of Constraints and Management Accounting and is a noted speaker on both subjects. She has been the featured speaker at National Conventions for APICS, IMA and TOCICO as well presenting internationally in the United States, United Kingdom, Europe and South Africa. Debra makes her home in Enumclaw, WA with her husband and partner Greg Cass, two dogs, three cats, four horses and one Malaccan Cockatoo. Cockatoo. Fredrik Nordstrom - MSc, Jonah, TOCICO-certified implementer, is Director Operational Excellence at Wärtsilä Corporation. For more than 30 years he has acquired broad experience within operations management and development through various managerial positions within discrete manufacturing as well as within project-based and process industry type businesses. Fredrik was one of the key drivers in developing the use of TOC thinking and applications within ABB, leading to significant sustainable results over an extended period of time for which the ABB Group received the TOCICO 2010 International Achievement Award. In 2008 Fredrik joined Wärtsilä, where he today leads and acts as a catalyst to create and introduce Wärtsilä Operational Excellence, a program launched to set up a common platform with best practices to improve Wärtsilä value streams globally. Wärtsilä is a global leader in advanced technologies and complete lifecycle solutions for the marine and energy markets. By emphasising sustainable innovation and total efficiency, Wärtsilä maximises the environmental and economic performance of the vessels and power plants of its customers. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1925 |
Conference Proceedings |
Baptista, Humberto |
Rethinking critical chain scheduling |
2016 |
Leesburg, VA |
The TOC retail solution is now a flourishing one, but the tools, results, and concepts pertaining to the retail solution are scattered, uncoordinated and sometimes inconsistent. In this presentation, the author gathers all that was developed in TOC for retail, makes the assumption explicit, irons out the inconsistencies and presents a comprehensive view of the breath of the application and what is to be expected as new developments are presented. The presentation content will include (but not be limited to): basic assumptions of TOC distribution and retail and their validity, limits of pull replenishment, product focusing, seasonality, mix management, short-life products, purchasing, product development, pricing, etc. |
TOC Retail: The Works-A Comprehensive View of the TOC Solution for Retail and its Next Steps of Development
Humberto Baptista, Vectis Solutions CEO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1926 |
Conference Proceedings |
|
Technology breakthrough by operation breakthrough |
2016 |
Leesburg, VA |
The TOC retail solution is now a flourishing one, but the tools, results, and concepts pertaining to the retail solution are scattered, uncoordinated and sometimes inconsistent. In this presentation, the author gathers all that was developed in TOC for retail, makes the assumption explicit, irons out the inconsistencies and presents a comprehensive view of the breath of the application and what is to be expected as new developments are presented. The presentation content will include (but not be limited to): basic assumptions of TOC distribution and retail and their validity, limits of pull replenishment, product focusing, seasonality, mix management, short-life products, purchasing, product development, pricing, etc. |
TOC Retail: The Works-A Comprehensive View of the TOC Solution for Retail and its Next Steps of Development
Humberto Baptista, Vectis Solutions CEO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1927 |
Conference Proceedings |
Lambert, Kirk |
Technology breakthrough by operation breakthrough |
2016 |
Leesburg, VA |
The Utah Department of Corrections (UDC) situation—to successfully implement the Justice Reinvestment Initiative (JRI) with limited resources in a way that continues to protect – or enhance – public safety. However, with the implementation of this initiative, there also comes a historical opportunity—to reshape the criminal justice system in a way that reduces recidivism and changes lives while also reducing cost. |
Utah State Government, Department of Corrections, Division of Adult Probation and Parole, Reducing Recidivism
Kirk Lambert, Supervisor with the Utah Department of Corrections
Kirk Lambert is a Supervisor with the Utah Department of Corrections division of Adult Probation and Parole. He runs an office in Logan, Utah, and is responsible for managing a team of probation and parole officers who supervise offenders, run programs, and offer treatment to address criminogenic concerns. He has been overseeing the implementation of new programs designed to correspond with Utah's Success Initiative to reduce recidivism rates and improve offender outcomes. Most recently he has been overseeing a program that is designed to remove bottlenecks in the probation system, and ensure probation is front-loaded with the right types of programs for the right individuals. Kirk and his wife Laura stay busy looking after their five children, and enjoying the beautiful outdoors that Utah has to offer. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1928 |
Conference Proceedings |
|
Technology breakthrough by operation breakthrough |
2016 |
Leesburg, VA |
The Utah Department of Corrections (UDC) situation—to successfully implement the Justice Reinvestment Initiative (JRI) with limited resources in a way that continues to protect – or enhance – public safety. However, with the implementation of this initiative, there also comes a historical opportunity—to reshape the criminal justice system in a way that reduces recidivism and changes lives while also reducing cost. |
Utah State Government, Department of Corrections, Division of Adult Probation and Parole, Reducing Recidivism
Kirk Lambert, Supervisor with the Utah Department of Corrections
Kirk Lambert is a Supervisor with the Utah Department of Corrections division of Adult Probation and Parole. He runs an office in Logan, Utah, and is responsible for managing a team of probation and parole officers who supervise offenders, run programs, and offer treatment to address criminogenic concerns. He has been overseeing the implementation of new programs designed to correspond with Utah's Success Initiative to reduce recidivism rates and improve offender outcomes. Most recently he has been overseeing a program that is designed to remove bottlenecks in the probation system, and ensure probation is front-loaded with the right types of programs for the right individuals. Kirk and his wife Laura stay busy looking after their five children, and enjoying the beautiful outdoors that Utah has to offer. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1929 |
Conference Proceedings |
Lenhartz, Christoph |
Technology breakthrough by operation breakthrough |
2016 |
Leesburg, VA |
This basic workshop introduces attendees to the logic of critical chain project management (CCPM) for both single project and multi-project environments. The workshop uses a mix of interactive discussion, lecture, hands-on exercises, and mini-case studies. Many organizations struggle with completing projects on time, in budget and with full scope. Often the working environment is characterized by high stress, constant changes in priorities and endless firefighting. A lack of focus and the inability to manage uncertainty are two significant causes of project problems and poor performance. CCPM addresses techniques improve project speed, quality, on-time performance, and team morale. CCPM addresses these root causes through three main interventions: removing unproductive multitasking, proper handling of uncertainty through buffers, and clear and robust operation priorities. The result is fast and reliable project execution and a significant increase of productivity while project teams enjoy a significantly higher quality work environment with a sense of accomplishment. A large number of organizations, from small and medium-sized enterprises to large multinationals, such as Hewlett-Packard, Eli Lilly and IBM, have adopted CCPM. |
The Basics of CCPM Workshop
Christoph Lenhartz, General Manager of Catena Strategies
MBA, Jonah, TOCICO-certified, Certified Consultant (bdvb), CDDP, is a Board Member and Past Chairman of TOCICO.
In over 20 years he has acquired a wide-ranging, international experience in industry, as a successful entrepreneur and also a leader of management consulting teams in high complexity TOC implementations. He has lead strategic, business transformation, supply chain management and IT projects and his expertise also includes post-merger integration of supply chain operations for major international groups.
One of the leading TOC and management experts in Europe he is the General Manager of Catena Strategies, a leading consultancy in operational excellence consulting based on TOC principles.He has published articles on TOC and management topics in journals such as ""Quality Progress” and has translated and written books on TOC and management topics in German. He is an appreciated speaker and teacher of TOC and related topics.
Christoph holds an MBA from Clemson University (USA), he graduated from the University Essen (Germany) as a Diplom-Kaufmann and has pursued post-graduate studies at Washington State University (USA). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1930 |
Conference Proceedings |
|
Stay on the red curve by making your own products obsolete |
2016 |
Leesburg, VA |
This basic workshop introduces attendees to the logic of critical chain project management (CCPM) for both single project and multi-project environments. The workshop uses a mix of interactive discussion, lecture, hands-on exercises, and mini-case studies. Many organizations struggle with completing projects on time, in budget and with full scope. Often the working environment is characterized by high stress, constant changes in priorities and endless firefighting. A lack of focus and the inability to manage uncertainty are two significant causes of project problems and poor performance. CCPM addresses techniques improve project speed, quality, on-time performance, and team morale. CCPM addresses these root causes through three main interventions: removing unproductive multitasking, proper handling of uncertainty through buffers, and clear and robust operation priorities. The result is fast and reliable project execution and a significant increase of productivity while project teams enjoy a significantly higher quality work environment with a sense of accomplishment. A large number of organizations, from small and medium-sized enterprises to large multinationals, such as Hewlett-Packard, Eli Lilly and IBM, have adopted CCPM. |
The Basics of CCPM Workshop
Christoph Lenhartz, General Manager of Catena Strategies
MBA, Jonah, TOCICO-certified, Certified Consultant (bdvb), CDDP, is a Board Member and Past Chairman of TOCICO.
In over 20 years he has acquired a wide-ranging, international experience in industry, as a successful entrepreneur and also a leader of management consulting teams in high complexity TOC implementations. He has lead strategic, business transformation, supply chain management and IT projects and his expertise also includes post-merger integration of supply chain operations for major international groups.
One of the leading TOC and management experts in Europe he is the General Manager of Catena Strategies, a leading consultancy in operational excellence consulting based on TOC principles.He has published articles on TOC and management topics in journals such as ""Quality Progress” and has translated and written books on TOC and management topics in German. He is an appreciated speaker and teacher of TOC and related topics.
Christoph holds an MBA from Clemson University (USA), he graduated from the University Essen (Germany) as a Diplom-Kaufmann and has pursued post-graduate studies at Washington State University (USA). |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1931 |
Conference Proceedings |
Costa, Pedro Miquel Rodrigues da |
Stay on the red curve by making your own products obsolete |
2016 |
Leesburg, VA |
A case study is presented on applying critical chain project management (CCPM) to aircraft C checks at TAP Maintenance & Engineering, and the lessons learned from using CCPM as a continuous improvement process, on the embodying sharklets retrofit modifications for narrow body aircraft. Airplanes only generate revenue when they are flying and not during the necessary time for the aircraft maintenance. Reducing the downtime, known as turnaround time (TAT), is a key factor for airlines, and therefore must be a strategic focus for maintenance, repair, and overhaul (MRO) organizations. We applied TOC/CCPM by focusing on the constraints in each phase of the C Check, so that we could improve the control over the critical chain, and handle, the inherent uncertainties that exist in any aircraft inspection. The key elements were the reduction in the number of projects in work at any time, decreasing multitasking per project (aircraft inspection), defining clear priorities within the and across projects, implementing a full kitting process, using buffer management analysis and accountability of managers in optimizing available resources. |
Enhancing Airplane Availability
Costa, Pedro |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1932 |
Conference Proceedings |
|
TOC in environments that differ from the routine TOC environments |
2016 |
Leesburg, VA |
A case study is presented on applying critical chain project management (CCPM) to aircraft C checks at TAP Maintenance & Engineering, and the lessons learned from using CCPM as a continuous improvement process, on the embodying sharklets retrofit modifications for narrow body aircraft. Airplanes only generate revenue when they are flying and not during the necessary time for the aircraft maintenance. Reducing the downtime, known as turnaround time (TAT), is a key factor for airlines, and therefore must be a strategic focus for maintenance, repair, and overhaul (MRO) organizations. We applied TOC/CCPM by focusing on the constraints in each phase of the C Check, so that we could improve the control over the critical chain, and handle, the inherent uncertainties that exist in any aircraft inspection. The key elements were the reduction in the number of projects in work at any time, decreasing multitasking per project (aircraft inspection), defining clear priorities within the and across projects, implementing a full kitting process, using buffer management analysis and accountability of managers in optimizing available resources. |
Enhancing Airplane Availability
Costa, Pedro |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1933 |
Conference Proceedings |
Zultner, Richard |
TOC in environments that differ from the routine TOC environments |
2016 |
Leesburg, VA |
For TOC applications such as Critical Chain to become permanent in an organization, it is not sufficient to train new behaviors and practices. Locking in the gains requires a deep understanding of why behaviors and practices must change — the mindset of champions and implementers must shift to a new paradigm. |
Critical Chain: A Paradigm Shift for Project Management What is Necessary for a New Paradigm to become Common Practice?
Richard Zultner, Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey
Richard Zoultner is an international educator, consultant, speaker, and podcaster.
He is an Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey. He teaches the StrategicPerspectives on Project Management course, which he helped develop. This course presents the Project Value Management approach, with methods taken from single- and multi-project critical chain, statistical project control, project quality function deployment, failure mode effect analysis, and the analytic hierarchy process.
Richard is also a Founder of the QFD Institute, a non-profit research organization dedicated to the advancement of Quality Function Deployment. His specialty is the rapid delivery of high-tech software-intensive systems using daily management methods such as statistical process control, cross-functional management techniques such as quality function deployment, and project management paradigms such as critical chain. For his work in this area, he has received the International Akao QFD Prize — one of twenty-six people in the world so honored to date.
He is an avid and long-time student of Dr. W. Edwards Deming. His clients are high-tech software-intensive organizations ranging from huge corporations to tiny new ventures, in North America, Europe, and Asia.
Richard has a Master's in Management (M.M.) from the J. L. Kellogg Graduate School of Management at Northwestern University, and a Bachelor's in Philosophy (A.B.) from the College of William & Mary in Virginia.
• Project Management Professional (PMI)
• Jonah (AGI), Certified Critical Chain
• Expert (TOCICO)
• Certified Quality Engineer
• Certified Software Quality Engineer (ASQ)
• Certified Quality Analyst (QAI)
• Certificate in Data Processing
• Certified Systems Professional (ICCP)
• Six Sigma Black Belt, Six Sigma Master
• Black Belt, Quality Function Deployment
• Red Belt |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1934 |
Conference Proceedings |
|
Simplifying measurements to make more money workshop |
2016 |
Leesburg, VA |
For TOC applications such as Critical Chain to become permanent in an organization, it is not sufficient to train new behaviors and practices. Locking in the gains requires a deep understanding of why behaviors and practices must change — the mindset of champions and implementers must shift to a new paradigm. |
Critical Chain: A Paradigm Shift for Project Management What is Necessary for a New Paradigm to become Common Practice?
Richard Zultner, Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey
Richard Zoultner is an international educator, consultant, speaker, and podcaster.
He is an Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey. He teaches the StrategicPerspectives on Project Management course, which he helped develop. This course presents the Project Value Management approach, with methods taken from single- and multi-project critical chain, statistical project control, project quality function deployment, failure mode effect analysis, and the analytic hierarchy process.
Richard is also a Founder of the QFD Institute, a non-profit research organization dedicated to the advancement of Quality Function Deployment. His specialty is the rapid delivery of high-tech software-intensive systems using daily management methods such as statistical process control, cross-functional management techniques such as quality function deployment, and project management paradigms such as critical chain. For his work in this area, he has received the International Akao QFD Prize — one of twenty-six people in the world so honored to date.
He is an avid and long-time student of Dr. W. Edwards Deming. His clients are high-tech software-intensive organizations ranging from huge corporations to tiny new ventures, in North America, Europe, and Asia.
Richard has a Master's in Management (M.M.) from the J. L. Kellogg Graduate School of Management at Northwestern University, and a Bachelor's in Philosophy (A.B.) from the College of William & Mary in Virginia.
• Project Management Professional (PMI)
• Jonah (AGI), Certified Critical Chain
• Expert (TOCICO)
• Certified Quality Engineer
• Certified Software Quality Engineer (ASQ)
• Certified Quality Analyst (QAI)
• Certificate in Data Processing
• Certified Systems Professional (ICCP)
• Six Sigma Black Belt, Six Sigma Master
• Black Belt, Quality Function Deployment
• Red Belt |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1935 |
Conference Proceedings |
Newbold, Rob |
Simplifying measurements to make more money workshop |
2016 |
Leesburg, VA |
Three years ago, at the TOCICO conference in Bad Nauheim, Rob Newbold argued that feeding buffers should be eliminated. Now he will present the full set of changes needed for critical chain scheduling to become more transparent, intuitive, and powerful; thereby making critical chain adoption easier and more effective. In the process, he will challenge a few sacred notions. |
Rethinking Critical Chain Scheduling
Rob Newbold, CEO of ProChain Solutions
Robert Newbold is founder and CEO of ProChain Solutions and one of the world's leading experts on implementing Critical Chain project scheduling and management. He has over thirty years of experience developing process improvements in various fields. Rob is a frequent writer and speaker and holds degrees from Stanford University, SUNY Stony Brook, and Yale University. He is the author of the books The Project Manifesto (ProChain Press), The Billion Dollar Solution (ProChain Press), and Project Management in the Fast Lane (St. Lucie Press) and is a contributing author to Theory of Constraints Handbook from McGraw-Hill. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1936 |
Conference Proceedings |
|
The power of TOC: My reflections |
2016 |
Leesburg, VA |
Three years ago, at the TOCICO conference in Bad Nauheim, Rob Newbold argued that feeding buffers should be eliminated. Now he will present the full set of changes needed for critical chain scheduling to become more transparent, intuitive, and powerful; thereby making critical chain adoption easier and more effective. In the process, he will challenge a few sacred notions. |
Rethinking Critical Chain Scheduling
Rob Newbold, CEO of ProChain Solutions
Robert Newbold is founder and CEO of ProChain Solutions and one of the world's leading experts on implementing Critical Chain project scheduling and management. He has over thirty years of experience developing process improvements in various fields. Rob is a frequent writer and speaker and holds degrees from Stanford University, SUNY Stony Brook, and Yale University. He is the author of the books The Project Manifesto (ProChain Press), The Billion Dollar Solution (ProChain Press), and Project Management in the Fast Lane (St. Lucie Press) and is a contributing author to Theory of Constraints Handbook from McGraw-Hill. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1937 |
Conference Proceedings |
Kanai, Seita |
The power of TOC: My reflections |
2016 |
Leesburg, VA |
Many Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. With four straight years of negative performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment. Starting with bottom up initiatives and later supported by a top-down commitment, the company utilized the TOC five focusing steps which enabled them to use a laser-like focus on its TOC implementation to the only constraint to developing an innovative, new technological breakthrough called ""SKYACTIV.” Not only was Mazda able to cut its car development time in half, but also the mileage is competitive with hybrid cars without any compromise in performance and far less cost. |
Operation Breakthrough
Mr. Seita Kanai, Representative Director and Chairman of the Board, Mazda Motor Corporation
Co-presenter, Mr. Mitsuo Hitomi, Managing Executive Officer, Mazda Motor Corporation Co-presenter,
Mr. Akihiro Kidani, General Manager, MDI Project Office Mazda Motor corporation |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1938 |
Conference Proceedings |
Hitomi, Mitsuo |
Case study - challenges to introduce the TOC mental model into the culture of a large company |
2016 |
Leesburg, VA |
Many Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. With four straight years of negative performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment. Starting with bottom up initiatives and later supported by a top-down commitment, the company utilized the TOC five focusing steps which enabled them to use a laser-like focus on its TOC implementation to the only constraint to developing an innovative, new technological breakthrough called ""SKYACTIV.” Not only was Mazda able to cut its car development time in half, but also the mileage is competitive with hybrid cars without any compromise in performance and far less cost. |
Operation Breakthrough
Mr. Seita Kanai, Representative Director and Chairman of the Board, Mazda Motor Corporation
Co-presenter, Mr. Mitsuo Hitomi, Managing Executive Officer, Mazda Motor Corporation Co-presenter,
Mr. Akihiro Kidani, General Manager, MDI Project Office Mazda Motor corporation |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1939 |
Conference Proceedings |
Kidani, Akihiro |
Case study - challenges to introduce the TOC mental model into the culture of a large company |
2016 |
Leesburg, VA |
Many Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. With four straight years of negative performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment. Starting with bottom up initiatives and later supported by a top-down commitment, the company utilized the TOC five focusing steps which enabled them to use a laser-like focus on its TOC implementation to the only constraint to developing an innovative, new technological breakthrough called ""SKYACTIV.” Not only was Mazda able to cut its car development time in half, but also the mileage is competitive with hybrid cars without any compromise in performance and far less cost. |
Operation Breakthrough
Mr. Seita Kanai, Representative Director and Chairman of the Board, Mazda Motor Corporation
Co-presenter, Mr. Mitsuo Hitomi, Managing Executive Officer, Mazda Motor Corporation Co-presenter,
Mr. Akihiro Kidani, General Manager, MDI Project Office Mazda Motor corporation |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1940 |
Conference Proceedings |
|
Case study - challenges to introduce the TOC mental model into the culture of a large company |
2016 |
Leesburg, VA |
Many Japanese companies are facing the dilemma to fulfill corporate social responsibility by securing employment versus to deliver new innovative products by investing more money for new product development. With four straight years of negative performance and a plummeting share price, Mazda had to come up with a way to deliver car innovation without increasing costs while keeping employment. Starting with bottom up initiatives and later supported by a top-down commitment, the company utilized the TOC five focusing steps which enabled them to use a laser-like focus on its TOC implementation to the only constraint to developing an innovative, new technological breakthrough called ""SKYACTIV.” Not only was Mazda able to cut its car development time in half, but also the mileage is competitive with hybrid cars without any compromise in performance and far less cost. |
Operation Breakthrough
Mr. Seita Kanai, Representative Director and Chairman of the Board, Mazda Motor Corporation
Co-presenter, Mr. Mitsuo Hitomi, Managing Executive Officer, Mazda Motor Corporation Co-presenter,
Mr. Akihiro Kidani, General Manager, MDI Project Office Mazda Motor corporation |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1941 |
Conference Proceedings |
Holt, Steve |
Before transformation: What must come before TOC, management diseases and obstacles, W. Edwards Deming and Elliott Jaques |
2016 |
Leesburg, VA |
A TOC company solidly on the red curve can still find itself in trouble. If they focus too much on efficiency and only their key products or services the appearance of a new competitor, a new technology, or a change in customer values can slow or even destroy their current market appeal. The company suddenly finds itself on a green curve. Product life cycles are often shown as an S-curve. They start out slowly, grow to become a dominant paradigm, and then slow down and become obsolete as a new product or technology takes over. This transition from one product S-Curve to the next is inescapable for any company desiring to permanently stay on a red curve growth trajectory. To survive, the company should use strategic red teams of critical thinkers using the TOC thinking processes and other means to find ways to obsolete their own products and jump onto the next red curve. This presentation will cover how such teams could be set up and how they would work. |
Stay on the Red Curve By Making Your Own Products Obsolete
Steve Holt, Associate Technical Fellow, The Boeing Company
Steve Holt has been in management and engineering with Boeing in Seattle for over 30 years. During that time he has had the opportunity to study and practice a number of continuous improvement disciplines such as Total Quality Management, Systems Thinking, TRIZ, Lean, and the Theory of Constraints. He received his initial TOC training through Washington State University in 1997 and holds a Constraints Management Certificate from WSU, He has been a member of TOCICO since 2003. Steve is TOCICO certified in Project Management and is on the TOCICO Board of Directors. His primary focus is the application of TOC and related studies in the management of complex product development programs. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1942 |
Conference Proceedings |
|
Before transformation: What must come before TOC, management diseases and obstacles, W. Edwards Deming and Elliott Jaques |
2016 |
Leesburg, VA |
A TOC company solidly on the red curve can still find itself in trouble. If they focus too much on efficiency and only their key products or services the appearance of a new competitor, a new technology, or a change in customer values can slow or even destroy their current market appeal. The company suddenly finds itself on a green curve. Product life cycles are often shown as an S-curve. They start out slowly, grow to become a dominant paradigm, and then slow down and become obsolete as a new product or technology takes over. This transition from one product S-Curve to the next is inescapable for any company desiring to permanently stay on a red curve growth trajectory. To survive, the company should use strategic red teams of critical thinkers using the TOC thinking processes and other means to find ways to obsolete their own products and jump onto the next red curve. This presentation will cover how such teams could be set up and how they would work. |
Stay on the Red Curve By Making Your Own Products Obsolete
Steve Holt, Associate Technical Fellow, The Boeing Company
Steve Holt has been in management and engineering with Boeing in Seattle for over 30 years. During that time he has had the opportunity to study and practice a number of continuous improvement disciplines such as Total Quality Management, Systems Thinking, TRIZ, Lean, and the Theory of Constraints. He received his initial TOC training through Washington State University in 1997 and holds a Constraints Management Certificate from WSU, He has been a member of TOCICO since 2003. Steve is TOCICO certified in Project Management and is on the TOCICO Board of Directors. His primary focus is the application of TOC and related studies in the management of complex product development programs. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1943 |
Conference Proceedings |
Schragenheim, Eli |
How to control the flow of a rigid production environment with flexible demand and seasonality |
2016 |
Leesburg, VA |
TOC was born on the production shopfloor and spread to distribution and retail and multi-project environment. More areas where TOC has spread into are: Healthcare and certain parts in the public sectors. In order to open the mind to other areas, referring to similarities and also differences I will highlight the characteristics of other types of organizations and what TOC might offer to them. A list of organizational areas to be covered: 1. Banking and Insurance, where the core of the business is handling money, meaning money is both inventory and throughput. What are the potential constraints? What could be a decisive-competitive-edge? 2. Airlines and other transport-oriented companies, where the location of the resource matters. Airlines especially have developed a whole set of paradigms, which are different than the paradigms TOC are used to, and certainly the TOC solution would be different. 3. Army, Red-Cross and fire squad - organizations that are based on being ready for something (bad) to happen, and how they are managed in between the real need. 4. Performing art organizations, like the theater and also running TV networks. The objective is to generate an open mind to the ability of TOC to address a huge variety of different situations and organizations and quickly find the focus. |
TOC in Environments that Differ from the Routine TOC Environments
Eli Schragenheim, CEO of Elyakim Management Systems Ltd
Eli Schragenheim CEO of Elyakim Management Systems Ltd
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1944 |
Conference Proceedings |
|
How to control the flow of a rigid production environment with flexible demand and seasonality |
2016 |
Leesburg, VA |
TOC was born on the production shopfloor and spread to distribution and retail and multi-project environment. More areas where TOC has spread into are: Healthcare and certain parts in the public sectors. In order to open the mind to other areas, referring to similarities and also differences I will highlight the characteristics of other types of organizations and what TOC might offer to them. A list of organizational areas to be covered: 1. Banking and Insurance, where the core of the business is handling money, meaning money is both inventory and throughput. What are the potential constraints? What could be a decisive-competitive-edge? 2. Airlines and other transport-oriented companies, where the location of the resource matters. Airlines especially have developed a whole set of paradigms, which are different than the paradigms TOC are used to, and certainly the TOC solution would be different. 3. Army, Red-Cross and fire squad - organizations that are based on being ready for something (bad) to happen, and how they are managed in between the real need. 4. Performing art organizations, like the theater and also running TV networks. The objective is to generate an open mind to the ability of TOC to address a huge variety of different situations and organizations and quickly find the focus. |
TOC in Environments that Differ from the Routine TOC Environments
Eli Schragenheim, CEO of Elyakim Management Systems Ltd
Eli Schragenheim CEO of Elyakim Management Systems Ltd
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1945 |
Conference Proceedings |
Gilani, Ravi |
How to control the flow of a rigid production environment with flexible demand and seasonality |
2016 |
Leesburg, VA |
After a few years of implementing TOC, even the highly successful implementations have either stagnated at a higher level, or have deteriorated. Why? I believe the primary reason for this has been that the organizational global measurements have not been changed. Measurements are the physical manifestations of the policies of decision makers. Prime measurements continue to be volume measurements (Tons sold, number of vehicles sold), sales turnover (Billion $), market share (%), margin (%) etc. And measurements drive behaviors! During crisis or in emergencies organizations do temporarily shift their focus, but as soon as the crisis situation is over organizations revert to their old ways of working as reflected by the measurements. This presentation shares the right prime and supporting measurements to use depending upon the financial health of the organization (profits continuously increasing, profits fluctuating, loss making, survival at stake etc.), and the physical constraint (orders, capacity, cash, etc.). |
Simplifying Measurements to Make More Money Workshop
Ravi Gilani, Founder, Managing Consultant, Goldratt India
Ravi Gilani is the Founder and Managing Consultant of Goldratt India. As the Managing Consultant of Goldratt India, Ravi introduced Dr. Eli Goldratt's Theory of Constraints (TOC) in India in 1998. He is the first 'Jonah' (TOC Expert) in India. He is also the first Indian member of the Goldratt Group's international network of associates. Ravi was trained by Dr. Goldratt in Supply Chain Management. Ravi served on the board of TOCICO during 2005 - 2008. Ravi is an alumnus of the Indian Institute of Technology, Delhi. He enjoys striving for the impossible by challenging sacred assumptions and simplifying complexity. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1946 |
Conference Proceedings |
|
Redefining airline catering at the world's busiest hub: Using theory of constraints (TOC), lean and six sigma (LSS) |
2016 |
Leesburg, VA |
After a few years of implementing TOC, even the highly successful implementations have either stagnated at a higher level, or have deteriorated. Why? I believe the primary reason for this has been that the organizational global measurements have not been changed. Measurements are the physical manifestations of the policies of decision makers. Prime measurements continue to be volume measurements (Tons sold, number of vehicles sold), sales turnover (Billion $), market share (%), margin (%) etc. And measurements drive behaviors! During crisis or in emergencies organizations do temporarily shift their focus, but as soon as the crisis situation is over organizations revert to their old ways of working as reflected by the measurements. This presentation shares the right prime and supporting measurements to use depending upon the financial health of the organization (profits continuously increasing, profits fluctuating, loss making, survival at stake etc.), and the physical constraint (orders, capacity, cash, etc.). |
Simplifying Measurements to Make More Money Workshop
Ravi Gilani, Founder, Managing Consultant, Goldratt India
Ravi Gilani is the Founder and Managing Consultant of Goldratt India. As the Managing Consultant of Goldratt India, Ravi introduced Dr. Eli Goldratt's Theory of Constraints (TOC) in India in 1998. He is the first 'Jonah' (TOC Expert) in India. He is also the first Indian member of the Goldratt Group's international network of associates. Ravi was trained by Dr. Goldratt in Supply Chain Management. Ravi served on the board of TOCICO during 2005 - 2008. Ravi is an alumnus of the Indian Institute of Technology, Delhi. He enjoys striving for the impossible by challenging sacred assumptions and simplifying complexity. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1947 |
Conference Proceedings |
Gupta, Sanjeev |
Redefining airline catering at the world's busiest hub: Using theory of constraints (TOC), lean and six sigma (LSS) |
2016 |
Leesburg, VA |
Even with all its proven power, to create significant value for enterprises, the TOC movement continues to stay on the fringes. What will it take to bring it into the mainstream? Sanjeev Gupta will discus why formalizing the theory behind the Theory of Constraints is a must. He will show how TOC can, in fact, be formalized into one central axiom and three foundational theorems. Attendees will also learn how such formalization helps us pinpoint the specific paradigm changes needed, and design effective tools and measurements to enable those changes. Sanjeev will also argue for narrowing the scope of TOC. ""Too broad a scope drags all of TOC back. Not everything Dr. Goldratt said is TOC. We need to especially shed our infatuation with the so-called ""thinking processes."" |
The Power of TOC: My Reflections
Sanjeev Gupta, Realization Technologies, Inc., USA
Sanjeev Gupta has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1948 |
Conference Proceedings |
|
Growth through simplicity |
2016 |
Leesburg, VA |
Even with all its proven power, to create significant value for enterprises, the TOC movement continues to stay on the fringes. What will it take to bring it into the mainstream? Sanjeev Gupta will discus why formalizing the theory behind the Theory of Constraints is a must. He will show how TOC can, in fact, be formalized into one central axiom and three foundational theorems. Attendees will also learn how such formalization helps us pinpoint the specific paradigm changes needed, and design effective tools and measurements to enable those changes. Sanjeev will also argue for narrowing the scope of TOC. ""Too broad a scope drags all of TOC back. Not everything Dr. Goldratt said is TOC. We need to especially shed our infatuation with the so-called ""thinking processes."" |
The Power of TOC: My Reflections
Sanjeev Gupta, Realization Technologies, Inc., USA
Sanjeev Gupta has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1949 |
Conference Proceedings |
Oliveira, Priscilla |
Growth through simplicity |
2016 |
Leesburg, VA |
Embraer is a Brazilian aircraft manufacturer with around 19,000 employees, including 5,900 engineers. The Vice-President became the sponsor of a comprehensive Theory of Constraint (TOC) implementation program. His conviction about bringing new paradigms is to do it slowly but steadily. We started implementing some TOC applications that were more related to our reality, at that moment, like: Critical chain multi-project management to improve results in all aircraft programs; current reality tree of the whole integrated product development to achieve consensus on the major problems. However, the TOC culture had to be installed on a broader scale. So, it was decided to educate mid-managers, managers, directors and VP´s in the TOC basic concepts and thinking processes. Eight people were certified in a Jonah program and hundreds of people attended program. The Jonahs have led different projects using the thinking processes with the strategy and tactics tree approach. Our case study is about embedding the TOC mental model into the culture of a large company. It is a challenging task, but also an exciting adventure. |
Case Study - ""Challenges to Introduce the TOC Mental Model into the Culture of a Large Company”.
Priscila Oliveira, Embraer Aircraft Manufacturing, Brazil
Co-Presenter, Celso Calia, Partner Goldratt Associates, Brazil
Priscila Oliveira
• Degrees in Mechanical Engineering.
• Jonah (2014), by Celso Calia, at Goldratt Associados Brazil.
• Certification in Basics of Thinking Process (2013)
• Certification IN Basics of Critical Chain Project Management (2013)
• TOC for Project Management and ToC Thinking Process (2013), by Dr James Holt, at University of Tennessee
• Aplicações da TOC ao gerenciamento de projetos (2010), by Joao Mario Csillag, at Fundação Getúlio Vargas
• 14 years as employee of Embraer, a Brazilian aircraft manufacturer and 4 years working with TOC.
Celso Calia
• Degrees in Mechanical and Petroleum Engineering.
• Jonah (1988) and Jonah´s Jonah (1990), by Eli Goldratt, at the A. Goldratt Institute - USA.
• Partner of Eli Goldratt at the A. Goldratt Institute – USA, in 1990.
• First implementation of TOC in Brazil, in 1988, as Industrial Manager of Garrett Turbochargers - DBR, Distribution and Throughput Accounting.
• 26 years as TOC Consultancy Company - Goldratt Associados Brazil.
• Customers from large conglomerates to medium size companies.
Seen as the pioneer and disseminator of TOC, in Brazil. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1950 |
Conference Proceedings |
Calia, Celso |
Growth through simplicity |
2016 |
Leesburg, VA |
Embraer is a Brazilian aircraft manufacturer with around 19,000 employees, including 5,900 engineers. The Vice-President became the sponsor of a comprehensive Theory of Constraint (TOC) implementation program. His conviction about bringing new paradigms is to do it slowly but steadily. We started implementing some TOC applications that were more related to our reality, at that moment, like: Critical chain multi-project management to improve results in all aircraft programs; current reality tree of the whole integrated product development to achieve consensus on the major problems. However, the TOC culture had to be installed on a broader scale. So, it was decided to educate mid-managers, managers, directors and VP´s in the TOC basic concepts and thinking processes. Eight people were certified in a Jonah program and hundreds of people attended program. The Jonahs have led different projects using the thinking processes with the strategy and tactics tree approach. Our case study is about embedding the TOC mental model into the culture of a large company. It is a challenging task, but also an exciting adventure. |
Case Study - ""Challenges to Introduce the TOC Mental Model into the Culture of a Large Company”.
Priscila Oliveira, Embraer Aircraft Manufacturing, Brazil
Co-Presenter, Celso Calia, Partner Goldratt Associates, Brazil
Priscila Oliveira
• Degrees in Mechanical Engineering.
• Jonah (2014), by Celso Calia, at Goldratt Associados Brazil.
• Certification in Basics of Thinking Process (2013)
• Certification IN Basics of Critical Chain Project Management (2013)
• TOC for Project Management and ToC Thinking Process (2013), by Dr James Holt, at University of Tennessee
• Aplicações da TOC ao gerenciamento de projetos (2010), by Joao Mario Csillag, at Fundação Getúlio Vargas
• 14 years as employee of Embraer, a Brazilian aircraft manufacturer and 4 years working with TOC.
Celso Calia
• Degrees in Mechanical and Petroleum Engineering.
• Jonah (1988) and Jonah´s Jonah (1990), by Eli Goldratt, at the A. Goldratt Institute - USA.
• Partner of Eli Goldratt at the A. Goldratt Institute – USA, in 1990.
• First implementation of TOC in Brazil, in 1988, as Industrial Manager of Garrett Turbochargers - DBR, Distribution and Throughput Accounting.
• 26 years as TOC Consultancy Company - Goldratt Associados Brazil.
• Customers from large conglomerates to medium size companies.
Seen as the pioneer and disseminator of TOC, in Brazil. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1951 |
Conference Proceedings |
|
Growth through simplicity |
2016 |
Leesburg, VA |
Embraer is a Brazilian aircraft manufacturer with around 19,000 employees, including 5,900 engineers. The Vice-President became the sponsor of a comprehensive Theory of Constraint (TOC) implementation program. His conviction about bringing new paradigms is to do it slowly but steadily. We started implementing some TOC applications that were more related to our reality, at that moment, like: Critical chain multi-project management to improve results in all aircraft programs; current reality tree of the whole integrated product development to achieve consensus on the major problems. However, the TOC culture had to be installed on a broader scale. So, it was decided to educate mid-managers, managers, directors and VP´s in the TOC basic concepts and thinking processes. Eight people were certified in a Jonah program and hundreds of people attended program. The Jonahs have led different projects using the thinking processes with the strategy and tactics tree approach. Our case study is about embedding the TOC mental model into the culture of a large company. It is a challenging task, but also an exciting adventure. |
Case Study - ""Challenges to Introduce the TOC Mental Model into the Culture of a Large Company”.
Priscila Oliveira, Embraer Aircraft Manufacturing, Brazil
Co-Presenter, Celso Calia, Partner Goldratt Associates, Brazil
Priscila Oliveira
• Degrees in Mechanical Engineering.
• Jonah (2014), by Celso Calia, at Goldratt Associados Brazil.
• Certification in Basics of Thinking Process (2013)
• Certification IN Basics of Critical Chain Project Management (2013)
• TOC for Project Management and ToC Thinking Process (2013), by Dr James Holt, at University of Tennessee
• Aplicações da TOC ao gerenciamento de projetos (2010), by Joao Mario Csillag, at Fundação Getúlio Vargas
• 14 years as employee of Embraer, a Brazilian aircraft manufacturer and 4 years working with TOC.
Celso Calia
• Degrees in Mechanical and Petroleum Engineering.
• Jonah (1988) and Jonah´s Jonah (1990), by Eli Goldratt, at the A. Goldratt Institute - USA.
• Partner of Eli Goldratt at the A. Goldratt Institute – USA, in 1990.
• First implementation of TOC in Brazil, in 1988, as Industrial Manager of Garrett Turbochargers - DBR, Distribution and Throughput Accounting.
• 26 years as TOC Consultancy Company - Goldratt Associados Brazil.
• Customers from large conglomerates to medium size companies.
Seen as the pioneer and disseminator of TOC, in Brazil. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1952 |
Conference Proceedings |
Ivanov, Sergey |
TOC-startup – A new paradigm to increase startups' success rate |
2016 |
Leesburg, VA |
There are different ways to transform an organization, arguably, good and bad. Many theoreticians have put forth good organizational theories to transform institutions, starting with Frederick Winslow Taylor, W. Edwards Deming, Elliott Jaques, and others. Strangely, very little of these good theories one can find in the workplace, worldwide. This paper attempts to explore some of the reasons why none of the management principles are being used and even taught. The author then discusses the paradigm that must come before transformation, before useful organizational principles may be deployed to transform the organization. |
Before Transformation: What Must Come Before TOC, Management Diseases and Obstacles, W. Edwards Deming and Elliott Jaques
Dr. Sergey Ivanov, Associate Professor of Management at the School of Business and Public Administration, University of the District of Columbia
THIS SESSION MAY NOT BE INCLUDED ON THE TOCICO SITE: there was a lot of criticism of this session. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1953 |
Conference Proceedings |
|
TOC-startup – A new paradigm to increase startups' success rate |
2016 |
Leesburg, VA |
There are different ways to transform an organization, arguably, good and bad. Many theoreticians have put forth good organizational theories to transform institutions, starting with Frederick Winslow Taylor, W. Edwards Deming, Elliott Jaques, and others. Strangely, very little of these good theories one can find in the workplace, worldwide. This paper attempts to explore some of the reasons why none of the management principles are being used and even taught. The author then discusses the paradigm that must come before transformation, before useful organizational principles may be deployed to transform the organization. |
Before Transformation: What Must Come Before TOC, Management Diseases and Obstacles, W. Edwards Deming and Elliott Jaques
Dr. Sergey Ivanov, Associate Professor of Management at the School of Business and Public Administration, University of the District of Columbia
THIS SESSION MAY NOT BE INCLUDED ON THE TOCICO SITE: there was a lot of criticism of this session. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1954 |
Conference Proceedings |
Birrell, Matias |
TOC-startup – A new paradigm to increase startups' success rate |
2016 |
Leesburg, VA |
Glass container manufacturing requires high investments and the setups are relatively long for a demand of many SKUs that fluctuates with a high seasonality during half of the year. This industry has been driven by high productivity of assets as the main key performance indicator (KPI) for more than a century. The results are typically high inventories of finished goods and poor service which results in killing demand that migrates from glass to cans or pet. The challenge is to reduce the inventories and, at the same time, give an almost perfect service in two different situations; special products and standard products. On top of that, there is a season where demand can be 30%-40% more than the rest of the year. Finally, the production process is such that production lead time is equal to touch time so there is no room for traditional DBR. A new application must be developed. |
How to Control the Flow of a Rigid Production Environment with Flexible Demand and Seasonality
Matias Birrell, Project Director / Chili, Goldratt Consulting,
Co-Presenter, Javier Arevalo Jimenez, Regional Director / Latin America, Goldratt Consulting
Matias Birrell - Industrial Engineer with an MBA, in more than 20 years of experience has occupied several managerial positions in manufacturing and projects companies in Chile. He started his journey in TOC in 1997 and could have the opportunity to feel the power of focus TOC provides in several occasions since then. One remarkable milestone was multiplying by three in two months the productivity of a manufacturing plant just by challenging one policy based on local efficiencies, against all best practices and internal opinions. That was the point where TOC took a main place in his professional development. He was invited to join Goldratt Consulting in 2006. In the last years he has participated in several Viable Vision implementations as Invited Expert, Project Director and Auditor. In 2004 published a book in Spanish entitled ""Inherent Simplicity: Foundations of the Theory of Constraints”; in 2012 co-authored another TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. His favorite phrases are ""I don't know” and ""I was wrong”, because those are opportunities to learn.
Javier Arevalo Jimenez - Ph.D , University of Notre Dame found the book ""The Goal” and through it met the work of Dr. Eli Goldratt for the first time when he was working as R&D Manager at Procter & Gamble. After several managerial roles and functional responsibilities, to executive positions, today he finds himself dedicated to implementing the principles and solutions of Theory of Constraints in his role as Regional Director for Latin America at Goldratt Consulting, managing the Viable Vision programs in the region. His broad experience and scientific training of more than 25 yrs, carried him from his family business, to his own and then to help companies in areas such as: manufacturing, consumer goods and supply chain, product development and project management, sales and marketing, strategy and tactics, where now the focus is clearly on holistic implementations Enterprise wide. In 2012 co-authored a TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1955 |
Conference Proceedings |
Arevalo, Jimenez Javier |
How to get great work from your employees ... and not injure yourself or your company in the process. |
2016 |
Leesburg, VA |
Glass container manufacturing requires high investments and the setups are relatively long for a demand of many SKUs that fluctuates with a high seasonality during half of the year. This industry has been driven by high productivity of assets as the main key performance indicator (KPI) for more than a century. The results are typically high inventories of finished goods and poor service which results in killing demand that migrates from glass to cans or pet. The challenge is to reduce the inventories and, at the same time, give an almost perfect service in two different situations; special products and standard products. On top of that, there is a season where demand can be 30%-40% more than the rest of the year. Finally, the production process is such that production lead time is equal to touch time so there is no room for traditional DBR. A new application must be developed. |
How to Control the Flow of a Rigid Production Environment with Flexible Demand and Seasonality
Matias Birrell, Project Director / Chili, Goldratt Consulting,
Co-Presenter, Javier Arevalo Jimenez, Regional Director / Latin America, Goldratt Consulting
Matias Birrell - Industrial Engineer with an MBA, in more than 20 years of experience has occupied several managerial positions in manufacturing and projects companies in Chile. He started his journey in TOC in 1997 and could have the opportunity to feel the power of focus TOC provides in several occasions since then. One remarkable milestone was multiplying by three in two months the productivity of a manufacturing plant just by challenging one policy based on local efficiencies, against all best practices and internal opinions. That was the point where TOC took a main place in his professional development. He was invited to join Goldratt Consulting in 2006. In the last years he has participated in several Viable Vision implementations as Invited Expert, Project Director and Auditor. In 2004 published a book in Spanish entitled ""Inherent Simplicity: Foundations of the Theory of Constraints”; in 2012 co-authored another TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. His favorite phrases are ""I don't know” and ""I was wrong”, because those are opportunities to learn.
Javier Arevalo Jimenez - Ph.D , University of Notre Dame found the book ""The Goal” and through it met the work of Dr. Eli Goldratt for the first time when he was working as R&D Manager at Procter & Gamble. After several managerial roles and functional responsibilities, to executive positions, today he finds himself dedicated to implementing the principles and solutions of Theory of Constraints in his role as Regional Director for Latin America at Goldratt Consulting, managing the Viable Vision programs in the region. His broad experience and scientific training of more than 25 yrs, carried him from his family business, to his own and then to help companies in areas such as: manufacturing, consumer goods and supply chain, product development and project management, sales and marketing, strategy and tactics, where now the focus is clearly on holistic implementations Enterprise wide. In 2012 co-authored a TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1956 |
Conference Proceedings |
|
How to get great work from your employees ... and not injure yourself or your company in the process. |
2016 |
Leesburg, VA |
Glass container manufacturing requires high investments and the setups are relatively long for a demand of many SKUs that fluctuates with a high seasonality during half of the year. This industry has been driven by high productivity of assets as the main key performance indicator (KPI) for more than a century. The results are typically high inventories of finished goods and poor service which results in killing demand that migrates from glass to cans or pet. The challenge is to reduce the inventories and, at the same time, give an almost perfect service in two different situations; special products and standard products. On top of that, there is a season where demand can be 30%-40% more than the rest of the year. Finally, the production process is such that production lead time is equal to touch time so there is no room for traditional DBR. A new application must be developed. |
How to Control the Flow of a Rigid Production Environment with Flexible Demand and Seasonality
Matias Birrell, Project Director / Chili, Goldratt Consulting,
Co-Presenter, Javier Arevalo Jimenez, Regional Director / Latin America, Goldratt Consulting
Matias Birrell - Industrial Engineer with an MBA, in more than 20 years of experience has occupied several managerial positions in manufacturing and projects companies in Chile. He started his journey in TOC in 1997 and could have the opportunity to feel the power of focus TOC provides in several occasions since then. One remarkable milestone was multiplying by three in two months the productivity of a manufacturing plant just by challenging one policy based on local efficiencies, against all best practices and internal opinions. That was the point where TOC took a main place in his professional development. He was invited to join Goldratt Consulting in 2006. In the last years he has participated in several Viable Vision implementations as Invited Expert, Project Director and Auditor. In 2004 published a book in Spanish entitled ""Inherent Simplicity: Foundations of the Theory of Constraints”; in 2012 co-authored another TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. His favorite phrases are ""I don't know” and ""I was wrong”, because those are opportunities to learn.
Javier Arevalo Jimenez - Ph.D , University of Notre Dame found the book ""The Goal” and through it met the work of Dr. Eli Goldratt for the first time when he was working as R&D Manager at Procter & Gamble. After several managerial roles and functional responsibilities, to executive positions, today he finds himself dedicated to implementing the principles and solutions of Theory of Constraints in his role as Regional Director for Latin America at Goldratt Consulting, managing the Viable Vision programs in the region. His broad experience and scientific training of more than 25 yrs, carried him from his family business, to his own and then to help companies in areas such as: manufacturing, consumer goods and supply chain, product development and project management, sales and marketing, strategy and tactics, where now the focus is clearly on holistic implementations Enterprise wide. In 2012 co-authored a TOC book, ""Forget the Urgent!”, a business dialogue about how to use TOC thinking processes to better focus on the important. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1957 |
Conference Proceedings |
Fay, Chris |
TOC - a change constraint buster? |
2016 |
Leesburg, VA |
Delta Air Lines saw a need for a new catering approach that supports deviation from the traditional airline catering model. This presentation describes the journey of using theory of constraints, lean, and six sigma (TOC-LSS) across and within Delta's catering operations, the development of an implementation model capable of thriving in even the most challenging environment, as well as creating a new platform for system improvements. |
Redefining Airline Catering at the World's Busiest Hub: Using Theory of Constraints (TOC), Lean and Six Sigma (LSS)
Chris Fay, 20-year Delta Veteran
Chris Fay is a 20-year Delta veteran who brings many years of Continuous Improvement training and experience from a variety of environments. He is a Master Black Belt with previous experience in Airport Customer Service, Technical Operations, and Cargo with extensive knowledge in the Theory of Constraints, Lean, and Six Sigma disciplines. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1958 |
Conference Proceedings |
|
TOC - a change constraint buster? |
2016 |
Leesburg, VA |
Delta Air Lines saw a need for a new catering approach that supports deviation from the traditional airline catering model. This presentation describes the journey of using theory of constraints, lean, and six sigma (TOC-LSS) across and within Delta's catering operations, the development of an implementation model capable of thriving in even the most challenging environment, as well as creating a new platform for system improvements. |
Redefining Airline Catering at the World's Busiest Hub: Using Theory of Constraints (TOC), Lean and Six Sigma (LSS)
Chris Fay, 20-year Delta Veteran
Chris Fay is a 20-year Delta veteran who brings many years of Continuous Improvement training and experience from a variety of environments. He is a Master Black Belt with previous experience in Airport Customer Service, Technical Operations, and Cargo with extensive knowledge in the Theory of Constraints, Lean, and Six Sigma disciplines. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1959 |
Conference Proceedings |
Sinha, Rakesh |
Chinese culture and TOC |
2016 |
Leesburg, VA |
GCPL has been growing through acquisitions in emerging geographies wherein increasing business complexity (in terms of product portfolio, new product introductions) has been a challenge. This presentation covers how the company is using TOC solutions to bring simplicity to grow businesses at a faster pace. Company uses innovative yet simple TOC solutions, which are internally developed. Deployment of these solutions have helped the company to realize significant improvement in on-time In-full (OTIF) performance to stores, inventory mix in retail outlets / customers and hence inventory turns. A detailed case is presented to demonstrate the conceptual model that is used to improve the business performance. The model developed can be easily adapted by many small- and medium-size businesses. |
Godrej Consumer Products (GCPL) Growth Through Simplicity
Dr. Rakesh Sinha, CEO, Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited,
Co Presenter, Radhakrishna Jagannath, Head - Supply Chain (International Business) Godrej Consumer Products Limited and
Co-Presenter, Chandrashekhar Chaudhari - Project Director, Goldratt Consulting
Dr. Rakesh Sinha
Dr. Sinha heads the Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited
• He has done B.Tech. in Mechanical Engineering and a post graduation from NITIE, a premier operations B-School in India.
• He joined Godrej Soaps as a Management Trainee in 1980 and completed ICWA, CFA and Ph.D. from IIT-Bombay while working with Godrej.
• He holds the distinction of being the first doctorate in Supply Chain Management in India.
• Dr. Sinha has headed several functions in Godrej Consumer Products including Supply Chain, Marketing, Strategic Planning and Information Systems.
• He has served on the Board of Governors of ICFAI. He is currently on the Academic Council of NITIE and the Academic Board of Welingkar Institute, a Mumbai based B-School.
He is actively involved in several key initiatives of the company, like TOC and Efficient Consumer Response (ECR). He is a guest faculty at several leading Management Institutes in India.
Co Presenter, Radhakrishnan Jagannath
• Radhakrishna has completed his Post Graduation in operations from one of the leading operations business schools from India.
• He has around 17 years of professional experience across business consulting and operations across emerging markets: Asia, Africa and South America.
• In his current role with Godrej Consumer Products Ltd, he heads supply chain corporate centre for international acquisitions / JVs in emerging markets. His focus is on driving margin improvement initiatives around TOC, Lean, etc.
• In his earlier stint at Godrej Consumer Products (1999-2007), he worked closely with Goldratt Consulting as Internal champion to drive Viable Vision implementation at Godrej Consumer Products Limited.
• He is a TOCICO Certified Operations and Supply chain applications expert.
Co Presenter, Chandrashekhar Chaudhari
• Chandrashekhar is a Mechanical Engineer and has completed his ‘Post Graduation' in operations from one of the leading operations business schools from India. 2002 to 2008 he has worked with the Godrej Group (one of the leading and more than 100 years old business house in India.) He has worked on several TOC implementations, many of them within the Godrej Group of companies.
• Since 2008 he has been associated with Goldratt Consulting and involved in various ‘Viable Vision' implementations in various companies across the globe in different roles. He loves to develop and experiment with new solutions beyond traditional TOC solutions and share new knowledge at various forums including TOCICO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1960 |
Conference Proceedings |
Jagannath, Radhakrishna |
An integrated design of sales pipeline management for sales growth sustainability |
2016 |
Leesburg, VA |
GCPL has been growing through acquisitions in emerging geographies wherein increasing business complexity (in terms of product portfolio, new product introductions) has been a challenge. This presentation covers how the company is using TOC solutions to bring simplicity to grow businesses at a faster pace. Company uses innovative yet simple TOC solutions, which are internally developed. Deployment of these solutions have helped the company to realize significant improvement in on-time In-full (OTIF) performance to stores, inventory mix in retail outlets / customers and hence inventory turns. A detailed case is presented to demonstrate the conceptual model that is used to improve the business performance. The model developed can be easily adapted by many small- and medium-size businesses. |
Godrej Consumer Products (GCPL) Growth Through Simplicity
Dr. Rakesh Sinha, CEO, Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited,
Co Presenter, Radhakrishna Jagannath, Head - Supply Chain (International Business) Godrej Consumer Products Limited and
Co-Presenter, Chandrashekhar Chaudhari - Project Director, Goldratt Consulting
Dr. Rakesh Sinha
Dr. Sinha heads the Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited
• He has done B.Tech. in Mechanical Engineering and a post graduation from NITIE, a premier operations B-School in India.
• He joined Godrej Soaps as a Management Trainee in 1980 and completed ICWA, CFA and Ph.D. from IIT-Bombay while working with Godrej.
• He holds the distinction of being the first doctorate in Supply Chain Management in India.
• Dr. Sinha has headed several functions in Godrej Consumer Products including Supply Chain, Marketing, Strategic Planning and Information Systems.
• He has served on the Board of Governors of ICFAI. He is currently on the Academic Council of NITIE and the Academic Board of Welingkar Institute, a Mumbai based B-School.
He is actively involved in several key initiatives of the company, like TOC and Efficient Consumer Response (ECR). He is a guest faculty at several leading Management Institutes in India.
Co Presenter, Radhakrishnan Jagannath
• Radhakrishna has completed his Post Graduation in operations from one of the leading operations business schools from India.
• He has around 17 years of professional experience across business consulting and operations across emerging markets: Asia, Africa and South America.
• In his current role with Godrej Consumer Products Ltd, he heads supply chain corporate centre for international acquisitions / JVs in emerging markets. His focus is on driving margin improvement initiatives around TOC, Lean, etc.
• In his earlier stint at Godrej Consumer Products (1999-2007), he worked closely with Goldratt Consulting as Internal champion to drive Viable Vision implementation at Godrej Consumer Products Limited.
• He is a TOCICO Certified Operations and Supply chain applications expert.
Co Presenter, Chandrashekhar Chaudhari
• Chandrashekhar is a Mechanical Engineer and has completed his ‘Post Graduation' in operations from one of the leading operations business schools from India. 2002 to 2008 he has worked with the Godrej Group (one of the leading and more than 100 years old business house in India.) He has worked on several TOC implementations, many of them within the Godrej Group of companies.
• Since 2008 he has been associated with Goldratt Consulting and involved in various ‘Viable Vision' implementations in various companies across the globe in different roles. He loves to develop and experiment with new solutions beyond traditional TOC solutions and share new knowledge at various forums including TOCICO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1961 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
An integrated design of sales pipeline management for sales growth sustainability |
2016 |
Leesburg, VA |
GCPL has been growing through acquisitions in emerging geographies wherein increasing business complexity (in terms of product portfolio, new product introductions) has been a challenge. This presentation covers how the company is using TOC solutions to bring simplicity to grow businesses at a faster pace. Company uses innovative yet simple TOC solutions, which are internally developed. Deployment of these solutions have helped the company to realize significant improvement in on-time In-full (OTIF) performance to stores, inventory mix in retail outlets / customers and hence inventory turns. A detailed case is presented to demonstrate the conceptual model that is used to improve the business performance. The model developed can be easily adapted by many small- and medium-size businesses. |
Godrej Consumer Products (GCPL) Growth Through Simplicity
Dr. Rakesh Sinha, CEO, Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited,
Co Presenter, Radhakrishna Jagannath, Head - Supply Chain (International Business) Godrej Consumer Products Limited and
Co-Presenter, Chandrashekhar Chaudhari - Project Director, Goldratt Consulting
Dr. Rakesh Sinha
Dr. Sinha heads the Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited
• He has done B.Tech. in Mechanical Engineering and a post graduation from NITIE, a premier operations B-School in India.
• He joined Godrej Soaps as a Management Trainee in 1980 and completed ICWA, CFA and Ph.D. from IIT-Bombay while working with Godrej.
• He holds the distinction of being the first doctorate in Supply Chain Management in India.
• Dr. Sinha has headed several functions in Godrej Consumer Products including Supply Chain, Marketing, Strategic Planning and Information Systems.
• He has served on the Board of Governors of ICFAI. He is currently on the Academic Council of NITIE and the Academic Board of Welingkar Institute, a Mumbai based B-School.
He is actively involved in several key initiatives of the company, like TOC and Efficient Consumer Response (ECR). He is a guest faculty at several leading Management Institutes in India.
Co Presenter, Radhakrishnan Jagannath
• Radhakrishna has completed his Post Graduation in operations from one of the leading operations business schools from India.
• He has around 17 years of professional experience across business consulting and operations across emerging markets: Asia, Africa and South America.
• In his current role with Godrej Consumer Products Ltd, he heads supply chain corporate centre for international acquisitions / JVs in emerging markets. His focus is on driving margin improvement initiatives around TOC, Lean, etc.
• In his earlier stint at Godrej Consumer Products (1999-2007), he worked closely with Goldratt Consulting as Internal champion to drive Viable Vision implementation at Godrej Consumer Products Limited.
• He is a TOCICO Certified Operations and Supply chain applications expert.
Co Presenter, Chandrashekhar Chaudhari
• Chandrashekhar is a Mechanical Engineer and has completed his ‘Post Graduation' in operations from one of the leading operations business schools from India. 2002 to 2008 he has worked with the Godrej Group (one of the leading and more than 100 years old business house in India.) He has worked on several TOC implementations, many of them within the Godrej Group of companies.
• Since 2008 he has been associated with Goldratt Consulting and involved in various ‘Viable Vision' implementations in various companies across the globe in different roles. He loves to develop and experiment with new solutions beyond traditional TOC solutions and share new knowledge at various forums including TOCICO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1962 |
Conference Proceedings |
|
An examination of the academic, practitioner, TOC & our perspectives of the provider appointment scheduling system: Part 2 |
2016 |
Leesburg, VA |
GCPL has been growing through acquisitions in emerging geographies wherein increasing business complexity (in terms of product portfolio, new product introductions) has been a challenge. This presentation covers how the company is using TOC solutions to bring simplicity to grow businesses at a faster pace. Company uses innovative yet simple TOC solutions, which are internally developed. Deployment of these solutions have helped the company to realize significant improvement in on-time In-full (OTIF) performance to stores, inventory mix in retail outlets / customers and hence inventory turns. A detailed case is presented to demonstrate the conceptual model that is used to improve the business performance. The model developed can be easily adapted by many small- and medium-size businesses. |
Godrej Consumer Products (GCPL) Growth Through Simplicity
Dr. Rakesh Sinha, CEO, Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited,
Co Presenter, Radhakrishna Jagannath, Head - Supply Chain (International Business) Godrej Consumer Products Limited and
Co-Presenter, Chandrashekhar Chaudhari - Project Director, Goldratt Consulting
Dr. Rakesh Sinha
Dr. Sinha heads the Global Supply Chain, Manufacturing and Information Technology at Godrej Consumer Products Limited
• He has done B.Tech. in Mechanical Engineering and a post graduation from NITIE, a premier operations B-School in India.
• He joined Godrej Soaps as a Management Trainee in 1980 and completed ICWA, CFA and Ph.D. from IIT-Bombay while working with Godrej.
• He holds the distinction of being the first doctorate in Supply Chain Management in India.
• Dr. Sinha has headed several functions in Godrej Consumer Products including Supply Chain, Marketing, Strategic Planning and Information Systems.
• He has served on the Board of Governors of ICFAI. He is currently on the Academic Council of NITIE and the Academic Board of Welingkar Institute, a Mumbai based B-School.
He is actively involved in several key initiatives of the company, like TOC and Efficient Consumer Response (ECR). He is a guest faculty at several leading Management Institutes in India.
Co Presenter, Radhakrishnan Jagannath
• Radhakrishna has completed his Post Graduation in operations from one of the leading operations business schools from India.
• He has around 17 years of professional experience across business consulting and operations across emerging markets: Asia, Africa and South America.
• In his current role with Godrej Consumer Products Ltd, he heads supply chain corporate centre for international acquisitions / JVs in emerging markets. His focus is on driving margin improvement initiatives around TOC, Lean, etc.
• In his earlier stint at Godrej Consumer Products (1999-2007), he worked closely with Goldratt Consulting as Internal champion to drive Viable Vision implementation at Godrej Consumer Products Limited.
• He is a TOCICO Certified Operations and Supply chain applications expert.
Co Presenter, Chandrashekhar Chaudhari
• Chandrashekhar is a Mechanical Engineer and has completed his ‘Post Graduation' in operations from one of the leading operations business schools from India. 2002 to 2008 he has worked with the Godrej Group (one of the leading and more than 100 years old business house in India.) He has worked on several TOC implementations, many of them within the Godrej Group of companies.
• Since 2008 he has been associated with Goldratt Consulting and involved in various ‘Viable Vision' implementations in various companies across the globe in different roles. He loves to develop and experiment with new solutions beyond traditional TOC solutions and share new knowledge at various forums including TOCICO |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1963 |
Conference Proceedings |
Roggel, Amir |
An examination of the academic, practitioner, TOC & our perspectives of the provider appointment scheduling system: Part 2 |
2016 |
Leesburg, VA |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness the TOC BOK, include S&T standard solutions, and to enable startups to reach success at a higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
TOC-Startup - A New Paradigm to Increase Startups' Success Rate
Amir Roggel, Entrepreneurs' Coach/Mentor / Ex-Intel Principal Engineer and Global Systematic Innovation Leader
Co-presenter, Salvador Pena, Entrepreneur / TOC |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1964 |
Conference Proceedings |
Pena, Salvador |
An examination of the academic, practitioner, TOC & our perspectives of the provider appointment scheduling system: Part 2 |
2016 |
Leesburg, VA |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness the TOC BOK, include S&T standard solutions, and to enable startups to reach success at a higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
TOC-Startup - A New Paradigm to Increase Startups' Success Rate
Amir Roggel, Entrepreneurs' Coach/Mentor / Ex-Intel Principal Engineer and Global Systematic Innovation Leader
Co-presenter, Salvador Pena, Entrepreneur / TOC |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1965 |
Conference Proceedings |
|
Fleetguard Filters: Our journey 2007 til eternity |
2016 |
Leesburg, VA |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness the TOC BOK, include S&T standard solutions, and to enable startups to reach success at a higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
TOC-Startup - A New Paradigm to Increase Startups' Success Rate
Amir Roggel, Entrepreneurs' Coach/Mentor / Ex-Intel Principal Engineer and Global Systematic Innovation Leader
Co-presenter, Salvador Pena, Entrepreneur / TOC |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1966 |
Conference Proceedings |
Camp, Henry |
Fleetguard Filters: Our journey 2007 til eternity |
2016 |
Leesburg, VA |
People collaborate naturally. Working together is basic to our survival and success as a species. So, why do managers so often rely on monetary incentives which drive up Operating Expenses to manage behaviors and retain employees, especially when money is seldom in the top five factors employees, when surveyed, rank as important? Why do we immediately begin to ignore what people really want as soon as we hire them? This presentation provides generic actionable advice for creating a context in which people naturally align with each other and strive to help the company meet its goal without complex compensation plans and conflicting metrics. |
Creating Naturally Motivating Environments (Without Bribery)
Henry Camp, Entrepreneur - Private Equity Fund / TOC |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1967 |
Conference Proceedings |
|
Fleetguard Filters: Our journey 2007 til eternity |
2016 |
Leesburg, VA |
People collaborate naturally. Working together is basic to our survival and success as a species. So, why do managers so often rely on monetary incentives which drive up Operating Expenses to manage behaviors and retain employees, especially when money is seldom in the top five factors employees, when surveyed, rank as important? Why do we immediately begin to ignore what people really want as soon as we hire them? This presentation provides generic actionable advice for creating a context in which people naturally align with each other and strive to help the company meet its goal without complex compensation plans and conflicting metrics. |
Creating Naturally Motivating Environments (Without Bribery)
Henry Camp, Entrepreneur - Private Equity Fund / TOC |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1968 |
Conference Proceedings |
Jungen, Michael |
Sustaining the TOC culture: Management styles for ""ever flourishing” companies |
2016 |
Leesburg, VA |
Companies experience an all-encompassing process of change due to continuous digitalization. The nature of this change with its unfamiliar intensity and speed can easily be called disruptive which creates enormous stress within organizations as well as individuals. Managers are more and more unable to cope as their previously learned and successfully replicated spontaneous behavior and socialization patterns do no longer provide the envisaged results and therefore, they themselves become the significant constraint in necessary change projects. By focusing on these psycho-social constraints with the TOC understanding and tools, new standards and logics could be set in dealing with disruptive change processes beyond traditional coaching or therapeutical approaches. This requires an open discussion of the contradictions between accepted systemic assumptions and the TOC by E. Goldratt, as well as the willingness to find meaningful explanations and conclusions in order to develop new change approaches according to the TOC philosophy. |
TOC - A Change Constraint Buster?
Michael Jungen, Service Provider for Organizational Development
Michael Jungen - Dipl.-Ing., MBA, Founder and owner of Daruma Pro Consulting.
Since year 2000 independent organizational consultant, coach and trainer.
Focus: Designing and facilitating business change procedures to enhance organizational agility and resilience in times of ongoing digitalization. Special point of awareness is the performance reducing impact of unconscious behavioral patterns and mental constrains regarding actions, relationships, competences, entrepreneurial decision making and leadership as well as organizational development.
Basic education: University of applied science for aircraft engineering, Aachen, Germany; Master of Business Administration, Northwestern University (Kellogg Business School) of Chicago, USA and WHU, Coblenz, Germany.
Further education: Systemic-solution-focused consultant (M. V. von Kibed & I. Sparrer, Munich); Hypno-systemic consultant and coach (G. Schmidt, Heidelberg); Solution-focused crisis intervention and basics of traumatology (H. Dellucci, Munich); Certified expert of Motivation Psychology (J. Kuhl, Osnabrück); Internal system and process auditor according VDA automotive guidelines; Expert in Six Sigma, Design for Six Sigma and Total Quality Management; Consultant for improvement processes according to Theory U (O. Scharmer, MIT Boston), Effectuation (M. Faschingbauer, Vienna, AT) and TOC (Vistem, Heppenheim, Germany).
Values: At every step of a change process, I´m looking at the involved players as the living creators of their reality. My understanding is that clients have all necessary resources on board to master upcoming ambivalences and challenges. My task is to give useful sparring that the client gets full access to all resources and competences. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1969 |
Conference Proceedings |
|
Sustaining the TOC culture: Management styles for ""ever flourishing” companies |
2016 |
Leesburg, VA |
Companies experience an all-encompassing process of change due to continuous digitalization. The nature of this change with its unfamiliar intensity and speed can easily be called disruptive which creates enormous stress within organizations as well as individuals. Managers are more and more unable to cope as their previously learned and successfully replicated spontaneous behavior and socialization patterns do no longer provide the envisaged results and therefore, they themselves become the significant constraint in necessary change projects. By focusing on these psycho-social constraints with the TOC understanding and tools, new standards and logics could be set in dealing with disruptive change processes beyond traditional coaching or therapeutical approaches. This requires an open discussion of the contradictions between accepted systemic assumptions and the TOC by E. Goldratt, as well as the willingness to find meaningful explanations and conclusions in order to develop new change approaches according to the TOC philosophy. |
TOC - A Change Constraint Buster?
Michael Jungen, Service Provider for Organizational Development
Michael Jungen - Dipl.-Ing., MBA, Founder and owner of Daruma Pro Consulting.
Since year 2000 independent organizational consultant, coach and trainer.
Focus: Designing and facilitating business change procedures to enhance organizational agility and resilience in times of ongoing digitalization. Special point of awareness is the performance reducing impact of unconscious behavioral patterns and mental constrains regarding actions, relationships, competences, entrepreneurial decision making and leadership as well as organizational development.
Basic education: University of applied science for aircraft engineering, Aachen, Germany; Master of Business Administration, Northwestern University (Kellogg Business School) of Chicago, USA and WHU, Coblenz, Germany.
Further education: Systemic-solution-focused consultant (M. V. von Kibed & I. Sparrer, Munich); Hypno-systemic consultant and coach (G. Schmidt, Heidelberg); Solution-focused crisis intervention and basics of traumatology (H. Dellucci, Munich); Certified expert of Motivation Psychology (J. Kuhl, Osnabrück); Internal system and process auditor according VDA automotive guidelines; Expert in Six Sigma, Design for Six Sigma and Total Quality Management; Consultant for improvement processes according to Theory U (O. Scharmer, MIT Boston), Effectuation (M. Faschingbauer, Vienna, AT) and TOC (Vistem, Heppenheim, Germany).
Values: At every step of a change process, I´m looking at the involved players as the living creators of their reality. My understanding is that clients have all necessary resources on board to master upcoming ambivalences and challenges. My task is to give useful sparring that the client gets full access to all resources and competences. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1970 |
Conference Proceedings |
Lu, Hogan |
Resistance has no layers |
2016 |
Leesburg, VA |
|
|
https://www.tocico.org/page/2016ConferenceProceedings |
| 1971 |
Conference Proceedings |
Chung, Namkee |
Resistance has no layers |
2016 |
Leesburg, VA |
Sales pipeline is a conceptual model to manage the stepwise sales process. The traditional sales activities are focused to increase the conversion rate even with some counterproductive effects. To avoid this negativity there would be opposite focus to the opportunity flow expecting improvement in sales performance. I suggest a method of resolving this conflict between the issues of conversion rate and opportunity flow. This is a solution developed for the salespeople to be able to close his business talk with customers. When salespeople can actively lead the closing of each stage in his sales process, it will improve the conversion rate as well as the opportunity flow. To implement this solution, an integrated utilization of TOC methodologies is needed; TP is used to empower the ability of salespeople; and both DBR and CCPM are used for activity scheduling. I present a concrete implementation plan of this approach following a real-world example. |
An Integrated Design of Sales Pipeline Management for Sales Growth Sustainability
Namkee Chung, Professor, Dept. of Industrial Engineering Chonnam National University
Namkee Chung is a Professor at the Department of Industrial Engineering, Chonnam National University, South Korea. He is Vice President of the TOC Korea Association and Dean of Korea TOC Academy. He is the author of several books (Korean): TOC Constraint Management (1999), TOC Golden Rule (2002), Performance 200% Up TOC (2005) and TOC Inventory Management (2013). He is also the co-translator of ""Necessary But Not Sufficient (Goldratt) and Smart Thinking (Khwa Choon Ean). He also provides consultancy to companies in supply chain, project management, strategy and tactics. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1972 |
Conference Proceedings |
|
Adjusting TOC for small business (TOC light) |
2016 |
Leesburg, VA |
Sales pipeline is a conceptual model to manage the stepwise sales process. The traditional sales activities are focused to increase the conversion rate even with some counterproductive effects. To avoid this negativity there would be opposite focus to the opportunity flow expecting improvement in sales performance. I suggest a method of resolving this conflict between the issues of conversion rate and opportunity flow. This is a solution developed for the salespeople to be able to close his business talk with customers. When salespeople can actively lead the closing of each stage in his sales process, it will improve the conversion rate as well as the opportunity flow. To implement this solution, an integrated utilization of TOC methodologies is needed; TP is used to empower the ability of salespeople; and both DBR and CCPM are used for activity scheduling. I present a concrete implementation plan of this approach following a real-world example. |
An Integrated Design of Sales Pipeline Management for Sales Growth Sustainability
Namkee Chung, Professor, Dept. of Industrial Engineering Chonnam National University
Namkee Chung is a Professor at the Department of Industrial Engineering, Chonnam National University, South Korea. He is Vice President of the TOC Korea Association and Dean of Korea TOC Academy. He is the author of several books (Korean): TOC Constraint Management (1999), TOC Golden Rule (2002), Performance 200% Up TOC (2005) and TOC Inventory Management (2013). He is also the co-translator of ""Necessary But Not Sufficient (Goldratt) and Smart Thinking (Khwa Choon Ean). He also provides consultancy to companies in supply chain, project management, strategy and tactics. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1973 |
Conference Proceedings |
Cox III, James F. |
Adjusting TOC for small business (TOC light) |
2016 |
Leesburg, VA |
The problem of appointment scheduling in healthcare has been researched by several hundred academicians and practitioners for over sixty years without any viable solution being identified. There is little overlap in the research by these two groups. Academicians are primarily measured and rewarded by publishing in top tier academic journals, which generally requires theory development, sophisticated statistical analyses, or optimization techniques. In academia, the rigor of the research is of utmost importance. On the other hand, practitioners are interested in how to solve specific problems, so the relevance of the research is the primary concern. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area has revealed the above divide between the academic and practitioner approaches to the appointment scheduling problem. This review of the combined literature also revealed 14 major ""problems” (undesirable effects or UDEs in TOC terminology). In a preliminary study presented in South Africa in 2015 these UDEs are analyzed from a TOC perspective using the three processes of ongoing improvement (POOGI): the change question sequence, buffer management, and the five focusing steps. We then use (inherently) classification (the first stage of science) to sort through the causal relationships (the third stage of science) in moving from the chaos of the problem environment to the harmony of the TOC solution environment and approach. In this research we will review those findings and present some illustrations of the scheduling solutions. We also discuss two possible approaches to bridging the academic – practitioner divide, design science and TOC as theory development, that may help TOC be accepted in top-tier academic journals. We hope the solution-development process of using the POOGI and classification of TOC will provide an approach to addressing other chronic problems and will find acceptance in top academic journals. |
An Examination of the Academic, Practitioner, TOC & Our Perspectives of the Provider Appointment Scheduling System: Part 2
James Cox, III, Professor Emeritus Terry College of Business, University of Georgia
Co-Presenter, Lynn Boyd, Associate Professor of Management at the University of Louisville
James Cox III, Ph.D., TOCICO certified, CFPIM, CIRM, JONAH's JONAH, Professor Emeritus, was the Robert O. Arnold Professor of Business at the University of Georgia. Prior to an academic career of over 30 years, he held positions in industry and the military. He taught Jonah workshops and numerous TOC workshops and programs.
Dr. Cox's research has centered on TOC for over twenty-five years. He recently co-edited (with John Schleier) the TOC Handbook. He has written three books on TOC and has authored/coauthored over 90 articles in top academic and practitioner journals including Decision Sciences, the Academy of Management Review and Journal, Production/ Operations Management Journal, MIS Quarterly, International Journal of Product Research, Production and Inventory Management Journal, and Industrial Engineering. He was the coeditor of the APICS Dictionary (five editions with John Blackstone) and more recently co-editor of the TOCICO Dictionary, 2nd edition.
Dr. Cox, an APICS member for over 35 years, held numerous chapter, regional, and national offices (BODs for 4 years, VP-Research for 2 years, Foundation BODs 9 years including 4 as president). He also served on the founding TOCICO Board of Directors and as its first director of certification. He has spoken at over 50 APICS and other professional organization chapter meetings, several regional seminars and several international conferences on TOC. He has received the APICS Voluntary Service Award and the TOCICO Lifetime Achievement Award for his contributions to the field. He is currently serving on the TOCICO Board of Directors.
Lynn Boyd, Co-Presenter - PhD, Jonah, is associate professor of management at the University of Louisville, where he teaches operations management and managerial decision making. Prior to coming to the University of Louisville, Dr. Boyd received his PhD in Operations Management from the University of Georgia and worked at Deloitte & Touche in various positions through senior manager. He has published a number of articles on TOC, including production scheduling, the Thinking Processes and the theory of TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1974 |
Conference Proceedings |
Boyd, Lynn H. |
Universal projects S&T tree based on goal impact |
2016 |
Leesburg, VA |
The problem of appointment scheduling in healthcare has been researched by several hundred academicians and practitioners for over sixty years without any viable solution being identified. There is little overlap in the research by these two groups. Academicians are primarily measured and rewarded by publishing in top tier academic journals, which generally requires theory development, sophisticated statistical analyses, or optimization techniques. In academia, the rigor of the research is of utmost importance. On the other hand, practitioners are interested in how to solve specific problems, so the relevance of the research is the primary concern. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area has revealed the above divide between the academic and practitioner approaches to the appointment scheduling problem. This review of the combined literature also revealed 14 major ""problems” (undesirable effects or UDEs in TOC terminology). In a preliminary study presented in South Africa in 2015 these UDEs are analyzed from a TOC perspective using the three processes of ongoing improvement (POOGI): the change question sequence, buffer management, and the five focusing steps. We then use (inherently) classification (the first stage of science) to sort through the causal relationships (the third stage of science) in moving from the chaos of the problem environment to the harmony of the TOC solution environment and approach. In this research we will review those findings and present some illustrations of the scheduling solutions. We also discuss two possible approaches to bridging the academic – practitioner divide, design science and TOC as theory development, that may help TOC be accepted in top-tier academic journals. We hope the solution-development process of using the POOGI and classification of TOC will provide an approach to addressing other chronic problems and will find acceptance in top academic journals. |
An Examination of the Academic, Practitioner, TOC & Our Perspectives of the Provider Appointment Scheduling System: Part 2
James Cox, III, Professor Emeritus Terry College of Business, University of Georgia
Co-Presenter, Lynn Boyd, Associate Professor of Management at the University of Louisville
James Cox III, Ph.D., TOCICO certified, CFPIM, CIRM, JONAH's JONAH, Professor Emeritus, was the Robert O. Arnold Professor of Business at the University of Georgia. Prior to an academic career of over 30 years, he held positions in industry and the military. He taught Jonah workshops and numerous TOC workshops and programs.
Dr. Cox's research has centered on TOC for over twenty-five years. He recently co-edited (with John Schleier) the TOC Handbook. He has written three books on TOC and has authored/coauthored over 90 articles in top academic and practitioner journals including Decision Sciences, the Academy of Management Review and Journal, Production/ Operations Management Journal, MIS Quarterly, International Journal of Product Research, Production and Inventory Management Journal, and Industrial Engineering. He was the coeditor of the APICS Dictionary (five editions with John Blackstone) and more recently co-editor of the TOCICO Dictionary, 2nd edition.
Dr. Cox, an APICS member for over 35 years, held numerous chapter, regional, and national offices (BODs for 4 years, VP-Research for 2 years, Foundation BODs 9 years including 4 as president). He also served on the founding TOCICO Board of Directors and as its first director of certification. He has spoken at over 50 APICS and other professional organization chapter meetings, several regional seminars and several international conferences on TOC. He has received the APICS Voluntary Service Award and the TOCICO Lifetime Achievement Award for his contributions to the field. He is currently serving on the TOCICO Board of Directors.
Lynn Boyd, Co-Presenter - PhD, Jonah, is associate professor of management at the University of Louisville, where he teaches operations management and managerial decision making. Prior to coming to the University of Louisville, Dr. Boyd received his PhD in Operations Management from the University of Georgia and worked at Deloitte & Touche in various positions through senior manager. He has published a number of articles on TOC, including production scheduling, the Thinking Processes and the theory of TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1975 |
Conference Proceedings |
|
Universal projects S&T tree based on goal impact |
2016 |
Leesburg, VA |
The problem of appointment scheduling in healthcare has been researched by several hundred academicians and practitioners for over sixty years without any viable solution being identified. There is little overlap in the research by these two groups. Academicians are primarily measured and rewarded by publishing in top tier academic journals, which generally requires theory development, sophisticated statistical analyses, or optimization techniques. In academia, the rigor of the research is of utmost importance. On the other hand, practitioners are interested in how to solve specific problems, so the relevance of the research is the primary concern. In 2012, Cox and Robinson presented a case study that solved many of the appointment scheduling problems of a large family practice clinic. Since that presentation, a literature search of the appointment scheduling area has revealed the above divide between the academic and practitioner approaches to the appointment scheduling problem. This review of the combined literature also revealed 14 major ""problems” (undesirable effects or UDEs in TOC terminology). In a preliminary study presented in South Africa in 2015 these UDEs are analyzed from a TOC perspective using the three processes of ongoing improvement (POOGI): the change question sequence, buffer management, and the five focusing steps. We then use (inherently) classification (the first stage of science) to sort through the causal relationships (the third stage of science) in moving from the chaos of the problem environment to the harmony of the TOC solution environment and approach. In this research we will review those findings and present some illustrations of the scheduling solutions. We also discuss two possible approaches to bridging the academic – practitioner divide, design science and TOC as theory development, that may help TOC be accepted in top-tier academic journals. We hope the solution-development process of using the POOGI and classification of TOC will provide an approach to addressing other chronic problems and will find acceptance in top academic journals. |
An Examination of the Academic, Practitioner, TOC & Our Perspectives of the Provider Appointment Scheduling System: Part 2
James Cox, III, Professor Emeritus Terry College of Business, University of Georgia
Co-Presenter, Lynn Boyd, Associate Professor of Management at the University of Louisville
James Cox III, Ph.D., TOCICO certified, CFPIM, CIRM, JONAH's JONAH, Professor Emeritus, was the Robert O. Arnold Professor of Business at the University of Georgia. Prior to an academic career of over 30 years, he held positions in industry and the military. He taught Jonah workshops and numerous TOC workshops and programs.
Dr. Cox's research has centered on TOC for over twenty-five years. He recently co-edited (with John Schleier) the TOC Handbook. He has written three books on TOC and has authored/coauthored over 90 articles in top academic and practitioner journals including Decision Sciences, the Academy of Management Review and Journal, Production/ Operations Management Journal, MIS Quarterly, International Journal of Product Research, Production and Inventory Management Journal, and Industrial Engineering. He was the coeditor of the APICS Dictionary (five editions with John Blackstone) and more recently co-editor of the TOCICO Dictionary, 2nd edition.
Dr. Cox, an APICS member for over 35 years, held numerous chapter, regional, and national offices (BODs for 4 years, VP-Research for 2 years, Foundation BODs 9 years including 4 as president). He also served on the founding TOCICO Board of Directors and as its first director of certification. He has spoken at over 50 APICS and other professional organization chapter meetings, several regional seminars and several international conferences on TOC. He has received the APICS Voluntary Service Award and the TOCICO Lifetime Achievement Award for his contributions to the field. He is currently serving on the TOCICO Board of Directors.
Lynn Boyd, Co-Presenter - PhD, Jonah, is associate professor of management at the University of Louisville, where he teaches operations management and managerial decision making. Prior to coming to the University of Louisville, Dr. Boyd received his PhD in Operations Management from the University of Georgia and worked at Deloitte & Touche in various positions through senior manager. He has published a number of articles on TOC, including production scheduling, the Thinking Processes and the theory of TOC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1976 |
Conference Proceedings |
Kirloskar, Niranjan |
Anecdotes and anxiety: In search of logical understanding in the nutrition industry |
2016 |
Leesburg, VA |
Presented the TOCICO International ""Ever-Flourishing” Award (based on 8+ years of TOC use) Fleetguard Filters set out on its TOC journey in 2005. It operates in the auto-component market in India characterized by uncertainty and a cyclical nature. With the industry facing two crippling recessions in the last ten years Fleetguard remained unaffected. Fleetguard achieved significant milestones in its original equipment manufacturer (OEM) and aftermarket business segments. The first few years of the successful implementation helped it achieve the TOCICO Gold Award in Tokyo 2009. For successfully sustaining its TOC Journey, it has been conferred the TOCICO International ""Ever-Flourishing” Award this year. Through this presentation Fleetguard India explores its definition of “Ever-flourishing” and highlights what went behind this achievement. It also showcases the key levers behind its growth, results achieved and what is helping it to sustain the results. Above all the company shares itself as a powerful case of the sublime power of TOC thinking, a thinking that enables it to seek win-win and harmony for all stakeholders. |
Opening Keynote: Fleetguard FiltersPrivate Ltd.
Niranjan Kirloskar, Managing Director of Fleetguard Filters Pvt Ltd.
Co-Presenter, Sumit Sharma - Heads the Fleetguard After Market |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1977 |
Conference Proceedings |
Sharma, Sumit |
Anecdotes and anxiety: In search of logical understanding in the nutrition industry |
2016 |
Leesburg, VA |
Presented the TOCICO International ""Ever-Flourishing” Award (based on 8+ years of TOC use) Fleetguard Filters set out on its TOC journey in 2005. It operates in the auto-component market in India characterized by uncertainty and a cyclical nature. With the industry facing two crippling recessions in the last ten years Fleetguard remained unaffected. Fleetguard achieved significant milestones in its original equipment manufacturer (OEM) and aftermarket business segments. The first few years of the successful implementation helped it achieve the TOCICO Gold Award in Tokyo 2009. For successfully sustaining its TOC Journey, it has been conferred the TOCICO International ""Ever-Flourishing” Award this year. Through this presentation Fleetguard India explores its definition of “Ever-flourishing” and highlights what went behind this achievement. It also showcases the key levers behind its growth, results achieved and what is helping it to sustain the results. Above all the company shares itself as a powerful case of the sublime power of TOC thinking, a thinking that enables it to seek win-win and harmony for all stakeholders. |
Opening Keynote: Fleetguard FiltersPrivate Ltd.
Niranjan Kirloskar, Managing Director of Fleetguard Filters Pvt Ltd.
Co-Presenter, Sumit Sharma - Heads the Fleetguard After Market |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1978 |
Conference Proceedings |
|
Anecdotes and anxiety: In search of logical understanding in the nutrition industry |
2016 |
Leesburg, VA |
Presented the TOCICO International ""Ever-Flourishing” Award (based on 8+ years of TOC use) Fleetguard Filters set out on its TOC journey in 2005. It operates in the auto-component market in India characterized by uncertainty and a cyclical nature. With the industry facing two crippling recessions in the last ten years Fleetguard remained unaffected. Fleetguard achieved significant milestones in its original equipment manufacturer (OEM) and aftermarket business segments. The first few years of the successful implementation helped it achieve the TOCICO Gold Award in Tokyo 2009. For successfully sustaining its TOC Journey, it has been conferred the TOCICO International ""Ever-Flourishing” Award this year. Through this presentation Fleetguard India explores its definition of “Ever-flourishing” and highlights what went behind this achievement. It also showcases the key levers behind its growth, results achieved and what is helping it to sustain the results. Above all the company shares itself as a powerful case of the sublime power of TOC thinking, a thinking that enables it to seek win-win and harmony for all stakeholders. |
Opening Keynote: Fleetguard FiltersPrivate Ltd.
Niranjan Kirloskar, Managing Director of Fleetguard Filters Pvt Ltd.
Co-Presenter, Sumit Sharma - Heads the Fleetguard After Market |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1979 |
Conference Proceedings |
Kothekar, Kiran |
Performing fast results' POC in Toshiba Solutions Corporation |
2016 |
Leesburg, VA |
It is widely agreed that the biggest challenge for a company that has implemented TOC successfully is to sustain this culture. After the initial euphoria, corruption of the TOC culture is unknowingly initiated by the top management itself. Then overtime, the new practices erode and the company reverts to its previous mode of working with the same consequences. Through this workshop Vector Consulting Group would like to discuss 8 blunders of top management that derail the TOC culture and how to implement a ‘hidden' S&T that will enable the company's leadership to sustain TOC practices and its consequent rewards. |
Sustaining the TOC Culture: Management Styles for ""Ever Flourishing” Companies
Kiran Kothekar, Founding Director, Vector Consulting Group
Kiran Kothekar is a recognized global expert in Theory of Constraints with more than 25 years of industry experience and consulting. Kiran worked closely with the inventor of TOC (Theory of Constraints), Dr. Eli Goldratt to develop the TOC solutions for Sales and Marketing before starting Vector Consulting Group in 2005. VCG is now the largest TOC consulting firm in Asia.
Companies in Tata Group, Godrej Group, and many others have reaped the benefits of Kiran's expertise and experience in TOC. A firm believer in sharing his experience and thought process with the world, he actively writes and publishes his works in leading business media carriers.
His qualifications include a Mechanical Engineering (College of Engineering, Pune) and PGDIM (NITIE, Mumbai). Reading and Field Team Games are his treasured hobbies. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1980 |
Conference Proceedings |
|
Performing fast results' POC in Toshiba Solutions Corporation |
2016 |
Leesburg, VA |
It is widely agreed that the biggest challenge for a company that has implemented TOC successfully is to sustain this culture. After the initial euphoria, corruption of the TOC culture is unknowingly initiated by the top management itself. Then overtime, the new practices erode and the company reverts to its previous mode of working with the same consequences. Through this workshop Vector Consulting Group would like to discuss 8 blunders of top management that derail the TOC culture and how to implement a ‘hidden' S&T that will enable the company's leadership to sustain TOC practices and its consequent rewards. |
Sustaining the TOC Culture: Management Styles for ""Ever Flourishing” Companies
Kiran Kothekar, Founding Director, Vector Consulting Group
Kiran Kothekar is a recognized global expert in Theory of Constraints with more than 25 years of industry experience and consulting. Kiran worked closely with the inventor of TOC (Theory of Constraints), Dr. Eli Goldratt to develop the TOC solutions for Sales and Marketing before starting Vector Consulting Group in 2005. VCG is now the largest TOC consulting firm in Asia.
Companies in Tata Group, Godrej Group, and many others have reaped the benefits of Kiran's expertise and experience in TOC. A firm believer in sharing his experience and thought process with the world, he actively writes and publishes his works in leading business media carriers.
His qualifications include a Mechanical Engineering (College of Engineering, Pune) and PGDIM (NITIE, Mumbai). Reading and Field Team Games are his treasured hobbies. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1981 |
Conference Proceedings |
Newbold, Rob |
Performing fast results' POC in Toshiba Solutions Corporation |
2016 |
Leesburg, VA |
The TOC buy-in concepts are based on a flawed paradigm that often fails to generate ownership. We need a significant shift in our thinking to be truly successful in making TOC “the"" way. The buy-in dilemma between the TOC expert and the client is accepting the TOC expert's solution versus accepting the client's solution. Maybe a shared implementation is a better way: The Partner's Paradigm 1. We understand each other's needs and strengths. 2. We agree on common objectives. 3. We align by creating a practical, win-win solution. 4. We implement the solution, while building a relationship: – Mutual respect – Knowledge of roles and capabilities. |
Resistance Has No Layers
Rob Newbold, CEO of ProChain Solutions |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1982 |
Conference Proceedings |
|
Performing fast results' POC in Toshiba Solutions Corporation |
2016 |
Leesburg, VA |
The TOC buy-in concepts are based on a flawed paradigm that often fails to generate ownership. We need a significant shift in our thinking to be truly successful in making TOC “the"" way. The buy-in dilemma between the TOC expert and the client is accepting the TOC expert's solution versus accepting the client's solution. Maybe a shared implementation is a better way: The Partner's Paradigm 1. We understand each other's needs and strengths. 2. We agree on common objectives. 3. We align by creating a practical, win-win solution. 4. We implement the solution, while building a relationship: – Mutual respect – Knowledge of roles and capabilities. |
Resistance Has No Layers
Rob Newbold, CEO of ProChain Solutions |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1983 |
Conference Proceedings |
Jasinavicius, Nerius |
Standing on the shoulders of the technology giants |
2016 |
Leesburg, VA |
Small and micro businesses comprise a very big part of the world economy. A typical small company is owned and managed by the same person, for whom business ‘just happened'. These business owners are good specialists in some area of craftsmanship (like plumber, software developer, etc.) but do not have any management training. TOC is really a great methodology for managing organizations, but can we say, that TOC solutions are suitable for small and micro businesses? Those companies due to their small size (and owner's lack of formal management education) quite often do not have typical UDEs, as we are used to dealing in TOC, e.g. cost accounting does not exist, as they do just basic accounting for taxes, local efficiencies – not very common, as the owner is involved in daily operations and most of the time focuses on getting the orders out of the door. Most of the time the owner is the only salesman in the company and the key expert. The main dilemma is – should we try to insist on implementing TOC logistical solutions by the book or can some TOC light version be developed, with fewer injections and faster implementation? How can we accommodate the fact, that key constraint is the owner-manager of the company? |
Adjusting TOC for Small business (TOC light)
Nerius Jasinavicius, Founder and Managing Partner of ""TOC SPRENDIMAI""
Nerius Jasinavicius Founder and managing partner of ""TOC sprendimai”. More than 15 years of TOC exposure, over 30 implementations, more than 100 companies trained. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1984 |
Conference Proceedings |
|
Standing on the shoulders of the technology giants |
2016 |
Leesburg, VA |
Small and micro businesses comprise a very big part of the world economy. A typical small company is owned and managed by the same person, for whom business ‘just happened'. These business owners are good specialists in some area of craftsmanship (like plumber, software developer, etc.) but do not have any management training. TOC is really a great methodology for managing organizations, but can we say, that TOC solutions are suitable for small and micro businesses? Those companies due to their small size (and owner's lack of formal management education) quite often do not have typical UDEs, as we are used to dealing in TOC, e.g. cost accounting does not exist, as they do just basic accounting for taxes, local efficiencies – not very common, as the owner is involved in daily operations and most of the time focuses on getting the orders out of the door. Most of the time the owner is the only salesman in the company and the key expert. The main dilemma is – should we try to insist on implementing TOC logistical solutions by the book or can some TOC light version be developed, with fewer injections and faster implementation? How can we accommodate the fact, that key constraint is the owner-manager of the company? |
Adjusting TOC for Small business (TOC light)
Nerius Jasinavicius, Founder and Managing Partner of ""TOC SPRENDIMAI""
Nerius Jasinavicius Founder and managing partner of ""TOC sprendimai”. More than 15 years of TOC exposure, over 30 implementations, more than 100 companies trained. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1985 |
Conference Proceedings |
Hannan, Michael |
Improving performance in a multi-project environment: A systematic approach to resource loading |
2016 |
Leesburg, VA |
Leading definitions of the terms “project” and “project management” fail to capture a key characteristic: that all projects are investments, and thus exist for the purpose of generating a reasonable—or perhaps exceptional—return on investment (ROI). The goal of any project-centric organization, therefore, is to maximize ROI. For project-centric organizations that do not have profit as their goal, we can apply the same concept with slightly different terms: “Goal Units per Investment-dollar“ or simply “Goal Impact.” It's clear that Goal Impact for project-centric organizations can be strengthened by improving the reliable throughput of project completions; however, it is not always clear what the resulting Goal Impact really is, especially for the following situations: 1. Project portfolios in which less-than-maximal impact projects have been elected. 2. Selected high-impact projects that were not baselined with maximum ROI in mind. 3. Selected high-impact projects for which the “impact side” of the equation has changed significantly since project kickoff (e.g., a Zika eradication program launched in mid-2015 is probably much higher impact now). These three additional drivers of Goal Impact maximum-impact project selection, maximum-impact baselining, and impact-maximizing adjustments during execution—are therefore incorporated into this new S&T tree. |
Universal Projects S&T Tree Based on Goal Impact
Michael Hannan, Founder and Principal Consultant, Fortezza Consulting
Michael Hannan is an entrepreneur, best-selling author, professional speaker, and innovator of industry-leading techniques to drive unprecedented improvements in IT project portfolio performance. His career spans a diversity of fields, including software engineering, space systems development, high-performance computing, economic development, and international trade policy.
His background in Project Portfolio Management (PPM) started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and is lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance.
Mike serves on the board of the Project Management Institute (PMI) Washington DC Chapter, and his company, Fortezza Consulting, is the first Founding Sponsor of the Project Management Day of Service-the largest PM pro-bono event in the history of humankind. He holds Masters degrees in International Affairs and Information Technology, and TOC Jonah and PMP certifications
On the personal side, Mike is a 2015 national champion track & field athlete, and a happily married father of three teenage boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1986 |
Conference Proceedings |
|
Improving performance in a multi-project environment: A systematic approach to resource loading |
2016 |
Leesburg, VA |
Leading definitions of the terms “project” and “project management” fail to capture a key characteristic: that all projects are investments, and thus exist for the purpose of generating a reasonable—or perhaps exceptional—return on investment (ROI). The goal of any project-centric organization, therefore, is to maximize ROI. For project-centric organizations that do not have profit as their goal, we can apply the same concept with slightly different terms: “Goal Units per Investment-dollar“ or simply “Goal Impact.” It's clear that Goal Impact for project-centric organizations can be strengthened by improving the reliable throughput of project completions; however, it is not always clear what the resulting Goal Impact really is, especially for the following situations: 1. Project portfolios in which less-than-maximal impact projects have been elected. 2. Selected high-impact projects that were not baselined with maximum ROI in mind. 3. Selected high-impact projects for which the “impact side” of the equation has changed significantly since project kickoff (e.g., a Zika eradication program launched in mid-2015 is probably much higher impact now). These three additional drivers of Goal Impact maximum-impact project selection, maximum-impact baselining, and impact-maximizing adjustments during execution—are therefore incorporated into this new S&T tree. |
Universal Projects S&T Tree Based on Goal Impact
Michael Hannan, Founder and Principal Consultant, Fortezza Consulting
Michael Hannan is an entrepreneur, best-selling author, professional speaker, and innovator of industry-leading techniques to drive unprecedented improvements in IT project portfolio performance. His career spans a diversity of fields, including software engineering, space systems development, high-performance computing, economic development, and international trade policy.
His background in Project Portfolio Management (PPM) started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and is lead author of the recent book, The CIO's Guide to Breakthrough Project Portfolio Performance.
Mike serves on the board of the Project Management Institute (PMI) Washington DC Chapter, and his company, Fortezza Consulting, is the first Founding Sponsor of the Project Management Day of Service-the largest PM pro-bono event in the history of humankind. He holds Masters degrees in International Affairs and Information Technology, and TOC Jonah and PMP certifications
On the personal side, Mike is a 2015 national champion track & field athlete, and a happily married father of three teenage boys. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1987 |
Conference Proceedings |
Round, Michael |
Improving performance in a multi-project environment: A systematic approach to resource loading |
2016 |
Leesburg, VA |
The presentation will analyze the state of the nutrition industry relative to unsustainable health care costs and increasing disease rates, and how mounting evidence threatening to overthrow existing nutrition paradigms clashes with the status quo. The change-matrix cloud will be used to understand apparent irrational behavior. The works of Thomas Kuhn will be used as a model to understand how paradigms shift – or not, and how a lack of scientific rigor can be the driving cause of fear – not of change, but of uncertainty. New insights into the “System A / System B” distinction will be explored, and how “blame” can be an acknowledgement of “cause-effect” reversal. A “Little Logic Book” will accompany the presentation, going into great logical detail on the history of the nutrition movement, the operation of the body and the proper nutrition necessary for that operation (and any accompanying boundary conditions), and the causal connection between improper nutrition and burgeoning diseases. |
Anecdotes and Anxiety: In Search of Logical Understanding in the Nutrition Industry
Michael Round is the former USA Director of TOCFE, owner of Rational Systems, Inc., and founder of the Center for autoSocratic Excellence. Mr. Round has spoken at - and written about - economic, education, and business issues at conferences sponsored by TOC, Deming Institute, General Semantics, A New Kind of Science, and many others. He also operates =EQUALS=, a math, science, programming, and critical thinking club that meets monthly. Mr. Round is also an actuarial / statistical consultant in the insurance field. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1988 |
Conference Proceedings |
Barnard, Alan |
Improving performance in a multi-project environment: A systematic approach to resource loading |
2016 |
Leesburg, VA |
The presentation will analyze the state of the nutrition industry relative to unsustainable health care costs and increasing disease rates, and how mounting evidence threatening to overthrow existing nutrition paradigms clashes with the status quo. The change-matrix cloud will be used to understand apparent irrational behavior. The works of Thomas Kuhn will be used as a model to understand how paradigms shift – or not, and how a lack of scientific rigor can be the driving cause of fear – not of change, but of uncertainty. New insights into the “System A / System B” distinction will be explored, and how “blame” can be an acknowledgement of “cause-effect” reversal. A “Little Logic Book” will accompany the presentation, going into great logical detail on the history of the nutrition movement, the operation of the body and the proper nutrition necessary for that operation (and any accompanying boundary conditions), and the causal connection between improper nutrition and burgeoning diseases. |
Anecdotes and Anxiety: In Search of Logical Understanding in the Nutrition Industry
Michael Round is the former USA Director of TOCFE, owner of Rational Systems, Inc., and founder of the Center for autoSocratic Excellence. Mr. Round has spoken at - and written about - economic, education, and business issues at conferences sponsored by TOC, Deming Institute, General Semantics, A New Kind of Science, and many others. He also operates =EQUALS=, a math, science, programming, and critical thinking club that meets monthly. Mr. Round is also an actuarial / statistical consultant in the insurance field. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1989 |
Conference Proceedings |
|
Improving performance in a multi-project environment: A systematic approach to resource loading |
2016 |
Leesburg, VA |
The presentation will analyze the state of the nutrition industry relative to unsustainable health care costs and increasing disease rates, and how mounting evidence threatening to overthrow existing nutrition paradigms clashes with the status quo. The change-matrix cloud will be used to understand apparent irrational behavior. The works of Thomas Kuhn will be used as a model to understand how paradigms shift – or not, and how a lack of scientific rigor can be the driving cause of fear – not of change, but of uncertainty. New insights into the “System A / System B” distinction will be explored, and how “blame” can be an acknowledgement of “cause-effect” reversal. A “Little Logic Book” will accompany the presentation, going into great logical detail on the history of the nutrition movement, the operation of the body and the proper nutrition necessary for that operation (and any accompanying boundary conditions), and the causal connection between improper nutrition and burgeoning diseases. |
Anecdotes and Anxiety: In Search of Logical Understanding in the Nutrition Industry
Michael Round is the former USA Director of TOCFE, owner of Rational Systems, Inc., and founder of the Center for autoSocratic Excellence. Mr. Round has spoken at - and written about - economic, education, and business issues at conferences sponsored by TOC, Deming Institute, General Semantics, A New Kind of Science, and many others. He also operates =EQUALS=, a math, science, programming, and critical thinking club that meets monthly. Mr. Round is also an actuarial / statistical consultant in the insurance field. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1990 |
Conference Proceedings |
Tomoda, Masanori |
Applying TOC-TP tools in higher education (HE): Exploring the core dilemmas in teaching and learning |
2016 |
Leesburg, VA |
A well-known Japanese company, now suffering from a cash crisis, is learning TOC to change its culture and mode of operation dramatically even in a short term. Initial result shows a 35% production lead time reduction which happened in only 4 months. We believe the reduction will be much more once we will implement the full solution. The speaker will show how this company applies TOC, got very fast and meaningful results and what the challenges of this implementation were. Also, they will discuss the next steps after this 1st achievement. |
Performing Fast Results' POC in Toshiba Solutions Corporation
Takashi Kudo, Senior Consultant, TOC Consulting Div., TOC Business Unit, Being Co., Ltd.
Co-Presenter, Yaniv Dinur, Founder and the
Co-Presenter, Masanori Tomoda - Chief Specialist of Platform Center, Platform Service Design Center Chairman of Progressive-Labs Ltd.
Yaniv Dinur is recognized worldwide as a leading authority on the Theory of Constraints (TOC), and was a direct student of Dr. Goldratt from 2006 until Dr. Goldratt last day. Until June 2013, Mr. Dinur served as the Global Accounts Director and APAC Regional Director at Goldratt Consulting. Mr. Dinur has led some of the biggest TOC projects over the past decade in Manufacturing, Supply Chain management, Sales and Marketing (SFS), CCPM and Retail industries all over the worldYaniv has established Progressive Flow Ltd. at mid-2013, a TOC and CCPM global management consulting company, working with leading organizations across the world. The company was established around the fundamental belief that organizations can attain quantum growth without jeopardizing stability. Yaniv is also the founder and the Chairman of Progressive-Labs Ltd., a start-up developing TOC retail and supply chain breakthrough software.
Prior to his TOC career, Mr. Dinur has served in several leading high-tech companies as Worldwide Vice President of Sales, Marketing and Business Development including: Comverse (Nasdaq 100, CMVT), Metalink (Nasdaq, MTLK) and Emblaze (LSE, BLZ). He also served as CEO of a start-up company (Knownet Inc.) and was a Director of Sales at Rafael in the defense sector.
Mr. Dinur is MBA graduate from the Technion, Israel Institute of Technology, and a B.A in Economics from the Bar-Ilan university. He graduated (Cum Laude) the Israeli Naval Academy. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1991 |
Conference Proceedings |
Kudo, Takashi |
Applying TOC-TP tools in higher education (HE): Exploring the core dilemmas in teaching and learning |
2016 |
Leesburg, VA |
A well-known Japanese company, now suffering from a cash crisis, is learning TOC to change its culture and mode of operation dramatically even in a short term. Initial result shows a 35% production lead time reduction which happened in only 4 months. We believe the reduction will be much more once we will implement the full solution. The speaker will show how this company applies TOC, got very fast and meaningful results and what the challenges of this implementation were. Also, they will discuss the next steps after this 1st achievement. |
Performing Fast Results' POC in Toshiba Solutions Corporation
Takashi Kudo, Senior Consultant, TOC Consulting Div., TOC Business Unit, Being Co., Ltd.
Co-Presenter, Yaniv Dinur, Founder and the
Co-Presenter, Masanori Tomoda - Chief Specialist of Platform Center, Platform Service Design Center Chairman of Progressive-Labs Ltd.
Yaniv Dinur is recognized worldwide as a leading authority on the Theory of Constraints (TOC), and was a direct student of Dr. Goldratt from 2006 until Dr. Goldratt last day. Until June 2013, Mr. Dinur served as the Global Accounts Director and APAC Regional Director at Goldratt Consulting. Mr. Dinur has led some of the biggest TOC projects over the past decade in Manufacturing, Supply Chain management, Sales and Marketing (SFS), CCPM and Retail industries all over the worldYaniv has established Progressive Flow Ltd. at mid-2013, a TOC and CCPM global management consulting company, working with leading organizations across the world. The company was established around the fundamental belief that organizations can attain quantum growth without jeopardizing stability. Yaniv is also the founder and the Chairman of Progressive-Labs Ltd., a start-up developing TOC retail and supply chain breakthrough software.
Prior to his TOC career, Mr. Dinur has served in several leading high-tech companies as Worldwide Vice President of Sales, Marketing and Business Development including: Comverse (Nasdaq 100, CMVT), Metalink (Nasdaq, MTLK) and Emblaze (LSE, BLZ). He also served as CEO of a start-up company (Knownet Inc.) and was a Director of Sales at Rafael in the defense sector.
Mr. Dinur is MBA graduate from the Technion, Israel Institute of Technology, and a B.A in Economics from the Bar-Ilan university. He graduated (Cum Laude) the Israeli Naval Academy. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1992 |
Conference Proceedings |
Dinur, Yaniv |
Applying TOC-TP tools in higher education (HE): Exploring the core dilemmas in teaching and learning |
2016 |
Leesburg, VA |
A well-known Japanese company, now suffering from a cash crisis, is learning TOC to change its culture and mode of operation dramatically even in a short term. Initial result shows a 35% production lead time reduction which happened in only 4 months. We believe the reduction will be much more once we will implement the full solution. The speaker will show how this company applies TOC, got very fast and meaningful results and what the challenges of this implementation were. Also, they will discuss the next steps after this 1st achievement. |
Performing Fast Results' POC in Toshiba Solutions Corporation
Takashi Kudo, Senior Consultant, TOC Consulting Div., TOC Business Unit, Being Co., Ltd.
Co-Presenter, Yaniv Dinur, Founder and the
Co-Presenter, Masanori Tomoda - Chief Specialist of Platform Center, Platform Service Design Center Chairman of Progressive-Labs Ltd.
Yaniv Dinur is recognized worldwide as a leading authority on the Theory of Constraints (TOC), and was a direct student of Dr. Goldratt from 2006 until Dr. Goldratt last day. Until June 2013, Mr. Dinur served as the Global Accounts Director and APAC Regional Director at Goldratt Consulting. Mr. Dinur has led some of the biggest TOC projects over the past decade in Manufacturing, Supply Chain management, Sales and Marketing (SFS), CCPM and Retail industries all over the worldYaniv has established Progressive Flow Ltd. at mid-2013, a TOC and CCPM global management consulting company, working with leading organizations across the world. The company was established around the fundamental belief that organizations can attain quantum growth without jeopardizing stability. Yaniv is also the founder and the Chairman of Progressive-Labs Ltd., a start-up developing TOC retail and supply chain breakthrough software.
Prior to his TOC career, Mr. Dinur has served in several leading high-tech companies as Worldwide Vice President of Sales, Marketing and Business Development including: Comverse (Nasdaq 100, CMVT), Metalink (Nasdaq, MTLK) and Emblaze (LSE, BLZ). He also served as CEO of a start-up company (Knownet Inc.) and was a Director of Sales at Rafael in the defense sector.
Mr. Dinur is MBA graduate from the Technion, Israel Institute of Technology, and a B.A in Economics from the Bar-Ilan university. He graduated (Cum Laude) the Israeli Naval Academy. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1993 |
Conference Proceedings |
|
Applying TOC-TP tools in higher education (HE): Exploring the core dilemmas in teaching and learning |
2016 |
Leesburg, VA |
A well-known Japanese company, now suffering from a cash crisis, is learning TOC to change its culture and mode of operation dramatically even in a short term. Initial result shows a 35% production lead time reduction which happened in only 4 months. We believe the reduction will be much more once we will implement the full solution. The speaker will show how this company applies TOC, got very fast and meaningful results and what the challenges of this implementation were. Also, they will discuss the next steps after this 1st achievement. |
Performing Fast Results' POC in Toshiba Solutions Corporation
Takashi Kudo, Senior Consultant, TOC Consulting Div., TOC Business Unit, Being Co., Ltd.
Co-Presenter, Yaniv Dinur, Founder and the
Co-Presenter, Masanori Tomoda - Chief Specialist of Platform Center, Platform Service Design Center Chairman of Progressive-Labs Ltd.
Yaniv Dinur is recognized worldwide as a leading authority on the Theory of Constraints (TOC), and was a direct student of Dr. Goldratt from 2006 until Dr. Goldratt last day. Until June 2013, Mr. Dinur served as the Global Accounts Director and APAC Regional Director at Goldratt Consulting. Mr. Dinur has led some of the biggest TOC projects over the past decade in Manufacturing, Supply Chain management, Sales and Marketing (SFS), CCPM and Retail industries all over the worldYaniv has established Progressive Flow Ltd. at mid-2013, a TOC and CCPM global management consulting company, working with leading organizations across the world. The company was established around the fundamental belief that organizations can attain quantum growth without jeopardizing stability. Yaniv is also the founder and the Chairman of Progressive-Labs Ltd., a start-up developing TOC retail and supply chain breakthrough software.
Prior to his TOC career, Mr. Dinur has served in several leading high-tech companies as Worldwide Vice President of Sales, Marketing and Business Development including: Comverse (Nasdaq 100, CMVT), Metalink (Nasdaq, MTLK) and Emblaze (LSE, BLZ). He also served as CEO of a start-up company (Knownet Inc.) and was a Director of Sales at Rafael in the defense sector.
Mr. Dinur is MBA graduate from the Technion, Israel Institute of Technology, and a B.A in Economics from the Bar-Ilan university. He graduated (Cum Laude) the Israeli Naval Academy. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1994 |
Conference Proceedings |
Thompson, John |
Expanding the world of theory of constraints |
2016 |
Leesburg, VA |
Without technology and in particular the TOC logistical applications are limited in the impact and sustainability of an implementation. The work breakdown structure (WBS) is not a project, it is a WBS, there is no practical implementation sequence. A WBS is a technical silo, work break down of the project scope and cost. Once an independently constructed and practical, feasible project network is created – Users can reach into the WBS to extract data, costs and specification etc. for each specific task. The critical chain project management (CCPM) method is the first real addition to basic PM since the 50's and 60's when digitizing a PERT, Gantt into a calendar evolved. Resource contention, uncertainty and variability were ignored or assumed to have little impact of project outcomes. To date the average delivery performance of a non-CCPM project, across any industry or discipline is < 50% measured by on-time delivery, original scope and budget. CCPM has elevated this to a significantly higher level of delivery performance. Technology has opened up a whole new world of questions with new answers – this means new possibilities and new solutions. |
Standing on the Shoulders of the Technology Giants
John Thompson, Co-Founder and COO of Exepron
ohn Thompson is the co-Founder and COO of Exepron, the cloud-based Critical Chain solution named a 2016 Cool Vendor in Project Portfolio Management (PPM) by Gartner; and owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turn-around. John has led numerous Companies through Facilitated Analysis, Training and Implementations in many diverse Industries globally including Shipbuilding, Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics and Heavy Steel Fabrication Industries. John has over 20 years of experience in all of the Theory of Constraint applications, including Critical Chain Project Management, Strategy & Tactics, TOC Thinking Process, Marketing & Sales, Distribution, Production and Throughput Accounting. John was a Certified Associate of the late Dr. Eli Goldratt and is a founding member and past Chairman of the TOCICO, the Theory of Constraints International Certification Organization. John can be reached at JohnT@exepron.com |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1995 |
Conference Proceedings |
|
Expanding the world of theory of constraints |
2016 |
Leesburg, VA |
Without technology and in particular the TOC logistical applications are limited in the impact and sustainability of an implementation. The work breakdown structure (WBS) is not a project, it is a WBS, there is no practical implementation sequence. A WBS is a technical silo, work break down of the project scope and cost. Once an independently constructed and practical, feasible project network is created – Users can reach into the WBS to extract data, costs and specification etc. for each specific task. The critical chain project management (CCPM) method is the first real addition to basic PM since the 50's and 60's when digitizing a PERT, Gantt into a calendar evolved. Resource contention, uncertainty and variability were ignored or assumed to have little impact of project outcomes. To date the average delivery performance of a non-CCPM project, across any industry or discipline is < 50% measured by on-time delivery, original scope and budget. CCPM has elevated this to a significantly higher level of delivery performance. Technology has opened up a whole new world of questions with new answers – this means new possibilities and new solutions. |
Standing on the Shoulders of the Technology Giants
John Thompson, Co-Founder and COO of Exepron
ohn Thompson is the co-Founder and COO of Exepron, the cloud-based Critical Chain solution named a 2016 Cool Vendor in Project Portfolio Management (PPM) by Gartner; and owner of Global Focus LLC, a business consultancy specializing in positioning Organizations for sustainable growth and business turn-around. John has led numerous Companies through Facilitated Analysis, Training and Implementations in many diverse Industries globally including Shipbuilding, Aerospace, Electronic Stock Trading, Auto Collision Repair, Landscape Architecture, Forest Technology, Retail Apparel Distribution, Medical Instrumentation, Composite Fiber Reinforced Plastics and Heavy Steel Fabrication Industries. John has over 20 years of experience in all of the Theory of Constraint applications, including Critical Chain Project Management, Strategy & Tactics, TOC Thinking Process, Marketing & Sales, Distribution, Production and Throughput Accounting. John was a Certified Associate of the late Dr. Eli Goldratt and is a founding member and past Chairman of the TOCICO, the Theory of Constraints International Certification Organization. John can be reached at JohnT@exepron.com |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1996 |
Conference Proceedings |
Clark, Robin |
Expanding the world of theory of constraints |
2016 |
Leesburg, VA |
In a highly variable multi-project environment, it is very difficult to correctly determine the workload that should be placed upon any particular resource. While there is a natural desire to keep resources busy, in particular the critical resources, overloading them usually results in unfavorable outcomes, especially in a project environment. For example, overloading resources often result in bad multi-tasking. Furthermore, when resources get overloaded, it is very difficult to determine how these resources should prioritize their activities among the various tasks needing their service. As a result, organizations operating in a multiple project environment usually experience significant degradation in performance. This paper outlines three specific steps to dramatically improve the performance of these organizations. It presents a simple approach to determine how resources should be loaded, establishes task priorities for each resource, and identifies an appropriate allocation of additional (reserve) resources to enhance performance. Simulations demonstrate that a 200 to 600 percent improvement in project value is possible, where project value is defined as the number of projects completed over a given period of time divided by the 90 percent probable flow time for projects completed during this period. |
Improving Performance in a Multi-Project Environment: A Systematic Approach to Resource Loading
Robin Clark, Founder of the QMT Group | Primary Simulation Instructor for Imagine That |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1997 |
Conference Proceedings |
|
Marketing the value of TOC |
2016 |
Leesburg, VA |
In a highly variable multi-project environment, it is very difficult to correctly determine the workload that should be placed upon any particular resource. While there is a natural desire to keep resources busy, in particular the critical resources, overloading them usually results in unfavorable outcomes, especially in a project environment. For example, overloading resources often result in bad multi-tasking. Furthermore, when resources get overloaded, it is very difficult to determine how these resources should prioritize their activities among the various tasks needing their service. As a result, organizations operating in a multiple project environment usually experience significant degradation in performance. This paper outlines three specific steps to dramatically improve the performance of these organizations. It presents a simple approach to determine how resources should be loaded, establishes task priorities for each resource, and identifies an appropriate allocation of additional (reserve) resources to enhance performance. Simulations demonstrate that a 200 to 600 percent improvement in project value is possible, where project value is defined as the number of projects completed over a given period of time divided by the 90 percent probable flow time for projects completed during this period. |
Improving Performance in a Multi-Project Environment: A Systematic Approach to Resource Loading
Robin Clark, Founder of the QMT Group | Primary Simulation Instructor for Imagine That |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1998 |
Conference Proceedings |
|
Marketing the value of TOC |
2016 |
Leesburg, VA |
In a highly variable multi-project environment, it is very difficult to correctly determine the workload that should be placed upon any particular resource. While there is a natural desire to keep resources busy, in particular the critical resources, overloading them usually results in unfavorable outcomes, especially in a project environment. For example, overloading resources often result in bad multi-tasking. Furthermore, when resources get overloaded, it is very difficult to determine how these resources should prioritize their activities among the various tasks needing their service. As a result, organizations operating in a multiple project environment usually experience significant degradation in performance. This paper outlines three specific steps to dramatically improve the performance of these organizations. It presents a simple approach to determine how resources should be loaded, establishes task priorities for each resource, and identifies an appropriate allocation of additional (reserve) resources to enhance performance. Simulations demonstrate that a 200 to 600 percent improvement in project value is possible, where project value is defined as the number of projects completed over a given period of time divided by the 90 percent probable flow time for projects completed during this period. |
Improving Performance in a Multi-Project Environment: A Systematic Approach to Resource Loading
Robin Clark, Founder of the QMT Group | Primary Simulation Instructor for Imagine That |
https://www.tocico.org/page/2016ConferenceProceedings |
| 1999 |
Conference Proceedings |
|
Education investment or equipment investment? How to bring an immediate and sustainable improvement |
2016 |
Leesburg, VA |
In a highly variable multi-project environment, it is very difficult to correctly determine the workload that should be placed upon any particular resource. While there is a natural desire to keep resources busy, in particular the critical resources, overloading them usually results in unfavorable outcomes, especially in a project environment. For example, overloading resources often result in bad multi-tasking. Furthermore, when resources get overloaded, it is very difficult to determine how these resources should prioritize their activities among the various tasks needing their service. As a result, organizations operating in a multiple project environment usually experience significant degradation in performance. This paper outlines three specific steps to dramatically improve the performance of these organizations. It presents a simple approach to determine how resources should be loaded, establishes task priorities for each resource, and identifies an appropriate allocation of additional (reserve) resources to enhance performance. Simulations demonstrate that a 200 to 600 percent improvement in project value is possible, where project value is defined as the number of projects completed over a given period of time divided by the 90 percent probable flow time for projects completed during this period. |
Improving Performance in a Multi-Project Environment: A Systematic Approach to Resource Loading
Robin Clark, Founder of the QMT Group | Primary Simulation Instructor for Imagine That |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2000 |
Conference Proceedings |
|
Education investment or equipment investment? How to bring an immediate and sustainable improvement |
2016 |
Leesburg, VA |
In a highly variable multi-project environment, it is very difficult to correctly determine the workload that should be placed upon any particular resource. While there is a natural desire to keep resources busy, in particular the critical resources, overloading them usually results in unfavorable outcomes, especially in a project environment. For example, overloading resources often result in bad multi-tasking. Furthermore, when resources get overloaded, it is very difficult to determine how these resources should prioritize their activities among the various tasks needing their service. As a result, organizations operating in a multiple project environment usually experience significant degradation in performance. This paper outlines three specific steps to dramatically improve the performance of these organizations. It presents a simple approach to determine how resources should be loaded, establishes task priorities for each resource, and identifies an appropriate allocation of additional (reserve) resources to enhance performance. Simulations demonstrate that a 200 to 600 percent improvement in project value is possible, where project value is defined as the number of projects completed over a given period of time divided by the 90 percent probable flow time for projects completed during this period. |
Improving Performance in a Multi-Project Environment: A Systematic Approach to Resource Loading
Robin Clark, Founder of the QMT Group | Primary Simulation Instructor for Imagine That |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2001 |
Conference Proceedings |
Kimani, Sarah Wambui |
Education investment or equipment investment? How to bring an immediate and sustainable improvement |
2016 |
Leesburg, VA |
In the early decades of the new millennium, there has been a growing global application of theory of constraints- thinking processes (TOC–TP) tools across many industry sectors including the service, healthcare and education sectors. Within the education sector, the TOC–TP tools have been applied with success in many countries, most notably in primary and secondary education. However, there are a growing number of applications in higher education (HE). We report here on recent research exploring the quality of experiences of learning and teaching in higher education. Using the theory of constraints, we have investigated the causes of less-than-ideal learning and teaching (L&T) experiences from the perspectives of students, teachers and senior academic management. The research was conducted in two business schools, one in Kenya and another in New Zealand (NZ). The theory of constraints (TOC) methodology guided the construction of the interview guide and the analysis of data. To collect data from students, focus group discussions were used, while personal interviews were used to collect data from lecturers and senior academic managers. TOC tools including the Goal Tree, CRT, EC and FRT's formed the backbone of the TOC analysis. The results of this study have demonstrated the value of the TOC methodology in producing useful insights about the root causes of undesirable quality of L&T in the HE sector. Although this paper reports on a study undertaken in one business school in each of the two countries, the results are in line with global trends in higher education, indicating that the issues may be fairly generic and are likely to be of wide interest. |
Applying TOC-TP Tools in Higher Education (HE): Exploring the Core Dilemmas in Teaching and Learning
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2002 |
Conference Proceedings |
Mabin, Vicky |
Education investment or equipment investment? How to bring an immediate and sustainable improvement |
2016 |
Leesburg, VA |
In the early decades of the new millennium, there has been a growing global application of theory of constraints- thinking processes (TOC–TP) tools across many industry sectors including the service, healthcare and education sectors. Within the education sector, the TOC–TP tools have been applied with success in many countries, most notably in primary and secondary education. However, there are a growing number of applications in higher education (HE). We report here on recent research exploring the quality of experiences of learning and teaching in higher education. Using the theory of constraints, we have investigated the causes of less-than-ideal learning and teaching (L&T) experiences from the perspectives of students, teachers and senior academic management. The research was conducted in two business schools, one in Kenya and another in New Zealand (NZ). The theory of constraints (TOC) methodology guided the construction of the interview guide and the analysis of data. To collect data from students, focus group discussions were used, while personal interviews were used to collect data from lecturers and senior academic managers. TOC tools including the Goal Tree, CRT, EC and FRT's formed the backbone of the TOC analysis. The results of this study have demonstrated the value of the TOC methodology in producing useful insights about the root causes of undesirable quality of L&T in the HE sector. Although this paper reports on a study undertaken in one business school in each of the two countries, the results are in line with global trends in higher education, indicating that the issues may be fairly generic and are likely to be of wide interest. |
Applying TOC-TP Tools in Higher Education (HE): Exploring the Core Dilemmas in Teaching and Learning
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2003 |
Conference Proceedings |
Davies, John |
Utah state government, Invasive Species Eradication Program: A pre-emptive attack on new invaders |
2016 |
Leesburg, VA |
In the early decades of the new millennium, there has been a growing global application of theory of constraints- thinking processes (TOC–TP) tools across many industry sectors including the service, healthcare and education sectors. Within the education sector, the TOC–TP tools have been applied with success in many countries, most notably in primary and secondary education. However, there are a growing number of applications in higher education (HE). We report here on recent research exploring the quality of experiences of learning and teaching in higher education. Using the theory of constraints, we have investigated the causes of less-than-ideal learning and teaching (L&T) experiences from the perspectives of students, teachers and senior academic management. The research was conducted in two business schools, one in Kenya and another in New Zealand (NZ). The theory of constraints (TOC) methodology guided the construction of the interview guide and the analysis of data. To collect data from students, focus group discussions were used, while personal interviews were used to collect data from lecturers and senior academic managers. TOC tools including the Goal Tree, CRT, EC and FRT's formed the backbone of the TOC analysis. The results of this study have demonstrated the value of the TOC methodology in producing useful insights about the root causes of undesirable quality of L&T in the HE sector. Although this paper reports on a study undertaken in one business school in each of the two countries, the results are in line with global trends in higher education, indicating that the issues may be fairly generic and are likely to be of wide interest. |
Applying TOC-TP Tools in Higher Education (HE): Exploring the Core Dilemmas in Teaching and Learning
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2004 |
Conference Proceedings |
|
Utah state government, Invasive Species Eradication Program: A pre-emptive attack on new invaders |
2016 |
Leesburg, VA |
In the early decades of the new millennium, there has been a growing global application of theory of constraints- thinking processes (TOC–TP) tools across many industry sectors including the service, healthcare and education sectors. Within the education sector, the TOC–TP tools have been applied with success in many countries, most notably in primary and secondary education. However, there are a growing number of applications in higher education (HE). We report here on recent research exploring the quality of experiences of learning and teaching in higher education. Using the theory of constraints, we have investigated the causes of less-than-ideal learning and teaching (L&T) experiences from the perspectives of students, teachers and senior academic management. The research was conducted in two business schools, one in Kenya and another in New Zealand (NZ). The theory of constraints (TOC) methodology guided the construction of the interview guide and the analysis of data. To collect data from students, focus group discussions were used, while personal interviews were used to collect data from lecturers and senior academic managers. TOC tools including the Goal Tree, CRT, EC and FRT's formed the backbone of the TOC analysis. The results of this study have demonstrated the value of the TOC methodology in producing useful insights about the root causes of undesirable quality of L&T in the HE sector. Although this paper reports on a study undertaken in one business school in each of the two countries, the results are in line with global trends in higher education, indicating that the issues may be fairly generic and are likely to be of wide interest. |
Applying TOC-TP Tools in Higher Education (HE): Exploring the Core Dilemmas in Teaching and Learning
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2005 |
Conference Proceedings |
Mabin, Vicky |
Dynamic strategy and tactics |
2016 |
Leesburg, VA |
The presentation provides a valuable summary, for academics and practitioners, of the developing TOC body of knowledge that has been reported in the scholarly literature. The presentation highlights streams of conceptual development in critical chain project management (CCPM), thinking processes (TP), throughput accounting, operations management, and supply chain. Findings from the analysis of articles within the operations management stream are described in more depth. Over 1000 papers were categorized as operations management and supply chain. Papers were then individually analyzed using a qualitative research approach. The papers were then divided into two major categories and subcategories as follows. Methodological improvement: - Conceptual development - Scheduling algorithms/mathematical development Application - Manufacturing - Service industry - Supply Chain. Papers categorized as conceptual development showcase how various TOC concepts and methods are embraced, critiqued, altered, or enhanced by various scholars within operations management. The application category includes both reports on actual cases as well exploratory papers examining or suggesting application of TOC to a particular context within manufacturing and service industries. The presentation offers useful insights from the analysis of this database, to provide platforms for future research. |
Kenynote: Expanding the World of Theory of Constraints
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Co-Presenter, Maryam Mirzaei, PHD Student at University of Alberta, Information Technology and Services
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2006 |
Conference Proceedings |
Mirzaei, Maryam |
Dynamic strategy and tactics |
2016 |
Leesburg, VA |
The presentation provides a valuable summary, for academics and practitioners, of the developing TOC body of knowledge that has been reported in the scholarly literature. The presentation highlights streams of conceptual development in critical chain project management (CCPM), thinking processes (TP), throughput accounting, operations management, and supply chain. Findings from the analysis of articles within the operations management stream are described in more depth. Over 1000 papers were categorized as operations management and supply chain. Papers were then individually analyzed using a qualitative research approach. The papers were then divided into two major categories and subcategories as follows. Methodological improvement: - Conceptual development - Scheduling algorithms/mathematical development Application - Manufacturing - Service industry - Supply Chain. Papers categorized as conceptual development showcase how various TOC concepts and methods are embraced, critiqued, altered, or enhanced by various scholars within operations management. The application category includes both reports on actual cases as well exploratory papers examining or suggesting application of TOC to a particular context within manufacturing and service industries. The presentation offers useful insights from the analysis of this database, to provide platforms for future research. |
Kenynote: Expanding the World of Theory of Constraints
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Co-Presenter, Maryam Mirzaei, PHD Student at University of Alberta, Information Technology and Services
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2007 |
Conference Proceedings |
|
The 3 main problems of TOC, and why paradigms solve them |
2016 |
Leesburg, VA |
The presentation provides a valuable summary, for academics and practitioners, of the developing TOC body of knowledge that has been reported in the scholarly literature. The presentation highlights streams of conceptual development in critical chain project management (CCPM), thinking processes (TP), throughput accounting, operations management, and supply chain. Findings from the analysis of articles within the operations management stream are described in more depth. Over 1000 papers were categorized as operations management and supply chain. Papers were then individually analyzed using a qualitative research approach. The papers were then divided into two major categories and subcategories as follows. Methodological improvement: - Conceptual development - Scheduling algorithms/mathematical development Application - Manufacturing - Service industry - Supply Chain. Papers categorized as conceptual development showcase how various TOC concepts and methods are embraced, critiqued, altered, or enhanced by various scholars within operations management. The application category includes both reports on actual cases as well exploratory papers examining or suggesting application of TOC to a particular context within manufacturing and service industries. The presentation offers useful insights from the analysis of this database, to provide platforms for future research. |
Kenynote: Expanding the World of Theory of Constraints
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Co-Presenter, Maryam Mirzaei, PHD Student at University of Alberta, Information Technology and Services
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2008 |
Conference Proceedings |
Schragenheim, Eli |
The 3 main problems of TOC, and why paradigms solve them |
2016 |
Leesburg, VA |
This proposal is for a visionary kind of presentation dealing with the current reality tree (CRT) of the current state of TOC, where the overall cumulative value generated by TOC is less than our expectations. Then a proposal for a direction of solution is to be presented as a future reality tree (FRT). The next step is to present an strategy and tactics (S&T) tree of the proposal to show the phases and entities that are required to achieve the top strategy. The audience would be welcome to argue about the diagnostic details and/or the proposed solution. |
Eli Schragenheim CEO of Elyakim Management Systems Ltd
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2009 |
Conference Proceedings |
|
The 3 main problems of TOC, and why paradigms solve them |
2016 |
Leesburg, VA |
This proposal is for a visionary kind of presentation dealing with the current reality tree (CRT) of the current state of TOC, where the overall cumulative value generated by TOC is less than our expectations. Then a proposal for a direction of solution is to be presented as a future reality tree (FRT). The next step is to present an strategy and tactics (S&T) tree of the proposal to show the phases and entities that are required to achieve the top strategy. The audience would be welcome to argue about the diagnostic details and/or the proposed solution. |
Eli Schragenheim CEO of Elyakim Management Systems Ltd
Eli is an Associate Managing Director at Elyakim Management Systems Ltd. (Israel) and an international expert in the Theory of Constraints (TOC) and its links to other management philosophies. He has worked closely with Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for many years. He's a co-author of the best-selling business novel ""The Goal III: Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M. Goldratt. The software was called OPT, a very sophisticated software for scheduling the shop floor. The software had challenged some very common paradigms and Dr. Goldratt realized that software is not the right tool to challenge ideas that were taught in the universities and were well ingrained in the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked for another tool to help people realize the flawed paradigms. The OPT game came out at 1985, to be followed by several ""simulators” that were developed by Eli Schragenheim to facilitate the introduction of new ideas. Then, Eli Schragenheim was kindly requested to deliver the first workshop based on the simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and consulted in more than fifteen countries, including the US, Canada, India, China and Japan. Eli lead many TOC development and education efforts. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2010 |
Conference Proceedings |
Izumi, Takaaki |
Small-TOC and big-TOC: The issues and the inherit conflict |
2016 |
Leesburg, VA |
Our case study shows how the investment in educating employees makes the company strong and brings sustainable effects. When we don't have enough productivity, it is general to outsource productivity. However, the cost of outsourcing is definitely not small and it takes time to increase productivity at the outsourcing contractor. Therefore, we decided to invest in educating employees. Three samurais (young leaders) took a TOC Executive Management course, and they significantly improved the performance at the constraint in the process by using what they had learned in first three days of the course. Furthermore, they utilized a new costly outsourcing contractor to improve productivity by 18% in just a week because they had learned the company can make profit when they have more delta throughput (T) even if they have increased investment (I). As a result, the annual throughput has increased by ¥1,000,000,000. |
Takaaki Izumi CEO, SEIBAN Co., Ltd.
Just three months after entering SEIBAN Co., Ltd., his father, the previous CEO, had passed away, so he needed to succeed to the position.
As a new CEO, when he was looking for the future direction of SEIBAN, he encountered ""The Goal” by Eliyahu Goldratt. He intuitively thought ""This is it!”. Thereafter He has accomplished reducing inventories and improving sales and performance drastically by becoming Alex and thinking the company's policy in the holistic way.
Masatomo Sasagawa Project Director, Goldratt Consulting Japan. Ex-Executive Officer, Hikari Plant Head & Sales/Production innovation Head. Nippon Steel & Sumikin Stainless Steel Corporation (NSSC).
Masatomo joined Nippon Steel Corporation in 1982. He had been mainly involved in steelmaking process and operational improvement in major manufacturing plants. As soon as he stumbled across ""The Goal”, he applied TOC in the operational improvement as a Plant Manager just like Alex and himself achieved 25% improvement of productivity without major investment by implementing Five Focusing Steps faithfully. All the increase production contributed to throughput increase which brought in a huge profit to just established new company NSSC in 2003. This result and the fact at Chinese company ""W” (Also implemented TOC) brought by a corporate officer in charge of sales made TOC and my contribution widely known in NSSC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2011 |
Conference Proceedings |
Sasagawa, Masatomo |
Small-TOC and big-TOC: The issues and the inherit conflict |
2016 |
Leesburg, VA |
Our case study shows how the investment in educating employees makes the company strong and brings sustainable effects. When we don't have enough productivity, it is general to outsource productivity. However, the cost of outsourcing is definitely not small and it takes time to increase productivity at the outsourcing contractor. Therefore, we decided to invest in educating employees. Three samurais (young leaders) took a TOC Executive Management course, and they significantly improved the performance at the constraint in the process by using what they had learned in first three days of the course. Furthermore, they utilized a new costly outsourcing contractor to improve productivity by 18% in just a week because they had learned the company can make profit when they have more delta throughput (T) even if they have increased investment (I). As a result, the annual throughput has increased by ¥1,000,000,000. |
Takaaki Izumi CEO, SEIBAN Co., Ltd.
Just three months after entering SEIBAN Co., Ltd., his father, the previous CEO, had passed away, so he needed to succeed to the position.
As a new CEO, when he was looking for the future direction of SEIBAN, he encountered ""The Goal” by Eliyahu Goldratt. He intuitively thought ""This is it!”. Thereafter He has accomplished reducing inventories and improving sales and performance drastically by becoming Alex and thinking the company's policy in the holistic way.
Masatomo Sasagawa Project Director, Goldratt Consulting Japan. Ex-Executive Officer, Hikari Plant Head & Sales/Production innovation Head. Nippon Steel & Sumikin Stainless Steel Corporation (NSSC).
Masatomo joined Nippon Steel Corporation in 1982. He had been mainly involved in steelmaking process and operational improvement in major manufacturing plants. As soon as he stumbled across ""The Goal”, he applied TOC in the operational improvement as a Plant Manager just like Alex and himself achieved 25% improvement of productivity without major investment by implementing Five Focusing Steps faithfully. All the increase production contributed to throughput increase which brought in a huge profit to just established new company NSSC in 2003. This result and the fact at Chinese company ""W” (Also implemented TOC) brought by a corporate officer in charge of sales made TOC and my contribution widely known in NSSC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2012 |
Conference Proceedings |
Kishira, Yuji |
Small-TOC and big-TOC: The issues and the inherit conflict |
2016 |
Leesburg, VA |
Our case study shows how the investment in educating employees makes the company strong and brings sustainable effects. When we don't have enough productivity, it is general to outsource productivity. However, the cost of outsourcing is definitely not small and it takes time to increase productivity at the outsourcing contractor. Therefore, we decided to invest in educating employees. Three samurais (young leaders) took a TOC Executive Management course, and they significantly improved the performance at the constraint in the process by using what they had learned in first three days of the course. Furthermore, they utilized a new costly outsourcing contractor to improve productivity by 18% in just a week because they had learned the company can make profit when they have more delta throughput (T) even if they have increased investment (I). As a result, the annual throughput has increased by ¥1,000,000,000. |
Takaaki Izumi CEO, SEIBAN Co., Ltd.
Just three months after entering SEIBAN Co., Ltd., his father, the previous CEO, had passed away, so he needed to succeed to the position.
As a new CEO, when he was looking for the future direction of SEIBAN, he encountered ""The Goal” by Eliyahu Goldratt. He intuitively thought ""This is it!”. Thereafter He has accomplished reducing inventories and improving sales and performance drastically by becoming Alex and thinking the company's policy in the holistic way.
Masatomo Sasagawa Project Director, Goldratt Consulting Japan. Ex-Executive Officer, Hikari Plant Head & Sales/Production innovation Head. Nippon Steel & Sumikin Stainless Steel Corporation (NSSC).
Masatomo joined Nippon Steel Corporation in 1982. He had been mainly involved in steelmaking process and operational improvement in major manufacturing plants. As soon as he stumbled across ""The Goal”, he applied TOC in the operational improvement as a Plant Manager just like Alex and himself achieved 25% improvement of productivity without major investment by implementing Five Focusing Steps faithfully. All the increase production contributed to throughput increase which brought in a huge profit to just established new company NSSC in 2003. This result and the fact at Chinese company ""W” (Also implemented TOC) brought by a corporate officer in charge of sales made TOC and my contribution widely known in NSSC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2013 |
Conference Proceedings |
|
The three foundational theorems of TOC |
2016 |
Leesburg, VA |
Our case study shows how the investment in educating employees makes the company strong and brings sustainable effects. When we don't have enough productivity, it is general to outsource productivity. However, the cost of outsourcing is definitely not small and it takes time to increase productivity at the outsourcing contractor. Therefore, we decided to invest in educating employees. Three samurais (young leaders) took a TOC Executive Management course, and they significantly improved the performance at the constraint in the process by using what they had learned in first three days of the course. Furthermore, they utilized a new costly outsourcing contractor to improve productivity by 18% in just a week because they had learned the company can make profit when they have more delta throughput (T) even if they have increased investment (I). As a result, the annual throughput has increased by ¥1,000,000,000. |
Takaaki Izumi CEO, SEIBAN Co., Ltd.
Just three months after entering SEIBAN Co., Ltd., his father, the previous CEO, had passed away, so he needed to succeed to the position.
As a new CEO, when he was looking for the future direction of SEIBAN, he encountered ""The Goal” by Eliyahu Goldratt. He intuitively thought ""This is it!”. Thereafter He has accomplished reducing inventories and improving sales and performance drastically by becoming Alex and thinking the company's policy in the holistic way.
Masatomo Sasagawa Project Director, Goldratt Consulting Japan. Ex-Executive Officer, Hikari Plant Head & Sales/Production innovation Head. Nippon Steel & Sumikin Stainless Steel Corporation (NSSC).
Masatomo joined Nippon Steel Corporation in 1982. He had been mainly involved in steelmaking process and operational improvement in major manufacturing plants. As soon as he stumbled across ""The Goal”, he applied TOC in the operational improvement as a Plant Manager just like Alex and himself achieved 25% improvement of productivity without major investment by implementing Five Focusing Steps faithfully. All the increase production contributed to throughput increase which brought in a huge profit to just established new company NSSC in 2003. This result and the fact at Chinese company ""W” (Also implemented TOC) brought by a corporate officer in charge of sales made TOC and my contribution widely known in NSSC. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2014 |
Conference Proceedings |
Ericson, Scott |
The three foundational theorems of TOC |
2016 |
Leesburg, VA |
The Utah Department of Agriculture and Food, within the Utah state government, used the theory of constraints to develop a method to improve the efficiency of noxious weed eradication. This method uses weed prioritization and weed populations treated as a basis for directing the funding of weed project treatments. |
Scott Ericson is the deputy commissioner at the Utah Department of Agriculture and Food. He is responsible for and coordinates all of the daily Department activities and works with each division on their program budgets and goals. The deputy commissioner also oversees and coordinates the department's operational SUCCESS program that is an outcome-based measure of our performance. Prior to his service at the department, Scott spent 8 years working for Utah Congressman Rob Bishop and managed Governor Gary Herbert's re-election campaign in 2012. Scott and his wife Karen stay busy chasing after their five energetic children. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2015 |
Conference Proceedings |
|
The three foundational theorems of TOC |
2016 |
Leesburg, VA |
The Utah Department of Agriculture and Food, within the Utah state government, used the theory of constraints to develop a method to improve the efficiency of noxious weed eradication. This method uses weed prioritization and weed populations treated as a basis for directing the funding of weed project treatments. |
Scott Ericson is the deputy commissioner at the Utah Department of Agriculture and Food. He is responsible for and coordinates all of the daily Department activities and works with each division on their program budgets and goals. The deputy commissioner also oversees and coordinates the department's operational SUCCESS program that is an outcome-based measure of our performance. Prior to his service at the department, Scott spent 8 years working for Utah Congressman Rob Bishop and managed Governor Gary Herbert's re-election campaign in 2012. Scott and his wife Karen stay busy chasing after their five energetic children. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2016 |
Conference Proceedings |
Ricketts, John |
How to learn the lessons from the failures in TOC way - ""mystery analysis"" 7 questions with a case study with Dr.Yamanaka, Nobel Prize winner |
2016 |
Leesburg, VA |
The TOC approach to strategy and tactics (S&T) assumes a level of predictability that is not present in many organizations today. Dynamic S&T use proof-of-concept projects as experiments that drive corrections. TOC has long relied on the thinking processes, and more recently on strategy & tactics trees, to create and drive strategy. Documenting cause and effect this way reveals hidden conflicts, unwarranted assumptions, and unintended consequences that should be resolved for a given strategy to be most effective. |
John Ricketts is an IBM Distinguished Engineer. He presently serves as Venture Capitalist in IBM Corporate Strategy where he provides seed funding and oversight for proof-of-concept projects. His prior experience includes Consulting Partner in IBM Global Business Services, Chief Technology Officer in IBM Global Technology Services, Business Process Owner in IBM Chief Information Office, and Chief Technology Officer in IBM Software Group. Dr. Ricketts is the author of Reaching the Goal: How Managers Improve a Services Business Using Goldratt's Theory of Constraints and ""Theory of Constraints in Professional, Scientific, and Technical Services,” chapter 29 in the Theory of Constraints Handbook. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2017 |
Conference Proceedings |
|
How to learn the lessons from the failures in TOC way - ""mystery analysis"" 7 questions with a case study with Dr.Yamanaka, Nobel Prize winner |
2016 |
Leesburg, VA |
The TOC approach to strategy and tactics (S&T) assumes a level of predictability that is not present in many organizations today. Dynamic S&T use proof-of-concept projects as experiments that drive corrections. TOC has long relied on the thinking processes, and more recently on strategy & tactics trees, to create and drive strategy. Documenting cause and effect this way reveals hidden conflicts, unwarranted assumptions, and unintended consequences that should be resolved for a given strategy to be most effective. |
John Ricketts is an IBM Distinguished Engineer. He presently serves as Venture Capitalist in IBM Corporate Strategy where he provides seed funding and oversight for proof-of-concept projects. His prior experience includes Consulting Partner in IBM Global Business Services, Chief Technology Officer in IBM Global Technology Services, Business Process Owner in IBM Chief Information Office, and Chief Technology Officer in IBM Software Group. Dr. Ricketts is the author of Reaching the Goal: How Managers Improve a Services Business Using Goldratt's Theory of Constraints and ""Theory of Constraints in Professional, Scientific, and Technical Services,” chapter 29 in the Theory of Constraints Handbook. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2018 |
Online Multimedia |
Zultner, Richard |
Inventing new solutions using the 33-year old theory |
2016 |
|
This webinar is a follow up to the 2016 TOCICO Day 2 presentation on ""paradigms in TOC"", and summarizes the results of a ""standing on the shoulders of giants"" analysis. |
Richard Zultner, Jonah, is a lifetime member of the Theory of Constraints (TOC) community, and other communities of practice. Richard is a serious student of Critical Chain Project Management, and Theory of Constraints.
Now retired from academia, where he created and taught a graduate level Critical Chain course for over ten years, in both live, online, and hybrid classes - on campus and internationally. And he has a new mission.
He is an Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey. He teaches the Strategic Perspectives on Project Management course, which he helped develop. This course presents the Project Value Management approach, with methods taken from single- and multi-project critical chain, statistical project control, project quality function deployment, failure mode effect analysis, and the analytic hierarchy process.
Richard is also a Founder of the QFD Institute, a non-profit research organization dedicated to the advancement of Quality Function Deployment. His specialty is the rapid delivery of high-tech software-intensive systems using daily management methods such as statistical process control cross-functional management techniques such as quality function deployment, and project management paradigms such as critical chain. For his work in this area, he has received the International Akao QFD Prize - one of twenty-six people in the world so honored to date.
He is an avid and long-time student of Dr. W. Edwards Deming. His clients are high-tech software-intensive organizations ranging from huge corporations to tiny new ventures, in North America, Europe, and Asia.
Richard has a Master's in Management (M.M.) from the J. L. Kellogg Graduate School of Management at Northwestern University, and a Bachelor's in Philosophy (A.B.) from the College of William & Mary in Virginia. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2019 |
Online Multimedia |
|
Inventing new solutions using the 33-year old theory |
2016 |
|
This webinar is a follow up to the 2016 TOCICO Day 2 presentation on ""paradigms in TOC"", and summarizes the results of a ""standing on the shoulders of giants"" analysis. |
Richard Zultner, Jonah, is a lifetime member of the Theory of Constraints (TOC) community, and other communities of practice. Richard is a serious student of Critical Chain Project Management, and Theory of Constraints.
Now retired from academia, where he created and taught a graduate level Critical Chain course for over ten years, in both live, online, and hybrid classes - on campus and internationally. And he has a new mission.
He is an Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey. He teaches the Strategic Perspectives on Project Management course, which he helped develop. This course presents the Project Value Management approach, with methods taken from single- and multi-project critical chain, statistical project control, project quality function deployment, failure mode effect analysis, and the analytic hierarchy process.
Richard is also a Founder of the QFD Institute, a non-profit research organization dedicated to the advancement of Quality Function Deployment. His specialty is the rapid delivery of high-tech software-intensive systems using daily management methods such as statistical process control cross-functional management techniques such as quality function deployment, and project management paradigms such as critical chain. For his work in this area, he has received the International Akao QFD Prize - one of twenty-six people in the world so honored to date.
He is an avid and long-time student of Dr. W. Edwards Deming. His clients are high-tech software-intensive organizations ranging from huge corporations to tiny new ventures, in North America, Europe, and Asia.
Richard has a Master's in Management (M.M.) from the J. L. Kellogg Graduate School of Management at Northwestern University, and a Bachelor's in Philosophy (A.B.) from the College of William & Mary in Virginia. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2020 |
Online Multimedia |
|
Inventing new solutions using the 33-year old theory |
2016 |
|
This webinar is a follow up to the 2016 TOCICO Day 2 presentation on ""paradigms in TOC"", and summarizes the results of a ""standing on the shoulders of giants"" analysis. |
Richard Zultner, Jonah, is a lifetime member of the Theory of Constraints (TOC) community, and other communities of practice. Richard is a serious student of Critical Chain Project Management, and Theory of Constraints.
Now retired from academia, where he created and taught a graduate level Critical Chain course for over ten years, in both live, online, and hybrid classes - on campus and internationally. And he has a new mission.
He is an Adjunct Professor at the Wesley J. Howe School of Technology Management, at Stevens Institute of Technology in Hoboken, New Jersey. He teaches the Strategic Perspectives on Project Management course, which he helped develop. This course presents the Project Value Management approach, with methods taken from single- and multi-project critical chain, statistical project control, project quality function deployment, failure mode effect analysis, and the analytic hierarchy process.
Richard is also a Founder of the QFD Institute, a non-profit research organization dedicated to the advancement of Quality Function Deployment. His specialty is the rapid delivery of high-tech software-intensive systems using daily management methods such as statistical process control cross-functional management techniques such as quality function deployment, and project management paradigms such as critical chain. For his work in this area, he has received the International Akao QFD Prize - one of twenty-six people in the world so honored to date.
He is an avid and long-time student of Dr. W. Edwards Deming. His clients are high-tech software-intensive organizations ranging from huge corporations to tiny new ventures, in North America, Europe, and Asia.
Richard has a Master's in Management (M.M.) from the J. L. Kellogg Graduate School of Management at Northwestern University, and a Bachelor's in Philosophy (A.B.) from the College of William & Mary in Virginia. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2021 |
Online Multimedia |
Schragenheim, Eli |
CCPM: Myth vs. reality |
2016 |
|
The question “What is TOC?” is often asked, but the answers are relatively elusive. Generally speaking, we can see two groups of TOC people with different perspectives on what should be the focus of the TOC BOK, especially when it is presented to potential clients. The webinar defines Small-TOC based on what Goldratt called: “The engines of TOC” and discusses the advantages and limitations of focusing on that part. Then there are a few tools and insights that significantly expand the scope of TOC and the value it delivers. This wide scope presents already a difficulty of defining the outcomes, and there is a certain risk of using the tools to solve generic problems. Eli Schragenheim presents his views on the benefits, but also the risks and limitations, of the wide view of TOC, which he calls Big-TOC. |
Eli Schragenheim holds an MBA degree from Tel-Aviv University, and B.SC in Mathematics from the Hebrew University in Jerusalem. He also studied film-making and was an active TV director in Israel before he moved to programming. Mr. Schragenheim is a citizen of Israel, was a partner of The Avraham Goldratt Institute, was a director at The Goldratt Schools and he is the president and CEO of Elyakim Management Systems. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2022 |
Online Multimedia |
|
CCPM: Myth vs. reality |
2016 |
|
The question “What is TOC?” is often asked, but the answers are relatively elusive. Generally speaking, we can see two groups of TOC people with different perspectives on what should be the focus of the TOC BOK, especially when it is presented to potential clients. The webinar defines Small-TOC based on what Goldratt called: “The engines of TOC” and discusses the advantages and limitations of focusing on that part. Then there are a few tools and insights that significantly expand the scope of TOC and the value it delivers. This wide scope presents already a difficulty of defining the outcomes, and there is a certain risk of using the tools to solve generic problems. Eli Schragenheim presents his views on the benefits, but also the risks and limitations, of the wide view of TOC, which he calls Big-TOC. |
Eli Schragenheim holds an MBA degree from Tel-Aviv University, and B.SC in Mathematics from the Hebrew University in Jerusalem. He also studied film-making and was an active TV director in Israel before he moved to programming. Mr. Schragenheim is a citizen of Israel, was a partner of The Avraham Goldratt Institute, was a director at The Goldratt Schools and he is the president and CEO of Elyakim Management Systems. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2023 |
Online Multimedia |
|
Easing the sale & sustainable adoption of CCPM |
2016 |
|
The question “What is TOC?” is often asked, but the answers are relatively elusive. Generally speaking, we can see two groups of TOC people with different perspectives on what should be the focus of the TOC BOK, especially when it is presented to potential clients. The webinar defines Small-TOC based on what Goldratt called: “The engines of TOC” and discusses the advantages and limitations of focusing on that part. Then there are a few tools and insights that significantly expand the scope of TOC and the value it delivers. This wide scope presents already a difficulty of defining the outcomes, and there is a certain risk of using the tools to solve generic problems. Eli Schragenheim presents his views on the benefits, but also the risks and limitations, of the wide view of TOC, which he calls Big-TOC. |
Eli Schragenheim holds an MBA degree from Tel-Aviv University, and B.SC in Mathematics from the Hebrew University in Jerusalem. He also studied film-making and was an active TV director in Israel before he moved to programming. Mr. Schragenheim is a citizen of Israel, was a partner of The Avraham Goldratt Institute, was a director at The Goldratt Schools and he is the president and CEO of Elyakim Management Systems. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2024 |
Online Multimedia |
Gupta, Sanjeev |
Easing the sale & sustainable adoption of CCPM |
2016 |
|
Sanjeev will dive deeper into the three theorems of TOC that he has culled from The Goal and presented at the 2016 TOCICO conference. These theorems are central to creating useful and usable solutions for managing production, projects, inventory, hospitals, back office, customer service...in fact, any operation. Sanjeev will also demonstrate why any solution that violates the three theorems is impractical and sub-optimal. Knowing these theorems will both simplify and deepen your understanding of TOC. It will also help you quickly identify what is a good TOC solution and what's not. For example, you will realize why kanban and agile are very much TOC solutions even though they were invented outside of TOC. More importantly, understanding these three theorems: 1. Makes it very easy for non-TOC'ers to accept TOC solutions, 2. Helps TOC'ers avoid common implementation traps, and 3. Helps you craft good sustainment mechanisms. The three theorems are: FIRST THEOREM (OPTIMIZATION) Local optimization does not lead to global optimum. SECOND THEOREM (PLANNING) Balancing capacity, time, inventories etc. with demand is impossible. THIRD THEOREM (COORDINATION) Detailed schedules and priority lists cannot be followed. |
Sanjeev Gupta has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2025 |
Online Multimedia |
|
Easing the sale & sustainable adoption of CCPM |
2016 |
|
Sanjeev will dive deeper into the three theorems of TOC that he has culled from The Goal and presented at the 2016 TOCICO conference. These theorems are central to creating useful and usable solutions for managing production, projects, inventory, hospitals, back office, customer service...in fact, any operation. Sanjeev will also demonstrate why any solution that violates the three theorems is impractical and sub-optimal. Knowing these theorems will both simplify and deepen your understanding of TOC. It will also help you quickly identify what is a good TOC solution and what's not. For example, you will realize why kanban and agile are very much TOC solutions even though they were invented outside of TOC. More importantly, understanding these three theorems: 1. Makes it very easy for non-TOC'ers to accept TOC solutions, 2. Helps TOC'ers avoid common implementation traps, and 3. Helps you craft good sustainment mechanisms. The three theorems are: FIRST THEOREM (OPTIMIZATION) Local optimization does not lead to global optimum. SECOND THEOREM (PLANNING) Balancing capacity, time, inventories etc. with demand is impossible. THIRD THEOREM (COORDINATION) Detailed schedules and priority lists cannot be followed. |
Sanjeev Gupta has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2026 |
Online Multimedia |
|
Easing the sale & sustainable adoption of CCPM |
2016 |
|
Sanjeev will dive deeper into the three theorems of TOC that he has culled from The Goal and presented at the 2016 TOCICO conference. These theorems are central to creating useful and usable solutions for managing production, projects, inventory, hospitals, back office, customer service...in fact, any operation. Sanjeev will also demonstrate why any solution that violates the three theorems is impractical and sub-optimal. Knowing these theorems will both simplify and deepen your understanding of TOC. It will also help you quickly identify what is a good TOC solution and what's not. For example, you will realize why kanban and agile are very much TOC solutions even though they were invented outside of TOC. More importantly, understanding these three theorems: 1. Makes it very easy for non-TOC'ers to accept TOC solutions, 2. Helps TOC'ers avoid common implementation traps, and 3. Helps you craft good sustainment mechanisms. The three theorems are: FIRST THEOREM (OPTIMIZATION) Local optimization does not lead to global optimum. SECOND THEOREM (PLANNING) Balancing capacity, time, inventories etc. with demand is impossible. THIRD THEOREM (COORDINATION) Detailed schedules and priority lists cannot be followed. |
Sanjeev Gupta has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University. |
https://www.tocico.org/page/2016OnlineMultimedia |
| 2027 |
Conference Proceedings |
Kishira, Yuji |
Construction & capex projects: CCPM is necessary but not sufficient to create significant and sustained improvements |
2016 |
Leesburg, VA |
Learning the lessons from failure is not easy. It is true not only to ordinary people but also to scientists. Research and development require numerous experiments to discover simplicity in nature. For every scientist, it is crucial to have an excellent analytical mind/skill to gain the insight from the experiments. As the scale of research and development gets larger and more complex especially cutting edge biomedical science where many researchers in different science fields such as biology, computer science, medical science, engineering, material science, etc. are involved, it gets very difficult to analyze experimental results in connection with the global picture where it requires some process to effectively study the experiments in a collaborative team effort as whole. It must be simple, easy and practical for researchers' daily use, and yet fit to collaborative team work. A process called "Mystery Analysis" was developed to cope with these challenges by just asking and answering 7 questions given in a graphical format as shown in the Figure 1. This process was developed to verbalize the learning process in scientific experiments. It is so simple, easy and practical and it only requires less than a 30-minute lecture then the student can move immediately to analyze the experimental results as a team effort. A case study will be shared in the Center for iPS Cell Research and Application Kyoto University with a testimony to its use by Dr. Yamanaka, Nobel Prize winner 2012. This is such a simple, easy and practical process that they are not only using it to study the experiments in research and development but also to learn the lessons from failures in their daily lives which can help people to think like scientists. |
|
https://www.tocico.org/page/2016ConferenceProceedings |
| 2028 |
Conference Proceedings |
|
Construction & capex projects: CCPM is necessary but not sufficient to create significant and sustained improvements |
2016 |
Leesburg, VA |
Learning the lessons from failure is not easy. It is true not only to ordinary people but also to scientists. Research and development require numerous experiments to discover simplicity in nature. For every scientist, it is crucial to have an excellent analytical mind/skill to gain the insight from the experiments. As the scale of research and development gets larger and more complex especially cutting edge biomedical science where many researchers in different science fields such as biology, computer science, medical science, engineering, material science, etc. are involved, it gets very difficult to analyze experimental results in connection with the global picture where it requires some process to effectively study the experiments in a collaborative team effort as whole. It must be simple, easy and practical for researchers' daily use, and yet fit to collaborative team work. A process called "Mystery Analysis" was developed to cope with these challenges by just asking and answering 7 questions given in a graphical format as shown in the Figure 1. This process was developed to verbalize the learning process in scientific experiments. It is so simple, easy and practical and it only requires less than a 30-minute lecture then the student can move immediately to analyze the experimental results as a team effort. A case study will be shared in the Center for iPS Cell Research and Application Kyoto University with a testimony to its use by Dr. Yamanaka, Nobel Prize winner 2012. This is such a simple, easy and practical process that they are not only using it to study the experiments in research and development but also to learn the lessons from failures in their daily lives which can help people to think like scientists. |
|
https://www.tocico.org/page/2016ConferenceProceedings |
| 2029 |
Conference Proceedings |
Gupta, Sanjeev |
Construction & capex projects: CCPM is necessary but not sufficient to create significant and sustained improvements |
2017 |
Berlin, Germany |
Drum buffer rope (DBR), critical chain project management (CCPM) and replenishment are the standard TOC solutions, all based on the same underlying principles of global optimization. Even though many management situations are not covered by these standard solutions, it's possible to bring the power of TOC to all of them. Using real life examples, Sanjeev will illustrate how to solve any operations management problem using TOC. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2030 |
Conference Proceedings |
Hamlin, Michael |
Key leverage points of movie production and how to manage them |
2017 |
Berlin, Germany |
Drum buffer rope (DBR), critical chain project management (CCPM) and replenishment are the standard TOC solutions, all based on the same underlying principles of global optimization. Even though many management situations are not covered by these standard solutions, it's possible to bring the power of TOC to all of them. Using real life examples, Sanjeev will illustrate how to solve any operations management problem using TOC. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2031 |
Conference Proceedings |
|
Key leverage points of movie production and how to manage them |
2017 |
Berlin, Germany |
Drum buffer rope (DBR), critical chain project management (CCPM) and replenishment are the standard TOC solutions, all based on the same underlying principles of global optimization. Even though many management situations are not covered by these standard solutions, it's possible to bring the power of TOC to all of them. Using real life examples, Sanjeev will illustrate how to solve any operations management problem using TOC. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2032 |
Conference Proceedings |
Gupta, Sanjeev |
Key leverage points of movie production and how to manage them |
2017 |
Berlin, Germany |
"Critical Chain" by Dr. Eli Goldratt was both a groundbreaking and limiting book. Focusing on buffers, task estimation, error reporting, student syndrome and even multitasking has led many organizations down the wrong path. And even when those organizations achieve results, they don't know why. Using examples from a range of industries, including engineering, construction, software development and maintenance, repair and overhaul, Sanjeev demonstrates where the true power of critical chain project management (CCPM) lies. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2033 |
Conference Proceedings |
|
Why does Toshiba Solutions Corporation choose to adopt TOC? |
2017 |
Berlin, Germany |
"Critical Chain" by Dr. Eli Goldratt was both a groundbreaking and limiting book. Focusing on buffers, task estimation, error reporting, student syndrome and even multitasking has led many organizations down the wrong path. And even when those organizations achieve results, they don't know why. Using examples from a range of industries, including engineering, construction, software development and maintenance, repair and overhaul, Sanjeev demonstrates where the true power of critical chain project management (CCPM) lies. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2034 |
Conference Proceedings |
Hannan, Michael |
Why does Toshiba Solutions Corporation choose to adopt TOC? |
2017 |
Berlin, Germany |
From the perspective of the adopting organization, there are many daunting obstacles to critical chain project management (CCPM) ""in the initial sale"" of the initiative, in its implementation, and in maintaining and reinforcing key concepts and discipline in a sustainable manner. In spite of 20+ years of efforts to overcome such obstacles, and even acknowledging the many dramatic successes, CCPM remains far outside of mainstream PM thinking and practice. And even when such obstacles to the initial implementation are overcome, the rates of ""evaporation"" and backsliding back to traditional PM thinking and practice cited by many CCPM practitioners remain quite high; even for those cases in which dramatic benefits had been realized. In an attempt to overcome these obstacles, we have designed, developed, and market-tested two independent, yet complementary approaches, by two separate firms (Fortezza Consulting and VISTEM), in two different focus markets (U.S. and Europe). This presentation will lay out the obstacles that both approaches are designed to address, but show somewhat different methods leading to two different yet complementary. intermediate objectives (I.O.) maps. We will then share our respective experiences to date on each approach, and finally, suggest a single unified I.O. map for easing the sale and sustainable adoption of CCPM. |
Following are some key obstacles to CCPM adoption, implementation, and sustainment, from the adopting organization's point of view:
They know their probability of success will be much higher with consultants, but they may mistrust consultants generally.
Even if they don't mistrust consultants generally, they may mistrust consultants they don't know yet.
Even if they know and trust the consultants, they may be wary of the cost of consultants, and fearful of consultants “running up the meter” before benefits are obtained (“been burned before”).
Even if Obstacles 1-3 are overcome, the magnitude of the benefits may be hard to believe.
Even if Obstacles 1-4 are overcome, it can be time-consuming and costly to craft a tailored approach to success (in line with Rob Newbold's September 2016 TOCICO conference presentation to “build a joint approach” rather than to “seek buy-in on the consultant's approach”).
Even if Obstacles 1-5 are overcome, the magnitude of overall change in mindset and practice required may present itself as too daunting of a “paradigm shift” in the way the organization thinks about project portfolio performance improvement (in line with Richard Zultner's assertions as presented in his November 2016 TOCICO webinar).
Even if Obstacles 1-6 are overcome, the prescribed “freeze” of a significant percentage of projects may be viewed as excessively risky in political and career-development terms, while the inability to execute such a freeze would significantly dilute and delay CCPM's benefits.
Even if Obstacles 1-7 are overcome, the key “building block” of single-task discipline may be completely foreign to the day-to-day reality. While the freeze may well reduce some of the sources of task switching, the “culture of responsiveness” that drives such switching is still prevalent in most organizations.
Even if Obstacles 1-8 are overcome, the discipline of building project networks, resource-loading and leveling them, identifying the buffered critical chain for each project, and building project staggering scenarios is typically foreign to most project-centric organizations. And even when PMs are fully versed in the concept and application of such techniques, there remain some stubborn impediments to their active and continued use.
This presentation will lay out the above in CRT format, and review two sets of injections for how each of these obstacles might be overcome or bypassed completely, and will review the experience to date with two distinct—yet complementary—approaches designed for a much easier initial embrace of CCPM tenets, with potential promise for long-term sustainability as well.
The first approach—crafted by Fortezza Consulting as “The Focus & Flow Method™”—focuses on achieving quick momentum on a few key “building blocks” of CCPM theory and practice, such as single-task focus, team experimentation on flow improvements, and elimination of task-level commitments. The F&F method is designed to do this in a way that allows the adopting organization to defer addressing portfolio-level issues and challenges if they so choose, while mitigating or eliminating their attendant risks. In addition, F&F is designed to remove some of the sales obsacles with a “30-30 Guarantee,” essentially guaranteeing a 30-percent speed improvement in 30 days or less.
The second approach—crafted by VISTEM—focuses on developing a “full embrace” of CCPM by middle management, and in a way that aligns with senior-executive strategic objectives. The following table below lays out the core elements of this approach.
The first step contains no risk and nearly no investment – just a survey and a presentation and a huge gain for the top management. They get information about the status and the potential together with a benchmark. Step by step the embrace of CCPM grows as the trust in to the consultants and the method grows. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2035 |
Conference Proceedings |
Muller, Wolfram |
Why does Toshiba Solutions Corporation choose to adopt TOC? |
2017 |
Berlin, Germany |
From the perspective of the adopting organization, there are many daunting obstacles to critical chain project management (CCPM) ""in the initial sale"" of the initiative, in its implementation, and in maintaining and reinforcing key concepts and discipline in a sustainable manner. In spite of 20+ years of efforts to overcome such obstacles, and even acknowledging the many dramatic successes, CCPM remains far outside of mainstream PM thinking and practice. And even when such obstacles to the initial implementation are overcome, the rates of ""evaporation"" and backsliding back to traditional PM thinking and practice cited by many CCPM practitioners remain quite high; even for those cases in which dramatic benefits had been realized. In an attempt to overcome these obstacles, we have designed, developed, and market-tested two independent, yet complementary approaches, by two separate firms (Fortezza Consulting and VISTEM), in two different focus markets (U.S. and Europe). This presentation will lay out the obstacles that both approaches are designed to address, but show somewhat different methods leading to two different yet complementary. intermediate objectives (I.O.) maps. We will then share our respective experiences to date on each approach, and finally, suggest a single unified I.O. map for easing the sale and sustainable adoption of CCPM. |
Following are some key obstacles to CCPM adoption, implementation, and sustainment, from the adopting organization's point of view:
They know their probability of success will be much higher with consultants, but they may mistrust consultants generally.
Even if they don't mistrust consultants generally, they may mistrust consultants they don't know yet.
Even if they know and trust the consultants, they may be wary of the cost of consultants, and fearful of consultants “running up the meter” before benefits are obtained (“been burned before”).
Even if Obstacles 1-3 are overcome, the magnitude of the benefits may be hard to believe.
Even if Obstacles 1-4 are overcome, it can be time-consuming and costly to craft a tailored approach to success (in line with Rob Newbold's September 2016 TOCICO conference presentation to “build a joint approach” rather than to “seek buy-in on the consultant's approach”).
Even if Obstacles 1-5 are overcome, the magnitude of overall change in mindset and practice required may present itself as too daunting of a “paradigm shift” in the way the organization thinks about project portfolio performance improvement (in line with Richard Zultner's assertions as presented in his November 2016 TOCICO webinar).
Even if Obstacles 1-6 are overcome, the prescribed “freeze” of a significant percentage of projects may be viewed as excessively risky in political and career-development terms, while the inability to execute such a freeze would significantly dilute and delay CCPM's benefits.
Even if Obstacles 1-7 are overcome, the key “building block” of single-task discipline may be completely foreign to the day-to-day reality. While the freeze may well reduce some of the sources of task switching, the “culture of responsiveness” that drives such switching is still prevalent in most organizations.
Even if Obstacles 1-8 are overcome, the discipline of building project networks, resource-loading and leveling them, identifying the buffered critical chain for each project, and building project staggering scenarios is typically foreign to most project-centric organizations. And even when PMs are fully versed in the concept and application of such techniques, there remain some stubborn impediments to their active and continued use.
This presentation will lay out the above in CRT format, and review two sets of injections for how each of these obstacles might be overcome or bypassed completely, and will review the experience to date with two distinct—yet complementary—approaches designed for a much easier initial embrace of CCPM tenets, with potential promise for long-term sustainability as well.
The first approach—crafted by Fortezza Consulting as “The Focus & Flow Method™”—focuses on achieving quick momentum on a few key “building blocks” of CCPM theory and practice, such as single-task focus, team experimentation on flow improvements, and elimination of task-level commitments. The F&F method is designed to do this in a way that allows the adopting organization to defer addressing portfolio-level issues and challenges if they so choose, while mitigating or eliminating their attendant risks. In addition, F&F is designed to remove some of the sales obsacles with a “30-30 Guarantee,” essentially guaranteeing a 30-percent speed improvement in 30 days or less.
The second approach—crafted by VISTEM—focuses on developing a “full embrace” of CCPM by middle management, and in a way that aligns with senior-executive strategic objectives. The following table below lays out the core elements of this approach.
The first step contains no risk and nearly no investment – just a survey and a presentation and a huge gain for the top management. They get information about the status and the potential together with a benchmark. Step by step the embrace of CCPM grows as the trust in to the consultants and the method grows. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2036 |
Conference Proceedings |
Robinson, Hilbert |
Why does Toshiba Solutions Corporation choose to adopt TOC? |
2017 |
Berlin, Germany |
From the perspective of the adopting organization, there are many daunting obstacles to critical chain project management (CCPM) ""in the initial sale"" of the initiative, in its implementation, and in maintaining and reinforcing key concepts and discipline in a sustainable manner. In spite of 20+ years of efforts to overcome such obstacles, and even acknowledging the many dramatic successes, CCPM remains far outside of mainstream PM thinking and practice. And even when such obstacles to the initial implementation are overcome, the rates of ""evaporation"" and backsliding back to traditional PM thinking and practice cited by many CCPM practitioners remain quite high; even for those cases in which dramatic benefits had been realized. In an attempt to overcome these obstacles, we have designed, developed, and market-tested two independent, yet complementary approaches, by two separate firms (Fortezza Consulting and VISTEM), in two different focus markets (U.S. and Europe). This presentation will lay out the obstacles that both approaches are designed to address, but show somewhat different methods leading to two different yet complementary. intermediate objectives (I.O.) maps. We will then share our respective experiences to date on each approach, and finally, suggest a single unified I.O. map for easing the sale and sustainable adoption of CCPM. |
Following are some key obstacles to CCPM adoption, implementation, and sustainment, from the adopting organization's point of view:
They know their probability of success will be much higher with consultants, but they may mistrust consultants generally.
Even if they don't mistrust consultants generally, they may mistrust consultants they don't know yet.
Even if they know and trust the consultants, they may be wary of the cost of consultants, and fearful of consultants “running up the meter” before benefits are obtained (“been burned before”).
Even if Obstacles 1-3 are overcome, the magnitude of the benefits may be hard to believe.
Even if Obstacles 1-4 are overcome, it can be time-consuming and costly to craft a tailored approach to success (in line with Rob Newbold's September 2016 TOCICO conference presentation to “build a joint approach” rather than to “seek buy-in on the consultant's approach”).
Even if Obstacles 1-5 are overcome, the magnitude of overall change in mindset and practice required may present itself as too daunting of a “paradigm shift” in the way the organization thinks about project portfolio performance improvement (in line with Richard Zultner's assertions as presented in his November 2016 TOCICO webinar).
Even if Obstacles 1-6 are overcome, the prescribed “freeze” of a significant percentage of projects may be viewed as excessively risky in political and career-development terms, while the inability to execute such a freeze would significantly dilute and delay CCPM's benefits.
Even if Obstacles 1-7 are overcome, the key “building block” of single-task discipline may be completely foreign to the day-to-day reality. While the freeze may well reduce some of the sources of task switching, the “culture of responsiveness” that drives such switching is still prevalent in most organizations.
Even if Obstacles 1-8 are overcome, the discipline of building project networks, resource-loading and leveling them, identifying the buffered critical chain for each project, and building project staggering scenarios is typically foreign to most project-centric organizations. And even when PMs are fully versed in the concept and application of such techniques, there remain some stubborn impediments to their active and continued use.
This presentation will lay out the above in CRT format, and review two sets of injections for how each of these obstacles might be overcome or bypassed completely, and will review the experience to date with two distinct—yet complementary—approaches designed for a much easier initial embrace of CCPM tenets, with potential promise for long-term sustainability as well.
The first approach—crafted by Fortezza Consulting as “The Focus & Flow Method™”—focuses on achieving quick momentum on a few key “building blocks” of CCPM theory and practice, such as single-task focus, team experimentation on flow improvements, and elimination of task-level commitments. The F&F method is designed to do this in a way that allows the adopting organization to defer addressing portfolio-level issues and challenges if they so choose, while mitigating or eliminating their attendant risks. In addition, F&F is designed to remove some of the sales obsacles with a “30-30 Guarantee,” essentially guaranteeing a 30-percent speed improvement in 30 days or less.
The second approach—crafted by VISTEM—focuses on developing a “full embrace” of CCPM by middle management, and in a way that aligns with senior-executive strategic objectives. The following table below lays out the core elements of this approach.
The first step contains no risk and nearly no investment – just a survey and a presentation and a huge gain for the top management. They get information about the status and the potential together with a benchmark. Step by step the embrace of CCPM grows as the trust in to the consultants and the method grows. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2037 |
Conference Proceedings |
|
Why does Toshiba Solutions Corporation choose to adopt TOC? |
2017 |
Berlin, Germany |
From the perspective of the adopting organization, there are many daunting obstacles to critical chain project management (CCPM) ""in the initial sale"" of the initiative, in its implementation, and in maintaining and reinforcing key concepts and discipline in a sustainable manner. In spite of 20+ years of efforts to overcome such obstacles, and even acknowledging the many dramatic successes, CCPM remains far outside of mainstream PM thinking and practice. And even when such obstacles to the initial implementation are overcome, the rates of ""evaporation"" and backsliding back to traditional PM thinking and practice cited by many CCPM practitioners remain quite high; even for those cases in which dramatic benefits had been realized. In an attempt to overcome these obstacles, we have designed, developed, and market-tested two independent, yet complementary approaches, by two separate firms (Fortezza Consulting and VISTEM), in two different focus markets (U.S. and Europe). This presentation will lay out the obstacles that both approaches are designed to address, but show somewhat different methods leading to two different yet complementary. intermediate objectives (I.O.) maps. We will then share our respective experiences to date on each approach, and finally, suggest a single unified I.O. map for easing the sale and sustainable adoption of CCPM. |
Following are some key obstacles to CCPM adoption, implementation, and sustainment, from the adopting organization's point of view:
They know their probability of success will be much higher with consultants, but they may mistrust consultants generally.
Even if they don't mistrust consultants generally, they may mistrust consultants they don't know yet.
Even if they know and trust the consultants, they may be wary of the cost of consultants, and fearful of consultants “running up the meter” before benefits are obtained (“been burned before”).
Even if Obstacles 1-3 are overcome, the magnitude of the benefits may be hard to believe.
Even if Obstacles 1-4 are overcome, it can be time-consuming and costly to craft a tailored approach to success (in line with Rob Newbold's September 2016 TOCICO conference presentation to “build a joint approach” rather than to “seek buy-in on the consultant's approach”).
Even if Obstacles 1-5 are overcome, the magnitude of overall change in mindset and practice required may present itself as too daunting of a “paradigm shift” in the way the organization thinks about project portfolio performance improvement (in line with Richard Zultner's assertions as presented in his November 2016 TOCICO webinar).
Even if Obstacles 1-6 are overcome, the prescribed “freeze” of a significant percentage of projects may be viewed as excessively risky in political and career-development terms, while the inability to execute such a freeze would significantly dilute and delay CCPM's benefits.
Even if Obstacles 1-7 are overcome, the key “building block” of single-task discipline may be completely foreign to the day-to-day reality. While the freeze may well reduce some of the sources of task switching, the “culture of responsiveness” that drives such switching is still prevalent in most organizations.
Even if Obstacles 1-8 are overcome, the discipline of building project networks, resource-loading and leveling them, identifying the buffered critical chain for each project, and building project staggering scenarios is typically foreign to most project-centric organizations. And even when PMs are fully versed in the concept and application of such techniques, there remain some stubborn impediments to their active and continued use.
This presentation will lay out the above in CRT format, and review two sets of injections for how each of these obstacles might be overcome or bypassed completely, and will review the experience to date with two distinct—yet complementary—approaches designed for a much easier initial embrace of CCPM tenets, with potential promise for long-term sustainability as well.
The first approach—crafted by Fortezza Consulting as “The Focus & Flow Method™”—focuses on achieving quick momentum on a few key “building blocks” of CCPM theory and practice, such as single-task focus, team experimentation on flow improvements, and elimination of task-level commitments. The F&F method is designed to do this in a way that allows the adopting organization to defer addressing portfolio-level issues and challenges if they so choose, while mitigating or eliminating their attendant risks. In addition, F&F is designed to remove some of the sales obsacles with a “30-30 Guarantee,” essentially guaranteeing a 30-percent speed improvement in 30 days or less.
The second approach—crafted by VISTEM—focuses on developing a “full embrace” of CCPM by middle management, and in a way that aligns with senior-executive strategic objectives. The following table below lays out the core elements of this approach.
The first step contains no risk and nearly no investment – just a survey and a presentation and a huge gain for the top management. They get information about the status and the potential together with a benchmark. Step by step the embrace of CCPM grows as the trust in to the consultants and the method grows. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2038 |
Conference Proceedings |
Heptinstall, Ian |
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality |
2017 |
Berlin, Germany |
TOC practitioners are well aware of the power of critical chain project management (CCPM). On-time in less time, on-budget at lower cost, without compromising on scope, quality or risk. So why is its application in the field of construction and capital (capex™) projects very limited? Wasn't CCPM originally developed just for this kind of project? Wasn't one of the first successes before the book ""Critical Chain"" was published on road construction? And this industry certainly suffers from the UDEs that CCPM was developed to overcome. Both Ian and Robert's early careers were in this field, and they were initially baffled as to why the acceptance of CCPM had been so slow. In this presentation, they will share their analysis of the situation, and will suggest how to overcome the core problems they found. Their hypothesis is that with projects where most of the work is carried out by third parties such as capex projects. CCPM by itself is not sufficient to guarantee success. CCPM assumes a collaborative project team, where there are no obstacles to sharing buffers to cover time and cost uncertainty and variability. However, with the prevailing procurement and contracting strategies adopted in this industry, this assumption is not valid. The predominant use of fixed price contracting and adversarial contract terms are fundamentally incompatible with CCPM. But there is an alternative. The presentation will describe a commercial approach to forming a truly collaborative project team, known as a Project Alliance. Ian and Robert will show how this method works, show how it overcomes most of the obstacles to using CCPM, and how this combination of CCPM and a Project Alliance, can deliver significant benefits to capex projects. |
The presentation will use the Shoulders of Giants framework to present the overall idea:
1. Identify a ""giant” not a choopchick
There are 2 giants that we will be considering
• CCPM – which we all know about
• The global construction & CAPEX projects industry (capex).
2. Identify the enormity of the area not addressed by the giant
The global construction market is worth $9 trillion a year, with growth averaging 3% between 2010 and 2020, according to IHS Economics, and accounts for 6-7% of both GDP and employment in developed nations.
Whilst CCPM has had some success in capex projects, and its original development with Statoil focused on capital projects, the authors suggest that capex projects are significantly under- represented in the data base of successful CCPM applications. There is nothing inherent in CCPM that would explain why it is so under-represented in capex projects.
CCPM requires a truly collaborative team to be successful. The idea of aggregating risk and using shared buffers to manage uncertainty, is key to its success. In circumstances where there are no major structural obstacles to team-wide collaboration, then CCPM by itself is sufficient to bring significant improvements.
However, with projects where most of the work is carried out by third parties, such as capex projects, such collaboration cannot be assumed. There are some common, embedded practices that make collaboration very difficult, and which are not addressed by standard CCPM.
The giant that is the capex projects field is also struggling to find a way forward. There is a realisation that the traditional adversarial nature of this industry causes significant performance problems, but it has still not managed to make project-wide collaboration the common way.
4. Identify the conceptual difference between the reality that was improved so dramatically by the giant, and the area untouched.
Capex projects have a significant inherent obstacle to collaboration between those responsible for different parts of the project – the commercial contracts that bind the supply chain. .
On capex projects, very little of the work is done by the project client's own staff. Contractors and suppliers usually carry out at least 90% of the work. And the form of these contracts, in almost all circumstances, is incompatible with CCPM.
As mentioned above CCPM requires uninhibited collaboration between project team members. The prevailing practice of using fixed-price contracts significantly inhibits this collaboration.
Fixed price contracts require fixed deliverables, and change is seen as a ‘bad thing' by project managers. The free use of CCPM buffers, and the CCPM principle that ‘we know something will cause is a problem, the only difficulty is that we do not know which parts of the project will have problems, and which will not', are diametrically opposed to the assumptions behind how most capex projects procure, and the way contracts are administered. Most contracts require one party to be at fault for changes to time and cost.
Another conceptual difference is that CCPM assumes time and cost are relatively independent and that most of the project resource is a fixed cost (part of OE). But for much of a capex project this is not the case – it is a variable cost, so directly impacting the T and NP of the suppliers and contractors. This is the case where a contractor's price is driven by how much resource is used on the project, for example in design and installation work. CCPM will deliver projects using less resource and in shorter time, and so this will have a potential negative financial impact on the project supplier (under today's contracts).
With CCPM on projects where the amount of externally-sourced work is relatively low, this impact can be ignored, buffered, and maybe managed as described by Goldratt in Critical Chain. However, where 80%+ of the work is contracted, such buffering could make a CCPM project longer and more costly than a traditional one!
Many of the successful capex-type projects that have used CCPM with external resources have taken the approach of contracting based on time used, or on occasional, giving some local incentive for an earlier completion. This is one approach that can work, but it does come with the downside that it requires the client to take a more hands-on responsibility for synchronisation and coordination between the various work packages.
5. Identify the wrong assumption
CCPM assumes that the right leadership, management and interpersonal behaviours are enough to ensure collaboration across the team.
Where most of the work is contracted, we believe this to be invalid. These are necessary conditions, but not sufficient.
6. Conduct a full analysis to determine the core problem, solution, etc.
Our analysis, and the main part of the presentation, will include
The main conflicts that this situation causes on capex projects (clouds)
The project client
The project suppliers/contractors
Individuals working on the project
Possible injection
A recommendation for how projects are procured that the authors believe will address the core problems, and allow CCPM to deliver its potential in this field
We will describe a method called the Project Alliance, a collaborative contracting approach that aligns the financial goals of all the project team members – client and supply chain alike. The project alliance is an established method, and like CCPM, came to prominence in the 1990's, has had many notable successes, but is still seen as a minority method
Integrating CCPM across many different companies
Global planning (CCPM) and local work package planning (using any number of methods)
Cost and time buffers, and integrating with existing project management systems
Footnote:
The capex project industry is well aware of the problem of the adversarial nature of the contracting process, and there is a growing body encouraging more collaborative approaches to contracting. These approaches (including the Project Alliance mentioned above), have had some success, but their use is not universal, and is mainly limited to very large complex projects. The authors feel that introducing CCPM to these bodies will bring them a technique that will allow their more collaborative project teams to virtually guarantee shorter durations and lower costs, and allow more collaborative contracting methods to be used with all size of projects. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2039 |
Conference Proceedings |
Bolton, Robert |
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality |
2017 |
Berlin, Germany |
TOC practitioners are well aware of the power of critical chain project management (CCPM). On-time in less time, on-budget at lower cost, without compromising on scope, quality or risk. So why is its application in the field of construction and capital (capex™) projects very limited? Wasn't CCPM originally developed just for this kind of project? Wasn't one of the first successes before the book ""Critical Chain"" was published on road construction? And this industry certainly suffers from the UDEs that CCPM was developed to overcome. Both Ian and Robert's early careers were in this field, and they were initially baffled as to why the acceptance of CCPM had been so slow. In this presentation, they will share their analysis of the situation, and will suggest how to overcome the core problems they found. Their hypothesis is that with projects where most of the work is carried out by third parties such as capex projects. CCPM by itself is not sufficient to guarantee success. CCPM assumes a collaborative project team, where there are no obstacles to sharing buffers to cover time and cost uncertainty and variability. However, with the prevailing procurement and contracting strategies adopted in this industry, this assumption is not valid. The predominant use of fixed price contracting and adversarial contract terms are fundamentally incompatible with CCPM. But there is an alternative. The presentation will describe a commercial approach to forming a truly collaborative project team, known as a Project Alliance. Ian and Robert will show how this method works, show how it overcomes most of the obstacles to using CCPM, and how this combination of CCPM and a Project Alliance, can deliver significant benefits to capex projects. |
The presentation will use the Shoulders of Giants framework to present the overall idea:
1. Identify a ""giant” not a choopchick
There are 2 giants that we will be considering
• CCPM – which we all know about
• The global construction & CAPEX projects industry (capex).
2. Identify the enormity of the area not addressed by the giant
The global construction market is worth $9 trillion a year, with growth averaging 3% between 2010 and 2020, according to IHS Economics, and accounts for 6-7% of both GDP and employment in developed nations.
Whilst CCPM has had some success in capex projects, and its original development with Statoil focused on capital projects, the authors suggest that capex projects are significantly under- represented in the data base of successful CCPM applications. There is nothing inherent in CCPM that would explain why it is so under-represented in capex projects.
CCPM requires a truly collaborative team to be successful. The idea of aggregating risk and using shared buffers to manage uncertainty, is key to its success. In circumstances where there are no major structural obstacles to team-wide collaboration, then CCPM by itself is sufficient to bring significant improvements.
However, with projects where most of the work is carried out by third parties, such as capex projects, such collaboration cannot be assumed. There are some common, embedded practices that make collaboration very difficult, and which are not addressed by standard CCPM.
The giant that is the capex projects field is also struggling to find a way forward. There is a realisation that the traditional adversarial nature of this industry causes significant performance problems, but it has still not managed to make project-wide collaboration the common way.
4. Identify the conceptual difference between the reality that was improved so dramatically by the giant, and the area untouched.
Capex projects have a significant inherent obstacle to collaboration between those responsible for different parts of the project – the commercial contracts that bind the supply chain. .
On capex projects, very little of the work is done by the project client's own staff. Contractors and suppliers usually carry out at least 90% of the work. And the form of these contracts, in almost all circumstances, is incompatible with CCPM.
As mentioned above CCPM requires uninhibited collaboration between project team members. The prevailing practice of using fixed-price contracts significantly inhibits this collaboration.
Fixed price contracts require fixed deliverables, and change is seen as a ‘bad thing' by project managers. The free use of CCPM buffers, and the CCPM principle that ‘we know something will cause is a problem, the only difficulty is that we do not know which parts of the project will have problems, and which will not', are diametrically opposed to the assumptions behind how most capex projects procure, and the way contracts are administered. Most contracts require one party to be at fault for changes to time and cost.
Another conceptual difference is that CCPM assumes time and cost are relatively independent and that most of the project resource is a fixed cost (part of OE). But for much of a capex project this is not the case – it is a variable cost, so directly impacting the T and NP of the suppliers and contractors. This is the case where a contractor's price is driven by how much resource is used on the project, for example in design and installation work. CCPM will deliver projects using less resource and in shorter time, and so this will have a potential negative financial impact on the project supplier (under today's contracts).
With CCPM on projects where the amount of externally-sourced work is relatively low, this impact can be ignored, buffered, and maybe managed as described by Goldratt in Critical Chain. However, where 80%+ of the work is contracted, such buffering could make a CCPM project longer and more costly than a traditional one!
Many of the successful capex-type projects that have used CCPM with external resources have taken the approach of contracting based on time used, or on occasional, giving some local incentive for an earlier completion. This is one approach that can work, but it does come with the downside that it requires the client to take a more hands-on responsibility for synchronisation and coordination between the various work packages.
5. Identify the wrong assumption
CCPM assumes that the right leadership, management and interpersonal behaviours are enough to ensure collaboration across the team.
Where most of the work is contracted, we believe this to be invalid. These are necessary conditions, but not sufficient.
6. Conduct a full analysis to determine the core problem, solution, etc.
Our analysis, and the main part of the presentation, will include
The main conflicts that this situation causes on capex projects (clouds)
The project client
The project suppliers/contractors
Individuals working on the project
Possible injection
A recommendation for how projects are procured that the authors believe will address the core problems, and allow CCPM to deliver its potential in this field
We will describe a method called the Project Alliance, a collaborative contracting approach that aligns the financial goals of all the project team members – client and supply chain alike. The project alliance is an established method, and like CCPM, came to prominence in the 1990's, has had many notable successes, but is still seen as a minority method
Integrating CCPM across many different companies
Global planning (CCPM) and local work package planning (using any number of methods)
Cost and time buffers, and integrating with existing project management systems
Footnote:
The capex project industry is well aware of the problem of the adversarial nature of the contracting process, and there is a growing body encouraging more collaborative approaches to contracting. These approaches (including the Project Alliance mentioned above), have had some success, but their use is not universal, and is mainly limited to very large complex projects. The authors feel that introducing CCPM to these bodies will bring them a technique that will allow their more collaborative project teams to virtually guarantee shorter durations and lower costs, and allow more collaborative contracting methods to be used with all size of projects. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2040 |
Conference Proceedings |
|
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality |
2017 |
Berlin, Germany |
TOC practitioners are well aware of the power of critical chain project management (CCPM). On-time in less time, on-budget at lower cost, without compromising on scope, quality or risk. So why is its application in the field of construction and capital (capex™) projects very limited? Wasn't CCPM originally developed just for this kind of project? Wasn't one of the first successes before the book ""Critical Chain"" was published on road construction? And this industry certainly suffers from the UDEs that CCPM was developed to overcome. Both Ian and Robert's early careers were in this field, and they were initially baffled as to why the acceptance of CCPM had been so slow. In this presentation, they will share their analysis of the situation, and will suggest how to overcome the core problems they found. Their hypothesis is that with projects where most of the work is carried out by third parties such as capex projects. CCPM by itself is not sufficient to guarantee success. CCPM assumes a collaborative project team, where there are no obstacles to sharing buffers to cover time and cost uncertainty and variability. However, with the prevailing procurement and contracting strategies adopted in this industry, this assumption is not valid. The predominant use of fixed price contracting and adversarial contract terms are fundamentally incompatible with CCPM. But there is an alternative. The presentation will describe a commercial approach to forming a truly collaborative project team, known as a Project Alliance. Ian and Robert will show how this method works, show how it overcomes most of the obstacles to using CCPM, and how this combination of CCPM and a Project Alliance, can deliver significant benefits to capex projects. |
The presentation will use the Shoulders of Giants framework to present the overall idea:
1. Identify a ""giant” not a choopchick
There are 2 giants that we will be considering
• CCPM – which we all know about
• The global construction & CAPEX projects industry (capex).
2. Identify the enormity of the area not addressed by the giant
The global construction market is worth $9 trillion a year, with growth averaging 3% between 2010 and 2020, according to IHS Economics, and accounts for 6-7% of both GDP and employment in developed nations.
Whilst CCPM has had some success in capex projects, and its original development with Statoil focused on capital projects, the authors suggest that capex projects are significantly under- represented in the data base of successful CCPM applications. There is nothing inherent in CCPM that would explain why it is so under-represented in capex projects.
CCPM requires a truly collaborative team to be successful. The idea of aggregating risk and using shared buffers to manage uncertainty, is key to its success. In circumstances where there are no major structural obstacles to team-wide collaboration, then CCPM by itself is sufficient to bring significant improvements.
However, with projects where most of the work is carried out by third parties, such as capex projects, such collaboration cannot be assumed. There are some common, embedded practices that make collaboration very difficult, and which are not addressed by standard CCPM.
The giant that is the capex projects field is also struggling to find a way forward. There is a realisation that the traditional adversarial nature of this industry causes significant performance problems, but it has still not managed to make project-wide collaboration the common way.
4. Identify the conceptual difference between the reality that was improved so dramatically by the giant, and the area untouched.
Capex projects have a significant inherent obstacle to collaboration between those responsible for different parts of the project – the commercial contracts that bind the supply chain. .
On capex projects, very little of the work is done by the project client's own staff. Contractors and suppliers usually carry out at least 90% of the work. And the form of these contracts, in almost all circumstances, is incompatible with CCPM.
As mentioned above CCPM requires uninhibited collaboration between project team members. The prevailing practice of using fixed-price contracts significantly inhibits this collaboration.
Fixed price contracts require fixed deliverables, and change is seen as a ‘bad thing' by project managers. The free use of CCPM buffers, and the CCPM principle that ‘we know something will cause is a problem, the only difficulty is that we do not know which parts of the project will have problems, and which will not', are diametrically opposed to the assumptions behind how most capex projects procure, and the way contracts are administered. Most contracts require one party to be at fault for changes to time and cost.
Another conceptual difference is that CCPM assumes time and cost are relatively independent and that most of the project resource is a fixed cost (part of OE). But for much of a capex project this is not the case – it is a variable cost, so directly impacting the T and NP of the suppliers and contractors. This is the case where a contractor's price is driven by how much resource is used on the project, for example in design and installation work. CCPM will deliver projects using less resource and in shorter time, and so this will have a potential negative financial impact on the project supplier (under today's contracts).
With CCPM on projects where the amount of externally-sourced work is relatively low, this impact can be ignored, buffered, and maybe managed as described by Goldratt in Critical Chain. However, where 80%+ of the work is contracted, such buffering could make a CCPM project longer and more costly than a traditional one!
Many of the successful capex-type projects that have used CCPM with external resources have taken the approach of contracting based on time used, or on occasional, giving some local incentive for an earlier completion. This is one approach that can work, but it does come with the downside that it requires the client to take a more hands-on responsibility for synchronisation and coordination between the various work packages.
5. Identify the wrong assumption
CCPM assumes that the right leadership, management and interpersonal behaviours are enough to ensure collaboration across the team.
Where most of the work is contracted, we believe this to be invalid. These are necessary conditions, but not sufficient.
6. Conduct a full analysis to determine the core problem, solution, etc.
Our analysis, and the main part of the presentation, will include
The main conflicts that this situation causes on capex projects (clouds)
The project client
The project suppliers/contractors
Individuals working on the project
Possible injection
A recommendation for how projects are procured that the authors believe will address the core problems, and allow CCPM to deliver its potential in this field
We will describe a method called the Project Alliance, a collaborative contracting approach that aligns the financial goals of all the project team members – client and supply chain alike. The project alliance is an established method, and like CCPM, came to prominence in the 1990's, has had many notable successes, but is still seen as a minority method
Integrating CCPM across many different companies
Global planning (CCPM) and local work package planning (using any number of methods)
Cost and time buffers, and integrating with existing project management systems
Footnote:
The capex project industry is well aware of the problem of the adversarial nature of the contracting process, and there is a growing body encouraging more collaborative approaches to contracting. These approaches (including the Project Alliance mentioned above), have had some success, but their use is not universal, and is mainly limited to very large complex projects. The authors feel that introducing CCPM to these bodies will bring them a technique that will allow their more collaborative project teams to virtually guarantee shorter durations and lower costs, and allow more collaborative contracting methods to be used with all size of projects. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2041 |
Conference Proceedings |
Inozu, Bahadir |
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality |
2017 |
Berlin, Germany |
This presentation focuses on an application of TOC thinking along with complementary tools for movie production. Similar to a military campaign, movie productions have specific objectives: fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the high reliability organization practices to increase safety and agility on movie sets. |
Learning Objective
ROI: Producers want to monetize their movie projects and win awards. Yet, they routinely lose money since they are forced to deal with many uncertainties that are difficult to control. Directors yearn to materialize the project they envision. Yet, they are frequently sidetracked by changing scope. We discuss how buffer management can unite producers, directors and cast & crew around the shared goal of ROI maximization. We discuss how accelerate the flow of films through all movie production stages, from development to post-production using Agile CCPM by protecting ROI from the inevitable surprises which occur during production.
Focus: The history of movie business is filled with stillborn or never-born projects. In the fog of moviemaking, it is critical to create the visibility to see where the focus should be to reach the goal. A veteran movie production manager has said, moviemaking is a like military campaign: “There are specific objectives, fluid conditions, safety concerns, and logistics. But at least no one is trying to kill us.” Movie projects are constrained by changes in the weather, cast and crew health, and other late breaking developments. With very little room for error. We will discuss, how some movie production failures could have been avoided using TOC thinking with lessons learned. Insights will be shared from our applications to an independent feature film production in the U.S.
Harmony: Movie production is a team sport. The better the dynamics are among cast and crew, the fewer hiccups during production. Hiccups that cost money and delay return. We will discuss how to create a conflict free movie making environment where the financial side and creative side work together harmoniously using buy in process/layers and conflict clouds. This includes the Catch 22 cloud which focuses on the following conflict: it is hard to get cast without the money and it is hard to get the money without the cast.
Agility and Safety: Movie making is risky business. Filmmaking craves agility and resilience in the face of ever-changing production conditions. There is a need to avoid accidents and costly rework. There are countless little things that might go unnoticed. But the unnoticed can turn into a big problem later. Hence movie productions continue to be high risk operations, frequently resulting in death and injuries. We will discuss how TOC tools are complementary with the practices of high reliability organizations (HRO). We will discuss how to achieve effective and agile responsiveness for unexpected events and proactively engage problems to increase resilience. This will include insights from an application in the German film industry.
3 questions somebody would ask
How does this improve Movie Development and Production stages?
Which metrics are considered for success?
What are the expected entertainment industry specific challenges and how can they be addressed?
Abstract Summary
This presentation focuses on application of TOC thinking along with complementary tools for Movie Production. Similar to like a military campaign:, movie productions have specific objectives, fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the High Reliability Organization practices to increase safety and agility in the movie sets.
Why was there a need for change?
Entertainment industry going through a major transformation with the growth of streaming options. Major Hollywood Studies are going through very difficult times. Paramount lost $450M and Sony Pictures lost over $900M in 2016. Over 50% of the movies continue to lose money. Movie production continues to be a very high risk business. In addition, current safety practices on movie sets fail to prevent deaths and injuries.
What to Change?
Planning and execution of production and post-production: Schedule, Scope and Budget Management and application of High Reliability principles in integration with TOC tools and strategies.
What to Change to?
Apply Best of the Breed techniques to improve movie production ROI and Safety:
1) The addition of scope buffers and budget buffers to augment CCPM's traditional emphasis on schedule buffers, boosting documentary production success while allowing harmonious integration of scope-buffered project methods (such as Agile) into CCPM.
2) A key element of agility for High Reliability is predictability. You cannot be agile if you do not know what you have done on the set that has led to success in the past. Standardized performance of tasks allows for the agility your need when new or different element are presented, but elements of preoccupation with failure and reluctance to simplify mean a commitment to doing things right every time. We integrate 5 HRO principles below with TOC thinking:
Preoccupation with failure embodies the vigilance towards system vulnerability and early engagement of problems.
Reluctance to simplify recognizes the complexity of multiple interactions at the local level.
Sensitivity to operations describes the priority of local discrepancies, disturbances, and interruptions.
Deference to expertise recognizes the importance of local knowledge gained from interacting with the situation.
Commitment to resilience supports the open-ended working of a problem until it resolves.
How to Cause the Change?
We will discuss how we approached various production teams and how we applied the best of the breed strategy and tactics with them.
What is the impact of the new knowledge to the existing accepted strategy and tactic trees?
This will result in better flow of Movie Production Projects from the initial development stage to post-production with enhanced ROI and safer production conditions. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2042 |
Conference Proceedings |
Hannan, Michael |
Breaking down walls of common practice with simple games of common sense workshop |
2017 |
Berlin, Germany |
This presentation focuses on an application of TOC thinking along with complementary tools for movie production. Similar to a military campaign, movie productions have specific objectives: fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the high reliability organization practices to increase safety and agility on movie sets. |
Learning Objective
ROI: Producers want to monetize their movie projects and win awards. Yet, they routinely lose money since they are forced to deal with many uncertainties that are difficult to control. Directors yearn to materialize the project they envision. Yet, they are frequently sidetracked by changing scope. We discuss how buffer management can unite producers, directors and cast & crew around the shared goal of ROI maximization. We discuss how accelerate the flow of films through all movie production stages, from development to post-production using Agile CCPM by protecting ROI from the inevitable surprises which occur during production.
Focus: The history of movie business is filled with stillborn or never-born projects. In the fog of moviemaking, it is critical to create the visibility to see where the focus should be to reach the goal. A veteran movie production manager has said, moviemaking is a like military campaign: “There are specific objectives, fluid conditions, safety concerns, and logistics. But at least no one is trying to kill us.” Movie projects are constrained by changes in the weather, cast and crew health, and other late breaking developments. With very little room for error. We will discuss, how some movie production failures could have been avoided using TOC thinking with lessons learned. Insights will be shared from our applications to an independent feature film production in the U.S.
Harmony: Movie production is a team sport. The better the dynamics are among cast and crew, the fewer hiccups during production. Hiccups that cost money and delay return. We will discuss how to create a conflict free movie making environment where the financial side and creative side work together harmoniously using buy in process/layers and conflict clouds. This includes the Catch 22 cloud which focuses on the following conflict: it is hard to get cast without the money and it is hard to get the money without the cast.
Agility and Safety: Movie making is risky business. Filmmaking craves agility and resilience in the face of ever-changing production conditions. There is a need to avoid accidents and costly rework. There are countless little things that might go unnoticed. But the unnoticed can turn into a big problem later. Hence movie productions continue to be high risk operations, frequently resulting in death and injuries. We will discuss how TOC tools are complementary with the practices of high reliability organizations (HRO). We will discuss how to achieve effective and agile responsiveness for unexpected events and proactively engage problems to increase resilience. This will include insights from an application in the German film industry.
3 questions somebody would ask
How does this improve Movie Development and Production stages?
Which metrics are considered for success?
What are the expected entertainment industry specific challenges and how can they be addressed?
Abstract Summary
This presentation focuses on application of TOC thinking along with complementary tools for Movie Production. Similar to like a military campaign:, movie productions have specific objectives, fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the High Reliability Organization practices to increase safety and agility in the movie sets.
Why was there a need for change?
Entertainment industry going through a major transformation with the growth of streaming options. Major Hollywood Studies are going through very difficult times. Paramount lost $450M and Sony Pictures lost over $900M in 2016. Over 50% of the movies continue to lose money. Movie production continues to be a very high risk business. In addition, current safety practices on movie sets fail to prevent deaths and injuries.
What to Change?
Planning and execution of production and post-production: Schedule, Scope and Budget Management and application of High Reliability principles in integration with TOC tools and strategies.
What to Change to?
Apply Best of the Breed techniques to improve movie production ROI and Safety:
1) The addition of scope buffers and budget buffers to augment CCPM's traditional emphasis on schedule buffers, boosting documentary production success while allowing harmonious integration of scope-buffered project methods (such as Agile) into CCPM.
2) A key element of agility for High Reliability is predictability. You cannot be agile if you do not know what you have done on the set that has led to success in the past. Standardized performance of tasks allows for the agility your need when new or different element are presented, but elements of preoccupation with failure and reluctance to simplify mean a commitment to doing things right every time. We integrate 5 HRO principles below with TOC thinking:
Preoccupation with failure embodies the vigilance towards system vulnerability and early engagement of problems.
Reluctance to simplify recognizes the complexity of multiple interactions at the local level.
Sensitivity to operations describes the priority of local discrepancies, disturbances, and interruptions.
Deference to expertise recognizes the importance of local knowledge gained from interacting with the situation.
Commitment to resilience supports the open-ended working of a problem until it resolves.
How to Cause the Change?
We will discuss how we approached various production teams and how we applied the best of the breed strategy and tactics with them.
What is the impact of the new knowledge to the existing accepted strategy and tactic trees?
This will result in better flow of Movie Production Projects from the initial development stage to post-production with enhanced ROI and safer production conditions. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2043 |
Conference Proceedings |
|
Breaking down walls of common practice with simple games of common sense workshop |
2017 |
Berlin, Germany |
This presentation focuses on an application of TOC thinking along with complementary tools for movie production. Similar to a military campaign, movie productions have specific objectives: fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the high reliability organization practices to increase safety and agility on movie sets. |
Learning Objective
ROI: Producers want to monetize their movie projects and win awards. Yet, they routinely lose money since they are forced to deal with many uncertainties that are difficult to control. Directors yearn to materialize the project they envision. Yet, they are frequently sidetracked by changing scope. We discuss how buffer management can unite producers, directors and cast & crew around the shared goal of ROI maximization. We discuss how accelerate the flow of films through all movie production stages, from development to post-production using Agile CCPM by protecting ROI from the inevitable surprises which occur during production.
Focus: The history of movie business is filled with stillborn or never-born projects. In the fog of moviemaking, it is critical to create the visibility to see where the focus should be to reach the goal. A veteran movie production manager has said, moviemaking is a like military campaign: “There are specific objectives, fluid conditions, safety concerns, and logistics. But at least no one is trying to kill us.” Movie projects are constrained by changes in the weather, cast and crew health, and other late breaking developments. With very little room for error. We will discuss, how some movie production failures could have been avoided using TOC thinking with lessons learned. Insights will be shared from our applications to an independent feature film production in the U.S.
Harmony: Movie production is a team sport. The better the dynamics are among cast and crew, the fewer hiccups during production. Hiccups that cost money and delay return. We will discuss how to create a conflict free movie making environment where the financial side and creative side work together harmoniously using buy in process/layers and conflict clouds. This includes the Catch 22 cloud which focuses on the following conflict: it is hard to get cast without the money and it is hard to get the money without the cast.
Agility and Safety: Movie making is risky business. Filmmaking craves agility and resilience in the face of ever-changing production conditions. There is a need to avoid accidents and costly rework. There are countless little things that might go unnoticed. But the unnoticed can turn into a big problem later. Hence movie productions continue to be high risk operations, frequently resulting in death and injuries. We will discuss how TOC tools are complementary with the practices of high reliability organizations (HRO). We will discuss how to achieve effective and agile responsiveness for unexpected events and proactively engage problems to increase resilience. This will include insights from an application in the German film industry.
3 questions somebody would ask
How does this improve Movie Development and Production stages?
Which metrics are considered for success?
What are the expected entertainment industry specific challenges and how can they be addressed?
Abstract Summary
This presentation focuses on application of TOC thinking along with complementary tools for Movie Production. Similar to like a military campaign:, movie productions have specific objectives, fluid conditions, safety concerns, and logistics challenges. We present applications from concept development and financing to post production with examples from an independent feature film production in the US. In addition, we present how TOC can further strengthen the High Reliability Organization practices to increase safety and agility in the movie sets.
Why was there a need for change?
Entertainment industry going through a major transformation with the growth of streaming options. Major Hollywood Studies are going through very difficult times. Paramount lost $450M and Sony Pictures lost over $900M in 2016. Over 50% of the movies continue to lose money. Movie production continues to be a very high risk business. In addition, current safety practices on movie sets fail to prevent deaths and injuries.
What to Change?
Planning and execution of production and post-production: Schedule, Scope and Budget Management and application of High Reliability principles in integration with TOC tools and strategies.
What to Change to?
Apply Best of the Breed techniques to improve movie production ROI and Safety:
1) The addition of scope buffers and budget buffers to augment CCPM's traditional emphasis on schedule buffers, boosting documentary production success while allowing harmonious integration of scope-buffered project methods (such as Agile) into CCPM.
2) A key element of agility for High Reliability is predictability. You cannot be agile if you do not know what you have done on the set that has led to success in the past. Standardized performance of tasks allows for the agility your need when new or different element are presented, but elements of preoccupation with failure and reluctance to simplify mean a commitment to doing things right every time. We integrate 5 HRO principles below with TOC thinking:
Preoccupation with failure embodies the vigilance towards system vulnerability and early engagement of problems.
Reluctance to simplify recognizes the complexity of multiple interactions at the local level.
Sensitivity to operations describes the priority of local discrepancies, disturbances, and interruptions.
Deference to expertise recognizes the importance of local knowledge gained from interacting with the situation.
Commitment to resilience supports the open-ended working of a problem until it resolves.
How to Cause the Change?
We will discuss how we approached various production teams and how we applied the best of the breed strategy and tactics with them.
What is the impact of the new knowledge to the existing accepted strategy and tactic trees?
This will result in better flow of Movie Production Projects from the initial development stage to post-production with enhanced ROI and safer production conditions. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2044 |
Conference Proceedings |
Ishino, Makoto |
Priority leapfrogging: The production/operations side of the project management bad-multi-tasking coin |
2017 |
Berlin, Germany |
In the last TOCICO conference, we presented the POC (Proof of Concept) results we achieved in Toshiba Solutions (reduction of production lead time by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company wide implementation. In this presentation, the speakers will show how Toshiba Solutions achieved amazing results which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solutions has got a record performance. In the full implementation, we worked not only with the top management team and production team, but also with sales teams who came from three different business units to overcome the silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solutions, Toshiba Solutions has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiple players that can really make TOC the main way. |
Why was there a need for change?
There has been an urgency to improve cash flow for Toshiba Solutions.
Through the POC period before the full implementation, we found that due to a lack of synchronization in production and also sales, and due to too long production lead time, very high WIP (of very expensive equipment) exists in production. The main complaint of the top management was this very high WIP which tides up large amount of cash unnecessarily long time so that the cash flow was worsen. There was an urgency to show to the top management that we can reduce the WIP and therefore improve the cash flow by reducing production lead time and to prove we can do this within 6 months.
What to Change?
In Japan due to cultural reasons, mandating high due date performance (DDP), companies compromise by quoting relatively long lead times. This locates them increasingly on the right side of the U curve and increases both overall WIP levels and the amount of chaos on the shop floor.
During the detailed design of the full solution, 3 new challenges emerged;
The need for a Dynamic Routing Mechanism and BOM structure of each work order. The routing and BOM of each work order is set by client needs and is specific for each order (usually this is done by ERP systems, but not in our case).
Sales had a lot of hidden buffer which production never knew exactly. Needless to say, for the production due date sets by clients through sales is extremely important information. Because sales was afraid of delay of the delivery to the client, sometimes sale told untrue due date such as more than 1 month earlier to the production, and which caused a lot of negative ramifications in the production.
Realization of a fundamental difference in the production environment - such a difference that it called for a rethinking of the DBR application, adding an additional mechanism in order to bring the high results we expect from TOC solutions.
What to Change to?
Dynamic Routing Mechanism and BOM structure of each work order had developed in the newly developed ProLaris SaaS system which integrated to the internal legacy systems.
We synchronized Production and Sales by using new system.
To connect the missing link, we created new solutions called Kanban-DBR.
How to cause the Change?
Using Being Co., Ltd., and Progressive flow as a consulting and auditor team, including research of their environment and buy-in their board members, building a fast implementation plan, making a guideline for this implementation, implementing flow mechanisms, integrating their legacy system with TOC based system, trainings the middle managers and Gemba people, POOGI activities to make better flow.
3 Learning Objectives
Fast and big result in POC brought strong buy-in which the top management decided to do full implementation.
Full implementation could bring huge result in the large company even in several months, like “The Goal”.
Even if there is fundamental difference in production environment, we can find new solutions along with TOC concept.
3 questions attendees might ask at the end of the presentation
What is the key of this success?
What is the hardest part of the implementation?
What is the next step? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2045 |
Conference Proceedings |
Ono, Yasushi |
Priority leapfrogging: The production/operations side of the project management bad-multi-tasking coin |
2017 |
Berlin, Germany |
In the last TOCICO conference, we presented the POC (Proof of Concept) results we achieved in Toshiba Solutions (reduction of production lead time by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company wide implementation. In this presentation, the speakers will show how Toshiba Solutions achieved amazing results which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solutions has got a record performance. In the full implementation, we worked not only with the top management team and production team, but also with sales teams who came from three different business units to overcome the silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solutions, Toshiba Solutions has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiple players that can really make TOC the main way. |
Why was there a need for change?
There has been an urgency to improve cash flow for Toshiba Solutions.
Through the POC period before the full implementation, we found that due to a lack of synchronization in production and also sales, and due to too long production lead time, very high WIP (of very expensive equipment) exists in production. The main complaint of the top management was this very high WIP which tides up large amount of cash unnecessarily long time so that the cash flow was worsen. There was an urgency to show to the top management that we can reduce the WIP and therefore improve the cash flow by reducing production lead time and to prove we can do this within 6 months.
What to Change?
In Japan due to cultural reasons, mandating high due date performance (DDP), companies compromise by quoting relatively long lead times. This locates them increasingly on the right side of the U curve and increases both overall WIP levels and the amount of chaos on the shop floor.
During the detailed design of the full solution, 3 new challenges emerged;
The need for a Dynamic Routing Mechanism and BOM structure of each work order. The routing and BOM of each work order is set by client needs and is specific for each order (usually this is done by ERP systems, but not in our case).
Sales had a lot of hidden buffer which production never knew exactly. Needless to say, for the production due date sets by clients through sales is extremely important information. Because sales was afraid of delay of the delivery to the client, sometimes sale told untrue due date such as more than 1 month earlier to the production, and which caused a lot of negative ramifications in the production.
Realization of a fundamental difference in the production environment - such a difference that it called for a rethinking of the DBR application, adding an additional mechanism in order to bring the high results we expect from TOC solutions.
What to Change to?
Dynamic Routing Mechanism and BOM structure of each work order had developed in the newly developed ProLaris SaaS system which integrated to the internal legacy systems.
We synchronized Production and Sales by using new system.
To connect the missing link, we created new solutions called Kanban-DBR.
How to cause the Change?
Using Being Co., Ltd., and Progressive flow as a consulting and auditor team, including research of their environment and buy-in their board members, building a fast implementation plan, making a guideline for this implementation, implementing flow mechanisms, integrating their legacy system with TOC based system, trainings the middle managers and Gemba people, POOGI activities to make better flow.
3 Learning Objectives
Fast and big result in POC brought strong buy-in which the top management decided to do full implementation.
Full implementation could bring huge result in the large company even in several months, like “The Goal”.
Even if there is fundamental difference in production environment, we can find new solutions along with TOC concept.
3 questions attendees might ask at the end of the presentation
What is the key of this success?
What is the hardest part of the implementation?
What is the next step? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2046 |
Conference Proceedings |
Kudo, Takashi |
Priority leapfrogging: The production/operations side of the project management bad-multi-tasking coin |
2017 |
Berlin, Germany |
In the last TOCICO conference, we presented the POC (Proof of Concept) results we achieved in Toshiba Solutions (reduction of production lead time by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company wide implementation. In this presentation, the speakers will show how Toshiba Solutions achieved amazing results which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solutions has got a record performance. In the full implementation, we worked not only with the top management team and production team, but also with sales teams who came from three different business units to overcome the silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solutions, Toshiba Solutions has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiple players that can really make TOC the main way. |
Why was there a need for change?
There has been an urgency to improve cash flow for Toshiba Solutions.
Through the POC period before the full implementation, we found that due to a lack of synchronization in production and also sales, and due to too long production lead time, very high WIP (of very expensive equipment) exists in production. The main complaint of the top management was this very high WIP which tides up large amount of cash unnecessarily long time so that the cash flow was worsen. There was an urgency to show to the top management that we can reduce the WIP and therefore improve the cash flow by reducing production lead time and to prove we can do this within 6 months.
What to Change?
In Japan due to cultural reasons, mandating high due date performance (DDP), companies compromise by quoting relatively long lead times. This locates them increasingly on the right side of the U curve and increases both overall WIP levels and the amount of chaos on the shop floor.
During the detailed design of the full solution, 3 new challenges emerged;
The need for a Dynamic Routing Mechanism and BOM structure of each work order. The routing and BOM of each work order is set by client needs and is specific for each order (usually this is done by ERP systems, but not in our case).
Sales had a lot of hidden buffer which production never knew exactly. Needless to say, for the production due date sets by clients through sales is extremely important information. Because sales was afraid of delay of the delivery to the client, sometimes sale told untrue due date such as more than 1 month earlier to the production, and which caused a lot of negative ramifications in the production.
Realization of a fundamental difference in the production environment - such a difference that it called for a rethinking of the DBR application, adding an additional mechanism in order to bring the high results we expect from TOC solutions.
What to Change to?
Dynamic Routing Mechanism and BOM structure of each work order had developed in the newly developed ProLaris SaaS system which integrated to the internal legacy systems.
We synchronized Production and Sales by using new system.
To connect the missing link, we created new solutions called Kanban-DBR.
How to cause the Change?
Using Being Co., Ltd., and Progressive flow as a consulting and auditor team, including research of their environment and buy-in their board members, building a fast implementation plan, making a guideline for this implementation, implementing flow mechanisms, integrating their legacy system with TOC based system, trainings the middle managers and Gemba people, POOGI activities to make better flow.
3 Learning Objectives
Fast and big result in POC brought strong buy-in which the top management decided to do full implementation.
Full implementation could bring huge result in the large company even in several months, like “The Goal”.
Even if there is fundamental difference in production environment, we can find new solutions along with TOC concept.
3 questions attendees might ask at the end of the presentation
What is the key of this success?
What is the hardest part of the implementation?
What is the next step? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2047 |
Conference Proceedings |
Dinur, Yaniv |
There are no limits for true subordination |
2017 |
Berlin, Germany |
In the last TOCICO conference, we presented the POC (Proof of Concept) results we achieved in Toshiba Solutions (reduction of production lead time by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company wide implementation. In this presentation, the speakers will show how Toshiba Solutions achieved amazing results which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solutions has got a record performance. In the full implementation, we worked not only with the top management team and production team, but also with sales teams who came from three different business units to overcome the silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solutions, Toshiba Solutions has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiple players that can really make TOC the main way. |
Why was there a need for change?
There has been an urgency to improve cash flow for Toshiba Solutions.
Through the POC period before the full implementation, we found that due to a lack of synchronization in production and also sales, and due to too long production lead time, very high WIP (of very expensive equipment) exists in production. The main complaint of the top management was this very high WIP which tides up large amount of cash unnecessarily long time so that the cash flow was worsen. There was an urgency to show to the top management that we can reduce the WIP and therefore improve the cash flow by reducing production lead time and to prove we can do this within 6 months.
What to Change?
In Japan due to cultural reasons, mandating high due date performance (DDP), companies compromise by quoting relatively long lead times. This locates them increasingly on the right side of the U curve and increases both overall WIP levels and the amount of chaos on the shop floor.
During the detailed design of the full solution, 3 new challenges emerged;
The need for a Dynamic Routing Mechanism and BOM structure of each work order. The routing and BOM of each work order is set by client needs and is specific for each order (usually this is done by ERP systems, but not in our case).
Sales had a lot of hidden buffer which production never knew exactly. Needless to say, for the production due date sets by clients through sales is extremely important information. Because sales was afraid of delay of the delivery to the client, sometimes sale told untrue due date such as more than 1 month earlier to the production, and which caused a lot of negative ramifications in the production.
Realization of a fundamental difference in the production environment - such a difference that it called for a rethinking of the DBR application, adding an additional mechanism in order to bring the high results we expect from TOC solutions.
What to Change to?
Dynamic Routing Mechanism and BOM structure of each work order had developed in the newly developed ProLaris SaaS system which integrated to the internal legacy systems.
We synchronized Production and Sales by using new system.
To connect the missing link, we created new solutions called Kanban-DBR.
How to cause the Change?
Using Being Co., Ltd., and Progressive flow as a consulting and auditor team, including research of their environment and buy-in their board members, building a fast implementation plan, making a guideline for this implementation, implementing flow mechanisms, integrating their legacy system with TOC based system, trainings the middle managers and Gemba people, POOGI activities to make better flow.
3 Learning Objectives
Fast and big result in POC brought strong buy-in which the top management decided to do full implementation.
Full implementation could bring huge result in the large company even in several months, like “The Goal”.
Even if there is fundamental difference in production environment, we can find new solutions along with TOC concept.
3 questions attendees might ask at the end of the presentation
What is the key of this success?
What is the hardest part of the implementation?
What is the next step? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2048 |
Conference Proceedings |
|
There are no limits for true subordination |
2017 |
Berlin, Germany |
In the last TOCICO conference, we presented the POC (Proof of Concept) results we achieved in Toshiba Solutions (reduction of production lead time by 40% in 5 months). This year, we would like to present the huge result of 6 months' full company wide implementation. In this presentation, the speakers will show how Toshiba Solutions achieved amazing results which broke old wrong behavior trends of years (end of period behavior) and how Toshiba Solutions has got a record performance. In the full implementation, we worked not only with the top management team and production team, but also with sales teams who came from three different business units to overcome the silo mentality in the company. A major achievement for the TOC world was achieved when based on the wonderful results in Toshiba Solutions, Toshiba Solutions has been considering to distribute TOC knowledge and tools not only in other Toshiba's companies but also to its suppliers and clients. We will show how a successful implementation generates multiple players that can really make TOC the main way. |
Why was there a need for change?
There has been an urgency to improve cash flow for Toshiba Solutions.
Through the POC period before the full implementation, we found that due to a lack of synchronization in production and also sales, and due to too long production lead time, very high WIP (of very expensive equipment) exists in production. The main complaint of the top management was this very high WIP which tides up large amount of cash unnecessarily long time so that the cash flow was worsen. There was an urgency to show to the top management that we can reduce the WIP and therefore improve the cash flow by reducing production lead time and to prove we can do this within 6 months.
What to Change?
In Japan due to cultural reasons, mandating high due date performance (DDP), companies compromise by quoting relatively long lead times. This locates them increasingly on the right side of the U curve and increases both overall WIP levels and the amount of chaos on the shop floor.
During the detailed design of the full solution, 3 new challenges emerged;
The need for a Dynamic Routing Mechanism and BOM structure of each work order. The routing and BOM of each work order is set by client needs and is specific for each order (usually this is done by ERP systems, but not in our case).
Sales had a lot of hidden buffer which production never knew exactly. Needless to say, for the production due date sets by clients through sales is extremely important information. Because sales was afraid of delay of the delivery to the client, sometimes sale told untrue due date such as more than 1 month earlier to the production, and which caused a lot of negative ramifications in the production.
Realization of a fundamental difference in the production environment - such a difference that it called for a rethinking of the DBR application, adding an additional mechanism in order to bring the high results we expect from TOC solutions.
What to Change to?
Dynamic Routing Mechanism and BOM structure of each work order had developed in the newly developed ProLaris SaaS system which integrated to the internal legacy systems.
We synchronized Production and Sales by using new system.
To connect the missing link, we created new solutions called Kanban-DBR.
How to cause the Change?
Using Being Co., Ltd., and Progressive flow as a consulting and auditor team, including research of their environment and buy-in their board members, building a fast implementation plan, making a guideline for this implementation, implementing flow mechanisms, integrating their legacy system with TOC based system, trainings the middle managers and Gemba people, POOGI activities to make better flow.
3 Learning Objectives
Fast and big result in POC brought strong buy-in which the top management decided to do full implementation.
Full implementation could bring huge result in the large company even in several months, like “The Goal”.
Even if there is fundamental difference in production environment, we can find new solutions along with TOC concept.
3 questions attendees might ask at the end of the presentation
What is the key of this success?
What is the hardest part of the implementation?
What is the next step? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2049 |
Conference Proceedings |
Jagannath, Venkatish |
There are no limits for true subordination |
2017 |
Berlin, Germany |
The agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story. |
Venkatish Jagannath
Vikram Nayak
Damodar Enduri
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality
The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for the development team but also increased productivity by a whopping 33%! This is their story…
INTRODUCTION
Schneider Electric Engineering Workbench, a product from its Process Automation, Industry business helps in automating the configuration and engineering of the instrumentation and control systems of brown/greenfield projects. Faster engineering helps in reducing lead time to start of operations and thereby improves profitability and reduces the risks of penalties for the Automation vendor.
Requirements (technical and marketing) are pooled in from globally distributed teams of technocrats and marketing personal and converted into a roadmap of deliverable products (software versions). Each product is a predefined bundle of features which has to be completed before the decided release date. Schneider's project management team describes the user stories in each feature and then outsources the development of these products to software service companies.
CHALLENGES POSED BY AGILE METHODOLOGY
Outsourced companies of Schneider followed the Agile methodology consisting of sprints (4 weeks each) to develop the software. During each sprint, teams of developers and testers would create tasks for each user story, write code and test it. As user stories got completed, customer demo was undertaken followed by functional testing. Final round of testing was done in the last sprint of release called the Hardening sprint. Post successful passing of all features through these test cycles, the product was declared ready for release. This methodology unfortunately posed several challenges:
Overloaded expert resources
Development and testing teams were expected to be self- sufficient in terms of skills of design, development and testing. But resources with environment specific skills like design and requirement analysis, which is only acquired with adequate experience, are few and difficult to hire for. As a result the Expert resources were heavily loaded throughout the sprint/release and would be found multitasking across stages- Requirements, Design, Development and Support.
Priority conflicts
Since the expert resources were often busy, to make best use of their time, development teams would start work on the next user story, while awaiting feedback from the expert resources. This led to many partially open work fronts for developers. With increasing work packets open – priority conflicts ensued.
Frequent rework
Testing was the primary source of feedback on design and development gaps. Consequently, continuous “flow back” and re-work became inevitable. Further, since design decisions often made within independent teams working in parallel, this caused conflicts at integration points creating further rework. Engineering Workbench was hence experiencing poor productivity, significant rework (about 20%) and effort overrun (about 30%) with about half of the defects leading to requirements and design.
Compromised sprint closures
Towards end of each sprint, everyone worked to drive closures. But this effort spiking compelled compromises – some testing was skipped or some bugs were kept aside or some scope was set aside for later sprints. Therefore the features coming out from the periodic sprint cycles were not “usable” and the predictability (for customers) of release schedules was lost.
Delayed planning of subsequent sprints
Moreover almost all resources in the team become extremely busy towards the sprint closure. As a result, the next sprint is started with insufficient preparation – i.e. inadequate detailing of requirement leading further into the viscous loop of rework and delay.
Reliability and Quality reputation hampered
Because of this chaotic working, lead times were stretched (release would take up to 10 months) and marketing often complained of missed opportunities due to long lead times. Moreover, in spite of a massive effort towards the end of the “final release” to clear backlog, the pressure to deliver and overload of pending work led to further compromises. So when the product was eventually released, customers complained of defects and became unhappy.
OBJECTIVE
The objective of TOC implementation was to bring about improvement in product development operational performance in terms of – improvement in on-time delivery performance, reduction in lead time and increasing rate of customer usable features delivered every year.
IMPLEMENTING THE TOC APPROACH
Core Conflict: In order to ensure productivity of development teams, the expert resources were needed to help them troubleshooting. But at the same time, to ensure that customer needs are met in the most efficient way, they were needed for understanding requirements and develop solution proposals.
Solution Deployed:
Decouple resources: Expert resources were decoupled from implementation stage. They were assigned to focus on understanding requirement, generate high level design and map out software dependencies. Rest of team was split between detailed design and implementation & testing. Fixed short duration slots within a day were fixed, where upstream and downstream teams would meet to discuss and resolve issues.
WIP control: WIP on feature level was reduced to one at every stage, so that at any time, cherry picking and waiting time were reduced drastically.
Full kit: Entry and Exit criteria were clearly defined and enforced at all 4 stages - Requirements, Solution & High Level Design, Detailed Design, Implementation & testing. To reduce foresight errors, in solution proposal and HLD stage, following were made mandatory - Protos usage to check understanding and solution with Program Management, plus Identification of Testing boundary conditions by Validation team.
Active Task Management: Daily Active task management to identify and resolve flow obstructers was put in place.
POOGI: At end of every feature (this can be end of each Progression), flow obstructers origin was identified and fix incorporated in the next feature itself.
Implementation Challenges:
Hopelessness: There was a lack of belief that anything would change the situation – many things were tried and even latest methodology- agile techniques was not helping
Disagreement on problem: Since the software outsourcing partner (vendor) worked on a billing model, many in Schneider believed that they had no motivation to do clean releases on time. So changing the methodology of work was not expected to help.
Resistance to cutting estimates by half: since it was believed it will further stress out the beleaguered team
RESULTS
At the end of a year, past the eight-month assignment, Schneider reported the following benefit
Frequent and lower lead-time in serving customer requirements (release every 3-4 months against earlier 9 months); 7 releases in year, post TOC!
High adherence to product roadmap (roadmap variation only about 10%)
Higher output combined with nearly on time delivery – high 90%s
Defect density % reduced by 4 times, from high 40s to 10s (rework greatly reduced)
Time released for pure R&D work – 1 patent filed and 3 RDIs completed
Stress free environment – people in software industry are going back home on time!!!
LEARNINGS
It is possible to decouple resources/stages in software product development, as in operations.
Myths of Agile – self-organizing teams and usable feature at end of each sprint
Summary: The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story…
Learning Objectives:
1. Major challenges faced by software companies by following agile methodology
2. Major challenges faced in implementing CCPM in Software Development
3. Injections needed to address specific challenges in software new product development environment
Questions that can be asked by the audience:
1. What were the major roadblocks experienced during implementation - as software contractor is also involved?
2. What are the challenges faced in managing transition in a MNC with many stakeholders? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2050 |
Conference Proceedings |
Nayak, Vikram |
There are no limits for true subordination |
2017 |
Berlin, Germany |
The agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story. |
Venkatish Jagannath
Vikram Nayak
Damodar Enduri
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality
The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for the development team but also increased productivity by a whopping 33%! This is their story…
INTRODUCTION
Schneider Electric Engineering Workbench, a product from its Process Automation, Industry business helps in automating the configuration and engineering of the instrumentation and control systems of brown/greenfield projects. Faster engineering helps in reducing lead time to start of operations and thereby improves profitability and reduces the risks of penalties for the Automation vendor.
Requirements (technical and marketing) are pooled in from globally distributed teams of technocrats and marketing personal and converted into a roadmap of deliverable products (software versions). Each product is a predefined bundle of features which has to be completed before the decided release date. Schneider's project management team describes the user stories in each feature and then outsources the development of these products to software service companies.
CHALLENGES POSED BY AGILE METHODOLOGY
Outsourced companies of Schneider followed the Agile methodology consisting of sprints (4 weeks each) to develop the software. During each sprint, teams of developers and testers would create tasks for each user story, write code and test it. As user stories got completed, customer demo was undertaken followed by functional testing. Final round of testing was done in the last sprint of release called the Hardening sprint. Post successful passing of all features through these test cycles, the product was declared ready for release. This methodology unfortunately posed several challenges:
Overloaded expert resources
Development and testing teams were expected to be self- sufficient in terms of skills of design, development and testing. But resources with environment specific skills like design and requirement analysis, which is only acquired with adequate experience, are few and difficult to hire for. As a result the Expert resources were heavily loaded throughout the sprint/release and would be found multitasking across stages- Requirements, Design, Development and Support.
Priority conflicts
Since the expert resources were often busy, to make best use of their time, development teams would start work on the next user story, while awaiting feedback from the expert resources. This led to many partially open work fronts for developers. With increasing work packets open – priority conflicts ensued.
Frequent rework
Testing was the primary source of feedback on design and development gaps. Consequently, continuous “flow back” and re-work became inevitable. Further, since design decisions often made within independent teams working in parallel, this caused conflicts at integration points creating further rework. Engineering Workbench was hence experiencing poor productivity, significant rework (about 20%) and effort overrun (about 30%) with about half of the defects leading to requirements and design.
Compromised sprint closures
Towards end of each sprint, everyone worked to drive closures. But this effort spiking compelled compromises – some testing was skipped or some bugs were kept aside or some scope was set aside for later sprints. Therefore the features coming out from the periodic sprint cycles were not “usable” and the predictability (for customers) of release schedules was lost.
Delayed planning of subsequent sprints
Moreover almost all resources in the team become extremely busy towards the sprint closure. As a result, the next sprint is started with insufficient preparation – i.e. inadequate detailing of requirement leading further into the viscous loop of rework and delay.
Reliability and Quality reputation hampered
Because of this chaotic working, lead times were stretched (release would take up to 10 months) and marketing often complained of missed opportunities due to long lead times. Moreover, in spite of a massive effort towards the end of the “final release” to clear backlog, the pressure to deliver and overload of pending work led to further compromises. So when the product was eventually released, customers complained of defects and became unhappy.
OBJECTIVE
The objective of TOC implementation was to bring about improvement in product development operational performance in terms of – improvement in on-time delivery performance, reduction in lead time and increasing rate of customer usable features delivered every year.
IMPLEMENTING THE TOC APPROACH
Core Conflict: In order to ensure productivity of development teams, the expert resources were needed to help them troubleshooting. But at the same time, to ensure that customer needs are met in the most efficient way, they were needed for understanding requirements and develop solution proposals.
Solution Deployed:
Decouple resources: Expert resources were decoupled from implementation stage. They were assigned to focus on understanding requirement, generate high level design and map out software dependencies. Rest of team was split between detailed design and implementation & testing. Fixed short duration slots within a day were fixed, where upstream and downstream teams would meet to discuss and resolve issues.
WIP control: WIP on feature level was reduced to one at every stage, so that at any time, cherry picking and waiting time were reduced drastically.
Full kit: Entry and Exit criteria were clearly defined and enforced at all 4 stages - Requirements, Solution & High Level Design, Detailed Design, Implementation & testing. To reduce foresight errors, in solution proposal and HLD stage, following were made mandatory - Protos usage to check understanding and solution with Program Management, plus Identification of Testing boundary conditions by Validation team.
Active Task Management: Daily Active task management to identify and resolve flow obstructers was put in place.
POOGI: At end of every feature (this can be end of each Progression), flow obstructers origin was identified and fix incorporated in the next feature itself.
Implementation Challenges:
Hopelessness: There was a lack of belief that anything would change the situation – many things were tried and even latest methodology- agile techniques was not helping
Disagreement on problem: Since the software outsourcing partner (vendor) worked on a billing model, many in Schneider believed that they had no motivation to do clean releases on time. So changing the methodology of work was not expected to help.
Resistance to cutting estimates by half: since it was believed it will further stress out the beleaguered team
RESULTS
At the end of a year, past the eight-month assignment, Schneider reported the following benefit
Frequent and lower lead-time in serving customer requirements (release every 3-4 months against earlier 9 months); 7 releases in year, post TOC!
High adherence to product roadmap (roadmap variation only about 10%)
Higher output combined with nearly on time delivery – high 90%s
Defect density % reduced by 4 times, from high 40s to 10s (rework greatly reduced)
Time released for pure R&D work – 1 patent filed and 3 RDIs completed
Stress free environment – people in software industry are going back home on time!!!
LEARNINGS
It is possible to decouple resources/stages in software product development, as in operations.
Myths of Agile – self-organizing teams and usable feature at end of each sprint
Summary: The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story…
Learning Objectives:
1. Major challenges faced by software companies by following agile methodology
2. Major challenges faced in implementing CCPM in Software Development
3. Injections needed to address specific challenges in software new product development environment
Questions that can be asked by the audience:
1. What were the major roadblocks experienced during implementation - as software contractor is also involved?
2. What are the challenges faced in managing transition in a MNC with many stakeholders? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2051 |
Conference Proceedings |
Enduri, Damodar |
Bridging PMI and CCPM |
2017 |
Berlin, Germany |
The agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story. |
Venkatish Jagannath
Vikram Nayak
Damodar Enduri
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality
The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for the development team but also increased productivity by a whopping 33%! This is their story…
INTRODUCTION
Schneider Electric Engineering Workbench, a product from its Process Automation, Industry business helps in automating the configuration and engineering of the instrumentation and control systems of brown/greenfield projects. Faster engineering helps in reducing lead time to start of operations and thereby improves profitability and reduces the risks of penalties for the Automation vendor.
Requirements (technical and marketing) are pooled in from globally distributed teams of technocrats and marketing personal and converted into a roadmap of deliverable products (software versions). Each product is a predefined bundle of features which has to be completed before the decided release date. Schneider's project management team describes the user stories in each feature and then outsources the development of these products to software service companies.
CHALLENGES POSED BY AGILE METHODOLOGY
Outsourced companies of Schneider followed the Agile methodology consisting of sprints (4 weeks each) to develop the software. During each sprint, teams of developers and testers would create tasks for each user story, write code and test it. As user stories got completed, customer demo was undertaken followed by functional testing. Final round of testing was done in the last sprint of release called the Hardening sprint. Post successful passing of all features through these test cycles, the product was declared ready for release. This methodology unfortunately posed several challenges:
Overloaded expert resources
Development and testing teams were expected to be self- sufficient in terms of skills of design, development and testing. But resources with environment specific skills like design and requirement analysis, which is only acquired with adequate experience, are few and difficult to hire for. As a result the Expert resources were heavily loaded throughout the sprint/release and would be found multitasking across stages- Requirements, Design, Development and Support.
Priority conflicts
Since the expert resources were often busy, to make best use of their time, development teams would start work on the next user story, while awaiting feedback from the expert resources. This led to many partially open work fronts for developers. With increasing work packets open – priority conflicts ensued.
Frequent rework
Testing was the primary source of feedback on design and development gaps. Consequently, continuous “flow back” and re-work became inevitable. Further, since design decisions often made within independent teams working in parallel, this caused conflicts at integration points creating further rework. Engineering Workbench was hence experiencing poor productivity, significant rework (about 20%) and effort overrun (about 30%) with about half of the defects leading to requirements and design.
Compromised sprint closures
Towards end of each sprint, everyone worked to drive closures. But this effort spiking compelled compromises – some testing was skipped or some bugs were kept aside or some scope was set aside for later sprints. Therefore the features coming out from the periodic sprint cycles were not “usable” and the predictability (for customers) of release schedules was lost.
Delayed planning of subsequent sprints
Moreover almost all resources in the team become extremely busy towards the sprint closure. As a result, the next sprint is started with insufficient preparation – i.e. inadequate detailing of requirement leading further into the viscous loop of rework and delay.
Reliability and Quality reputation hampered
Because of this chaotic working, lead times were stretched (release would take up to 10 months) and marketing often complained of missed opportunities due to long lead times. Moreover, in spite of a massive effort towards the end of the “final release” to clear backlog, the pressure to deliver and overload of pending work led to further compromises. So when the product was eventually released, customers complained of defects and became unhappy.
OBJECTIVE
The objective of TOC implementation was to bring about improvement in product development operational performance in terms of – improvement in on-time delivery performance, reduction in lead time and increasing rate of customer usable features delivered every year.
IMPLEMENTING THE TOC APPROACH
Core Conflict: In order to ensure productivity of development teams, the expert resources were needed to help them troubleshooting. But at the same time, to ensure that customer needs are met in the most efficient way, they were needed for understanding requirements and develop solution proposals.
Solution Deployed:
Decouple resources: Expert resources were decoupled from implementation stage. They were assigned to focus on understanding requirement, generate high level design and map out software dependencies. Rest of team was split between detailed design and implementation & testing. Fixed short duration slots within a day were fixed, where upstream and downstream teams would meet to discuss and resolve issues.
WIP control: WIP on feature level was reduced to one at every stage, so that at any time, cherry picking and waiting time were reduced drastically.
Full kit: Entry and Exit criteria were clearly defined and enforced at all 4 stages - Requirements, Solution & High Level Design, Detailed Design, Implementation & testing. To reduce foresight errors, in solution proposal and HLD stage, following were made mandatory - Protos usage to check understanding and solution with Program Management, plus Identification of Testing boundary conditions by Validation team.
Active Task Management: Daily Active task management to identify and resolve flow obstructers was put in place.
POOGI: At end of every feature (this can be end of each Progression), flow obstructers origin was identified and fix incorporated in the next feature itself.
Implementation Challenges:
Hopelessness: There was a lack of belief that anything would change the situation – many things were tried and even latest methodology- agile techniques was not helping
Disagreement on problem: Since the software outsourcing partner (vendor) worked on a billing model, many in Schneider believed that they had no motivation to do clean releases on time. So changing the methodology of work was not expected to help.
Resistance to cutting estimates by half: since it was believed it will further stress out the beleaguered team
RESULTS
At the end of a year, past the eight-month assignment, Schneider reported the following benefit
Frequent and lower lead-time in serving customer requirements (release every 3-4 months against earlier 9 months); 7 releases in year, post TOC!
High adherence to product roadmap (roadmap variation only about 10%)
Higher output combined with nearly on time delivery – high 90%s
Defect density % reduced by 4 times, from high 40s to 10s (rework greatly reduced)
Time released for pure R&D work – 1 patent filed and 3 RDIs completed
Stress free environment – people in software industry are going back home on time!!!
LEARNINGS
It is possible to decouple resources/stages in software product development, as in operations.
Myths of Agile – self-organizing teams and usable feature at end of each sprint
Summary: The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story…
Learning Objectives:
1. Major challenges faced by software companies by following agile methodology
2. Major challenges faced in implementing CCPM in Software Development
3. Injections needed to address specific challenges in software new product development environment
Questions that can be asked by the audience:
1. What were the major roadblocks experienced during implementation - as software contractor is also involved?
2. What are the challenges faced in managing transition in a MNC with many stakeholders? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2052 |
Conference Proceedings |
|
Bridging PMI and CCPM |
2017 |
Berlin, Germany |
The agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story. |
Venkatish Jagannath
Vikram Nayak
Damodar Enduri
Beyond agile: Implementing TOC flow model to crash lead times with dramatic improvement in quality
The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for the development team but also increased productivity by a whopping 33%! This is their story…
INTRODUCTION
Schneider Electric Engineering Workbench, a product from its Process Automation, Industry business helps in automating the configuration and engineering of the instrumentation and control systems of brown/greenfield projects. Faster engineering helps in reducing lead time to start of operations and thereby improves profitability and reduces the risks of penalties for the Automation vendor.
Requirements (technical and marketing) are pooled in from globally distributed teams of technocrats and marketing personal and converted into a roadmap of deliverable products (software versions). Each product is a predefined bundle of features which has to be completed before the decided release date. Schneider's project management team describes the user stories in each feature and then outsources the development of these products to software service companies.
CHALLENGES POSED BY AGILE METHODOLOGY
Outsourced companies of Schneider followed the Agile methodology consisting of sprints (4 weeks each) to develop the software. During each sprint, teams of developers and testers would create tasks for each user story, write code and test it. As user stories got completed, customer demo was undertaken followed by functional testing. Final round of testing was done in the last sprint of release called the Hardening sprint. Post successful passing of all features through these test cycles, the product was declared ready for release. This methodology unfortunately posed several challenges:
Overloaded expert resources
Development and testing teams were expected to be self- sufficient in terms of skills of design, development and testing. But resources with environment specific skills like design and requirement analysis, which is only acquired with adequate experience, are few and difficult to hire for. As a result the Expert resources were heavily loaded throughout the sprint/release and would be found multitasking across stages- Requirements, Design, Development and Support.
Priority conflicts
Since the expert resources were often busy, to make best use of their time, development teams would start work on the next user story, while awaiting feedback from the expert resources. This led to many partially open work fronts for developers. With increasing work packets open – priority conflicts ensued.
Frequent rework
Testing was the primary source of feedback on design and development gaps. Consequently, continuous “flow back” and re-work became inevitable. Further, since design decisions often made within independent teams working in parallel, this caused conflicts at integration points creating further rework. Engineering Workbench was hence experiencing poor productivity, significant rework (about 20%) and effort overrun (about 30%) with about half of the defects leading to requirements and design.
Compromised sprint closures
Towards end of each sprint, everyone worked to drive closures. But this effort spiking compelled compromises – some testing was skipped or some bugs were kept aside or some scope was set aside for later sprints. Therefore the features coming out from the periodic sprint cycles were not “usable” and the predictability (for customers) of release schedules was lost.
Delayed planning of subsequent sprints
Moreover almost all resources in the team become extremely busy towards the sprint closure. As a result, the next sprint is started with insufficient preparation – i.e. inadequate detailing of requirement leading further into the viscous loop of rework and delay.
Reliability and Quality reputation hampered
Because of this chaotic working, lead times were stretched (release would take up to 10 months) and marketing often complained of missed opportunities due to long lead times. Moreover, in spite of a massive effort towards the end of the “final release” to clear backlog, the pressure to deliver and overload of pending work led to further compromises. So when the product was eventually released, customers complained of defects and became unhappy.
OBJECTIVE
The objective of TOC implementation was to bring about improvement in product development operational performance in terms of – improvement in on-time delivery performance, reduction in lead time and increasing rate of customer usable features delivered every year.
IMPLEMENTING THE TOC APPROACH
Core Conflict: In order to ensure productivity of development teams, the expert resources were needed to help them troubleshooting. But at the same time, to ensure that customer needs are met in the most efficient way, they were needed for understanding requirements and develop solution proposals.
Solution Deployed:
Decouple resources: Expert resources were decoupled from implementation stage. They were assigned to focus on understanding requirement, generate high level design and map out software dependencies. Rest of team was split between detailed design and implementation & testing. Fixed short duration slots within a day were fixed, where upstream and downstream teams would meet to discuss and resolve issues.
WIP control: WIP on feature level was reduced to one at every stage, so that at any time, cherry picking and waiting time were reduced drastically.
Full kit: Entry and Exit criteria were clearly defined and enforced at all 4 stages - Requirements, Solution & High Level Design, Detailed Design, Implementation & testing. To reduce foresight errors, in solution proposal and HLD stage, following were made mandatory - Protos usage to check understanding and solution with Program Management, plus Identification of Testing boundary conditions by Validation team.
Active Task Management: Daily Active task management to identify and resolve flow obstructers was put in place.
POOGI: At end of every feature (this can be end of each Progression), flow obstructers origin was identified and fix incorporated in the next feature itself.
Implementation Challenges:
Hopelessness: There was a lack of belief that anything would change the situation – many things were tried and even latest methodology- agile techniques was not helping
Disagreement on problem: Since the software outsourcing partner (vendor) worked on a billing model, many in Schneider believed that they had no motivation to do clean releases on time. So changing the methodology of work was not expected to help.
Resistance to cutting estimates by half: since it was believed it will further stress out the beleaguered team
RESULTS
At the end of a year, past the eight-month assignment, Schneider reported the following benefit
Frequent and lower lead-time in serving customer requirements (release every 3-4 months against earlier 9 months); 7 releases in year, post TOC!
High adherence to product roadmap (roadmap variation only about 10%)
Higher output combined with nearly on time delivery – high 90%s
Defect density % reduced by 4 times, from high 40s to 10s (rework greatly reduced)
Time released for pure R&D work – 1 patent filed and 3 RDIs completed
Stress free environment – people in software industry are going back home on time!!!
LEARNINGS
It is possible to decouple resources/stages in software product development, as in operations.
Myths of Agile – self-organizing teams and usable feature at end of each sprint
Summary: The Agile methodology formerly in place for software development at Schneider Electric Engineering Workbench could not give the desired results. But a typical implementation of CCPM would not have worked either! The company innovated a flow model based on the core concepts of TOC which not only created a more harmonious work environment for developers but also increased productivity by a whopping 33%! This is their story…
Learning Objectives:
1. Major challenges faced by software companies by following agile methodology
2. Major challenges faced in implementing CCPM in Software Development
3. Injections needed to address specific challenges in software new product development environment
Questions that can be asked by the audience:
1. What were the major roadblocks experienced during implementation - as software contractor is also involved?
2. What are the challenges faced in managing transition in a MNC with many stakeholders? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2053 |
Conference Proceedings |
Johnson, Russ |
Application of TOC MTA injections for distribution center capacity increase |
2017 |
Berlin, Germany |
There are many key concepts of TOC: statistical variation and dependency; local versus global focus; the negative effects of multi-tasking; etc. that can be easily conveyed via the use of simple games. In many of our presentations and papers we talk about many of these ideas and even reference some of the games such as the dice game in “The Goal” yet often times the members of the audience have never had the opportunity to actually experience these games, the concepts they convey and see the results. This workshop will make use of simple games and exercises to allow participants the opportunity to explore hands-on, how many of our management driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity and how some simple TOC-based actions can yield significant, immediate and positive results. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participants with tools to take back to their organizations to help their peers experience the same discoveries. |
This workshop will employ several games to help the participants gain a hands-on understanding of what happens in our systems that consumes much of the capacity we thought the system had. Participants will uncover how variability and dependency make it virtually impossible for systems to deliver target outputs. They will learn what is meant by “bad” multi-tasking and how it plagues the project world causing errors and rework, longer than expected lead-times and cost overruns to name a few. They will see how changing our focus from getting things started to getting things finished by encouraging resources who have completed their task to help others finish theirs rather than push for the next thing to start can radically increase the rate of overall task completion. The exercises apply to any environment where work flows from one resource to another whether the resources are dedicated or shared. The learning opportunities apply to organizations private or public, large or small. Each exercise confirms one or more realities that we suffer from in our organizations and will be followed-up with a review of the implications these realities have on us and our stakeholders. Participants will walk away with several simple games they can use in their personal workplaces to help convey many common TOC concepts and the positive impact their implementation can have.
All of the games utilize items that are easily acquired such as dice, cards, paper, etc. They are simple to set-up and run and offer multiple levels of learning and discovery opportunities. Participants will play:
A variation of “The Dice Game” from “The Goal” to experience the effects of variability and dependent events. This will be followed by a second round that illustrates how isolating dependency with a buffer can have a greater impact on system performance than reducing individual process variability.
The “Job Shop Game” to learn how releasing work according to the capacity of the constraint can reveal significant hidden capacity and greatly improve system lead-time and on-time performance.
The “Sixes Game” to learn that the world is not made up of a normal distribution but is skewed and how this impacts worker performance and future time estimates. This will be modified with the “Sixes A-Team Game” to show how having a small dedicated support team and/or assigning workers who have completed their task to help others complete theirs can chop the tail off of difficult project task times and therefor overall project time.
Two different Multi-tasking games (letters, numbers, shapes and, paper tearing) to learn how multi-tasking stretches lead time and drives feast and famine situations relative to project completions over time. The number, leterr shpe version is best for environments where considerable mental effort is needed to keep track of stops and restarts while the paper tearing version is good for environments where there is constant trade-off between speed and quality
Each activity will be followed with a discussion about how the realities exposed impact our systems and, not only consume valuable capacity, but also often lead to destructive behaviors that create disharmony in the workplace and with our suppliers and customers. The workshop will conclude with simple actions we can take to use our newfound understanding to slay the capacity eating monsters and create the opportunity for harmony in our organizations.
Learning Objectives:
Through multiple activities, participants will discover how capacity is lost in our systems
Participants will be able to logically build the connections between the capacity killers they have experienced and many of the undesirable effects we suffer from in our systems
Participants will be able to identify multiple tactics they could quickly and cheaply implement to significantly transform their system performance in terms of speed of response, lead-time reduction, on-time performance, etc.
Questions
What measures that are commonly in place would need to be changed?
If it is this obvious, why hasn't the problem(s) been addressed already?
How do I get the “right” people to understand these things and agree on the “right” action(s) to take? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2054 |
Conference Proceedings |
|
Application of TOC MTA injections for distribution center capacity increase |
2017 |
Berlin, Germany |
There are many key concepts of TOC: statistical variation and dependency; local versus global focus; the negative effects of multi-tasking; etc. that can be easily conveyed via the use of simple games. In many of our presentations and papers we talk about many of these ideas and even reference some of the games such as the dice game in “The Goal” yet often times the members of the audience have never had the opportunity to actually experience these games, the concepts they convey and see the results. This workshop will make use of simple games and exercises to allow participants the opportunity to explore hands-on, how many of our management driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity and how some simple TOC-based actions can yield significant, immediate and positive results. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participants with tools to take back to their organizations to help their peers experience the same discoveries. |
This workshop will employ several games to help the participants gain a hands-on understanding of what happens in our systems that consumes much of the capacity we thought the system had. Participants will uncover how variability and dependency make it virtually impossible for systems to deliver target outputs. They will learn what is meant by “bad” multi-tasking and how it plagues the project world causing errors and rework, longer than expected lead-times and cost overruns to name a few. They will see how changing our focus from getting things started to getting things finished by encouraging resources who have completed their task to help others finish theirs rather than push for the next thing to start can radically increase the rate of overall task completion. The exercises apply to any environment where work flows from one resource to another whether the resources are dedicated or shared. The learning opportunities apply to organizations private or public, large or small. Each exercise confirms one or more realities that we suffer from in our organizations and will be followed-up with a review of the implications these realities have on us and our stakeholders. Participants will walk away with several simple games they can use in their personal workplaces to help convey many common TOC concepts and the positive impact their implementation can have.
All of the games utilize items that are easily acquired such as dice, cards, paper, etc. They are simple to set-up and run and offer multiple levels of learning and discovery opportunities. Participants will play:
A variation of “The Dice Game” from “The Goal” to experience the effects of variability and dependent events. This will be followed by a second round that illustrates how isolating dependency with a buffer can have a greater impact on system performance than reducing individual process variability.
The “Job Shop Game” to learn how releasing work according to the capacity of the constraint can reveal significant hidden capacity and greatly improve system lead-time and on-time performance.
The “Sixes Game” to learn that the world is not made up of a normal distribution but is skewed and how this impacts worker performance and future time estimates. This will be modified with the “Sixes A-Team Game” to show how having a small dedicated support team and/or assigning workers who have completed their task to help others complete theirs can chop the tail off of difficult project task times and therefor overall project time.
Two different Multi-tasking games (letters, numbers, shapes and, paper tearing) to learn how multi-tasking stretches lead time and drives feast and famine situations relative to project completions over time. The number, leterr shpe version is best for environments where considerable mental effort is needed to keep track of stops and restarts while the paper tearing version is good for environments where there is constant trade-off between speed and quality
Each activity will be followed with a discussion about how the realities exposed impact our systems and, not only consume valuable capacity, but also often lead to destructive behaviors that create disharmony in the workplace and with our suppliers and customers. The workshop will conclude with simple actions we can take to use our newfound understanding to slay the capacity eating monsters and create the opportunity for harmony in our organizations.
Learning Objectives:
Through multiple activities, participants will discover how capacity is lost in our systems
Participants will be able to logically build the connections between the capacity killers they have experienced and many of the undesirable effects we suffer from in our systems
Participants will be able to identify multiple tactics they could quickly and cheaply implement to significantly transform their system performance in terms of speed of response, lead-time reduction, on-time performance, etc.
Questions
What measures that are commonly in place would need to be changed?
If it is this obvious, why hasn't the problem(s) been addressed already?
How do I get the “right” people to understand these things and agree on the “right” action(s) to take? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2055 |
Conference Proceedings |
Johnson, Russ |
The constraint matrix |
2017 |
Berlin, Germany |
Priority leapfrogging is the presenter's term for the constant changing of work priority, whether formally rescheduling or informal decision making at the individual process level that results in the relative priority, place in line, of one individual work order to another constantly changing as the work tries to progress through the production environment. The presenters believe it is the greatest and most overlooked contributor to excessive lead-times and poor due date performance in the production/manufacturing environment. It is the production equivalent to resource contention and bad multi-tasking as the major cause of excessive lead-times, budget overruns and scope loss in the project world. Just as the negative effects of bad multitasking on project lead time grow exponentially with the amount of sharing of resources and number of projects a similar impact occurs in the production environment as you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of order leapfrogging. This presentation utilizes the aid of a spreadsheet-based simulator to explore and better define the impact of priority leapfrogging. |
While the focus of this presentation is in the production/manufacturing environments it is important to set the stage with a couple of sentences about the project world as a reference environment. In the Project Management world we recognize the devastating effects of bad multi-tasking. We even have a modeling software, PM SIM, that lets you see the impacts of variables such as task duration variability along a chain of tasks, Task duration variability on integration points, Student Syndrome, Parkinson's law, the three minute egg rule, failure to report early finishes and the absolutely devastating effects of multi-tasking on both individual and multi-project environments. This simulation software then allows you to see the mitigating effects of applying Critical Chain and Buffer Management to the planning and execution of these same projects resulting in massive improvements in lead time reduction and on time delivery.
The presenters believe there is an “evil twin” in the production/manufacturing world to multi-tasking in the project world and that twin is what we choose to call “Priority Leapfrogging”. Just as the negative effects several bad behaviors impact the lead time of projects with bad multi-tasking topping the list and causing project lead time to grow exponentially with the amount of shared resources and number of projects a similar impact occurs in the production environment. As you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. Work order lead time grows. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of one additional variable, order leapfrogging. Just as multi-tasking passes and amplifies the negatives effects to project lead time, order leapfrogging does the same to multiply the effects of batch size, number of tasks, WIP, etc. on work order lead time and overall system lead time in production/manufacturing environments yet the presenters believe that this multiplying impact is vastly underestimated as to its overall contribution to work order lead time and poor due date performance.
Many TOC practitioners even frequently promote this underestimation of impact to the actual additional lead time created by ""order leapfrogging"" within many DBR/SDBR implementations when we say that green, yellow and red buffer status is sufficient precision for work prioritization when, in reality, within any one of those status colors are multiple work orders that have an actual spectrum, up to a range of 33%, of buffer status in terms of actual percent buffer consumed. We underestimate the impact on increasing work order lead times of treating all ""greens"" as equal priority as it allows for priority leapfrogging to occur between the work orders within that color zone. This priority leapfrogging within the zone will result in increased lead times for individual orders within the system and the system as a whole. This increase is not only significant at an absolute level; it is especially significant at a relative level when you are using lead time and due date performance as your significant competitive advantage.
This presentation utilizes the aid of a spreadsheet based simulator to explore and better define the impact of priority leapfrogging. It shows the impact to order lead-time and WIP when you allow the priority of work to change as it progresses from station to station. It is not as versatile as the Project Management Simulator but is similar in that it lets you see the impact of variables such as the number of steps in the routing, the frequency and amount of rescheduling/re-prioritizing, batch sizes, combining orders to reduce set-ups, etc. It can then show how using DBR/SDBR and Buffer Management stabilizes the system.
Learning Objectives:
Through the use of a spreadsheet based simulator, participants will be able to observe the negative impact of order leapfrogging on lead time and how that is exasperated by combining with other variables in the production environment such as batch size, number of operations, combining orders to reduce set-ups , etc..
Participants will have tangible evidence of the value of having and following a single priority system (SDBR/DBR and Buffer Management)
Participants will be able to extend what they observed to include other variables that might be present in their environment
Participants will be able to identify multiple tactics they could quickly and cheaply implement to significantly transform their system performance in terms of speed of response, lead-time reduction, on-time performance, etc.
Questions
What measures that are commonly in place would need to be changed?
If it is this obvious, why hasn't the problem(s) been addressed already?
How do I get the “right” people to understand these things and agree on the “right” action(s) to take? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2056 |
Conference Proceedings |
Watson, Brian |
The constraint matrix |
2017 |
Berlin, Germany |
Priority leapfrogging is the presenter's term for the constant changing of work priority, whether formally rescheduling or informal decision making at the individual process level that results in the relative priority, place in line, of one individual work order to another constantly changing as the work tries to progress through the production environment. The presenters believe it is the greatest and most overlooked contributor to excessive lead-times and poor due date performance in the production/manufacturing environment. It is the production equivalent to resource contention and bad multi-tasking as the major cause of excessive lead-times, budget overruns and scope loss in the project world. Just as the negative effects of bad multitasking on project lead time grow exponentially with the amount of sharing of resources and number of projects a similar impact occurs in the production environment as you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of order leapfrogging. This presentation utilizes the aid of a spreadsheet-based simulator to explore and better define the impact of priority leapfrogging. |
While the focus of this presentation is in the production/manufacturing environments it is important to set the stage with a couple of sentences about the project world as a reference environment. In the Project Management world we recognize the devastating effects of bad multi-tasking. We even have a modeling software, PM SIM, that lets you see the impacts of variables such as task duration variability along a chain of tasks, Task duration variability on integration points, Student Syndrome, Parkinson's law, the three minute egg rule, failure to report early finishes and the absolutely devastating effects of multi-tasking on both individual and multi-project environments. This simulation software then allows you to see the mitigating effects of applying Critical Chain and Buffer Management to the planning and execution of these same projects resulting in massive improvements in lead time reduction and on time delivery.
The presenters believe there is an “evil twin” in the production/manufacturing world to multi-tasking in the project world and that twin is what we choose to call “Priority Leapfrogging”. Just as the negative effects several bad behaviors impact the lead time of projects with bad multi-tasking topping the list and causing project lead time to grow exponentially with the amount of shared resources and number of projects a similar impact occurs in the production environment. As you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. Work order lead time grows. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of one additional variable, order leapfrogging. Just as multi-tasking passes and amplifies the negatives effects to project lead time, order leapfrogging does the same to multiply the effects of batch size, number of tasks, WIP, etc. on work order lead time and overall system lead time in production/manufacturing environments yet the presenters believe that this multiplying impact is vastly underestimated as to its overall contribution to work order lead time and poor due date performance.
Many TOC practitioners even frequently promote this underestimation of impact to the actual additional lead time created by ""order leapfrogging"" within many DBR/SDBR implementations when we say that green, yellow and red buffer status is sufficient precision for work prioritization when, in reality, within any one of those status colors are multiple work orders that have an actual spectrum, up to a range of 33%, of buffer status in terms of actual percent buffer consumed. We underestimate the impact on increasing work order lead times of treating all ""greens"" as equal priority as it allows for priority leapfrogging to occur between the work orders within that color zone. This priority leapfrogging within the zone will result in increased lead times for individual orders within the system and the system as a whole. This increase is not only significant at an absolute level; it is especially significant at a relative level when you are using lead time and due date performance as your significant competitive advantage.
This presentation utilizes the aid of a spreadsheet based simulator to explore and better define the impact of priority leapfrogging. It shows the impact to order lead-time and WIP when you allow the priority of work to change as it progresses from station to station. It is not as versatile as the Project Management Simulator but is similar in that it lets you see the impact of variables such as the number of steps in the routing, the frequency and amount of rescheduling/re-prioritizing, batch sizes, combining orders to reduce set-ups, etc. It can then show how using DBR/SDBR and Buffer Management stabilizes the system.
Learning Objectives:
Through the use of a spreadsheet based simulator, participants will be able to observe the negative impact of order leapfrogging on lead time and how that is exasperated by combining with other variables in the production environment such as batch size, number of operations, combining orders to reduce set-ups , etc..
Participants will have tangible evidence of the value of having and following a single priority system (SDBR/DBR and Buffer Management)
Participants will be able to extend what they observed to include other variables that might be present in their environment
Participants will be able to identify multiple tactics they could quickly and cheaply implement to significantly transform their system performance in terms of speed of response, lead-time reduction, on-time performance, etc.
Questions
What measures that are commonly in place would need to be changed?
If it is this obvious, why hasn't the problem(s) been addressed already?
How do I get the “right” people to understand these things and agree on the “right” action(s) to take? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2057 |
Conference Proceedings |
|
The red and the green curve: Managing skills for flow |
2017 |
Berlin, Germany |
Priority leapfrogging is the presenter's term for the constant changing of work priority, whether formally rescheduling or informal decision making at the individual process level that results in the relative priority, place in line, of one individual work order to another constantly changing as the work tries to progress through the production environment. The presenters believe it is the greatest and most overlooked contributor to excessive lead-times and poor due date performance in the production/manufacturing environment. It is the production equivalent to resource contention and bad multi-tasking as the major cause of excessive lead-times, budget overruns and scope loss in the project world. Just as the negative effects of bad multitasking on project lead time grow exponentially with the amount of sharing of resources and number of projects a similar impact occurs in the production environment as you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of order leapfrogging. This presentation utilizes the aid of a spreadsheet-based simulator to explore and better define the impact of priority leapfrogging. |
While the focus of this presentation is in the production/manufacturing environments it is important to set the stage with a couple of sentences about the project world as a reference environment. In the Project Management world we recognize the devastating effects of bad multi-tasking. We even have a modeling software, PM SIM, that lets you see the impacts of variables such as task duration variability along a chain of tasks, Task duration variability on integration points, Student Syndrome, Parkinson's law, the three minute egg rule, failure to report early finishes and the absolutely devastating effects of multi-tasking on both individual and multi-project environments. This simulation software then allows you to see the mitigating effects of applying Critical Chain and Buffer Management to the planning and execution of these same projects resulting in massive improvements in lead time reduction and on time delivery.
The presenters believe there is an “evil twin” in the production/manufacturing world to multi-tasking in the project world and that twin is what we choose to call “Priority Leapfrogging”. Just as the negative effects several bad behaviors impact the lead time of projects with bad multi-tasking topping the list and causing project lead time to grow exponentially with the amount of shared resources and number of projects a similar impact occurs in the production environment. As you increase the number of steps the work must go through, the size of batches, the overall level of WIP in the system, etc. Work order lead time grows. TOC practitioners acknowledge the impact of these variables and stress the additional impact of statistical variation and dependency and we recognize the need for a single priority system (buffers and buffer management in DBR). However, the presenters believe we underestimate the impact of one additional variable, order leapfrogging. Just as multi-tasking passes and amplifies the negatives effects to project lead time, order leapfrogging does the same to multiply the effects of batch size, number of tasks, WIP, etc. on work order lead time and overall system lead time in production/manufacturing environments yet the presenters believe that this multiplying impact is vastly underestimated as to its overall contribution to work order lead time and poor due date performance.
Many TOC practitioners even frequently promote this underestimation of impact to the actual additional lead time created by ""order leapfrogging"" within many DBR/SDBR implementations when we say that green, yellow and red buffer status is sufficient precision for work prioritization when, in reality, within any one of those status colors are multiple work orders that have an actual spectrum, up to a range of 33%, of buffer status in terms of actual percent buffer consumed. We underestimate the impact on increasing work order lead times of treating all ""greens"" as equal priority as it allows for priority leapfrogging to occur between the work orders within that color zone. This priority leapfrogging within the zone will result in increased lead times for individual orders within the system and the system as a whole. This increase is not only significant at an absolute level; it is especially significant at a relative level when you are using lead time and due date performance as your significant competitive advantage.
This presentation utilizes the aid of a spreadsheet based simulator to explore and better define the impact of priority leapfrogging. It shows the impact to order lead-time and WIP when you allow the priority of work to change as it progresses from station to station. It is not as versatile as the Project Management Simulator but is similar in that it lets you see the impact of variables such as the number of steps in the routing, the frequency and amount of rescheduling/re-prioritizing, batch sizes, combining orders to reduce set-ups, etc. It can then show how using DBR/SDBR and Buffer Management stabilizes the system.
Learning Objectives:
Through the use of a spreadsheet based simulator, participants will be able to observe the negative impact of order leapfrogging on lead time and how that is exasperated by combining with other variables in the production environment such as batch size, number of operations, combining orders to reduce set-ups , etc..
Participants will have tangible evidence of the value of having and following a single priority system (SDBR/DBR and Buffer Management)
Participants will be able to extend what they observed to include other variables that might be present in their environment
Participants will be able to identify multiple tactics they could quickly and cheaply implement to significantly transform their system performance in terms of speed of response, lead-time reduction, on-time performance, etc.
Questions
What measures that are commonly in place would need to be changed?
If it is this obvious, why hasn't the problem(s) been addressed already?
How do I get the “right” people to understand these things and agree on the “right” action(s) to take? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2058 |
Conference Proceedings |
Cherukara, Antony |
The red and the green curve: Managing skills for flow |
2017 |
Berlin, Germany |
KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ""pump-sets"", an equipment required essentially, by farmers in rural India, for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. Their TOC journey started about 3 years ago. This case study depicts 'subordination' journey of CIBU in order to reach to every potential customer in rural India. Rural India, where the markets are scattered over a large land area creating significant logistical challenges for branded products to reach out to every nook and corner of the country. Rural India, where for any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Rural India, where due to illiteracy, the consumer can hardly make out a spurious brand from an original one, and where, a ""Kirloskar Type"" pump-set is most common. The journey shows how limitless subordination to exploiting the constraint, a customer, helps in developing and deploying true win-win solutions. And, even sky is not the limit! |
Kirloskar Oil Engines Limited: Crop Irrigation Business
‘Kirloskar' is a highly respected brand in Indian market, which started its operations more than a century ago with manufacturing of farming equipment. Kirloskar Oil Engines Limited (KOEL) is the flagship company of now diversified ‘Kirloskar' group. KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ‘Pump-sets', an equipment, required essentially by farmers for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. TOC journey at CIBU started about 3 years ago.
Environment
Rural India, about 65% of Indian population driven mainly by agriculture, is scattered over a large land area, which creates significant logistical challenges for branded products to reach out to every nook and corner of the country. Distribution being costly affair, the pump-set industry operates through ‘Dealerships', who sell the equipment to end customer from their own shop, severely constraining the last mile reach. Hence, for of any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Due to illiteracy, the consumer can hardly make out a spurious brand from an original one. A ‘Kirloskar Type' pump-set is most common. Due to similarity of products, even spares are interchangeable between the brands.
Before TOC Implementation, CIBU had a similar channel structure with about 250 direct dealers, most of them exclusive for CIBU's pump-sets. The company also had about 100 dealers for their spares and oil business. Few channel partners were common for both Pump-set and Spares & Oil.
Objective
The objective of TOC Implementation was to make desired range of CIBU products (both Pump-sets and Spares & Oil) available in hinterlands of India to reach every potential customer.
Primary Solution
The traditional solution of Make-to-Availability (MTA), for distribution with seasonality, was deployed; manufacturing of pump-sets and procurement of spares & oil against consumption from CWH / Depots, followed by replenishment to ‘dealerships' instead of forecasted orders. The pull based replenishment at ‘dealerships' reduced their inventory by 50% and improved the daily availability to high 90s, thereby significantly improving their Return On Investment (ROI).
After subordinating to create availability at ‘dealerships', the obvious next step to reach every potential customer was to distribute products to all potential retail counters in the market.
Major Obstacles
Offering replenishment to retailers required a ‘dealership sales representative (DSR)' visiting all the potential retailers in the territory ‘at least on a weekly beat', along with a delivery van to ensure ‘next day door delivery' to retailers. For successful implementation and sustenance in future, it was necessary that the dealerships retain the higher ROI. Here, CIBU faced significant challenges,
Unprofitable Distribution: The dealers being counter-sellers did not have any infrastructure to support distribution. A dedicated DSR, delivery van and warehousing would add to the expenses of dealer. As the dealers were exclusive, the recovery of expenses depended on margins made from CIBU products. Moreover, the percentage of margins made in distribution would be significantly lesser than that made by counter-selling. The existing range of products at most of the dealers was not sufficient to cover these distribution expenses.
Area of Coverage: In traditional push system, the only way to increase the business of a dealer was to assign larger territory. In the new paradigm, on one hand, when effective distribution required reach to a village-level retailer, the dispersed market-centers in a larger territory would be expensive. On the other hand, reduction in territory would reduce the overall business.
Seasonality of Products: The sale of products is highly seasonal, dependent on the monsoon and crops in a region. The consumption in the market during off-season is significantly lower. The expenses, during the low consumption time, for weekly visit and delivery to replenish the consumption at retailers, would be more than the margin made, risking the sustenance. Non-availability of products at retailers during off-season would result in loss of sale. Breaking the rhythm of weekly beat for off-season would also endanger sustenance even during season.
Subordination
The most difficult part of TOC Implementation is ‘Subordinating' to the decision of ‘exploiting the constraint', here Customer. In distribution, it meant ensuring daily availability of our products at every relevant point of sale, thereby giving no opportunity to the customer not to get the desired product. Replenishment to the retailers eliminates unavailability in three ways,
it nearly eliminates the stock-outs at retailers; and
it releases the cash and space at retailers by reducing inventory of existing products thereby enabling the retailer to increase range; and
it adds more retailers in fold without any significant risk for both retailer and dealership
Following steps are taken to ensure customer reach,
Product focused dealers; really? - The dealerships for Pump-set and Spare & Oil catered to many common retailers in a market-center. CIBU challenged the need of ‘product focused dealers'. Reduction in inventory by replenishment, gave CIBU the flexibility to aggregate various products (Pump-sets, Spares and Oil) at one dealer without increasing working capital. The standard SOP of retailer replenishment enabled use of same resources for all variety of products, generating more sales from smaller area. CIBU rolled out ‘One District One Distributor' policy, reducing the area of dealer, but significantly increasing portfolio.
Protecting the Down-side - The throughput made by CIBU on every additional unit sold is significantly higher than the trade margin made by a dealer on distribution of the product. Hence, the break-even point for CIBU to cover additional cost of DSR and delivery van is much lower than for a dealer. CIBU rolled-out a mafia offer on ‘Minimum ROI Guarantee' to their dealers to protect any down-side for them.
Additional Off-season Products - CIBU further exploited the released working capital at a dealership as well as retailers by adding off-seasonal products like automobile oil, adhesives, cables, alternators etc. which can be sold during ‘off-season' from the same retailers in the market-centers.
Outcomes
In last two years, more than 150 distributors (about 30%) have already accepted the offer and rolled-out replenishment to retailer. Further rollout is still in progress.
Six times increase in reach: CIBU has been able to create a network of more than 20,000 active retailers up from about 3200 span India two years ago.
Even when the industry wide sale is continually declining, CIBU has been able to increase the sale and market share over last couple of years.
Subordination!!! what next?
In the area where CIBU is market leader, the replenishment offer has significantly increased the number of retailers keeping ‘Kirloskar' Pump-sets, however, in the area where CIBU is a distant follower, many of the retailers have refused to keep due to very low demand for ‘Kirloskar' brand.
Non-availability of CIBU pump-set at these retailers is taking away the opportunity for the customer to get desired pump-set. To ensure reach to these customers, CIBU is set to continue on the path of subordination by creating reference installations in the villages of such markets, thereby influencing the demand in the market. The demand coupled with replenishment will create ‘win-win' situation for the retailers.
And, even sky is not the limit…!!! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2059 |
Conference Proceedings |
Joshi, Milind |
Critical chain project management advanced workshop: Creating competitive advantage |
2017 |
Berlin, Germany |
KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ""pump-sets"", an equipment required essentially, by farmers in rural India, for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. Their TOC journey started about 3 years ago. This case study depicts 'subordination' journey of CIBU in order to reach to every potential customer in rural India. Rural India, where the markets are scattered over a large land area creating significant logistical challenges for branded products to reach out to every nook and corner of the country. Rural India, where for any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Rural India, where due to illiteracy, the consumer can hardly make out a spurious brand from an original one, and where, a ""Kirloskar Type"" pump-set is most common. The journey shows how limitless subordination to exploiting the constraint, a customer, helps in developing and deploying true win-win solutions. And, even sky is not the limit! |
Kirloskar Oil Engines Limited: Crop Irrigation Business
‘Kirloskar' is a highly respected brand in Indian market, which started its operations more than a century ago with manufacturing of farming equipment. Kirloskar Oil Engines Limited (KOEL) is the flagship company of now diversified ‘Kirloskar' group. KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ‘Pump-sets', an equipment, required essentially by farmers for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. TOC journey at CIBU started about 3 years ago.
Environment
Rural India, about 65% of Indian population driven mainly by agriculture, is scattered over a large land area, which creates significant logistical challenges for branded products to reach out to every nook and corner of the country. Distribution being costly affair, the pump-set industry operates through ‘Dealerships', who sell the equipment to end customer from their own shop, severely constraining the last mile reach. Hence, for of any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Due to illiteracy, the consumer can hardly make out a spurious brand from an original one. A ‘Kirloskar Type' pump-set is most common. Due to similarity of products, even spares are interchangeable between the brands.
Before TOC Implementation, CIBU had a similar channel structure with about 250 direct dealers, most of them exclusive for CIBU's pump-sets. The company also had about 100 dealers for their spares and oil business. Few channel partners were common for both Pump-set and Spares & Oil.
Objective
The objective of TOC Implementation was to make desired range of CIBU products (both Pump-sets and Spares & Oil) available in hinterlands of India to reach every potential customer.
Primary Solution
The traditional solution of Make-to-Availability (MTA), for distribution with seasonality, was deployed; manufacturing of pump-sets and procurement of spares & oil against consumption from CWH / Depots, followed by replenishment to ‘dealerships' instead of forecasted orders. The pull based replenishment at ‘dealerships' reduced their inventory by 50% and improved the daily availability to high 90s, thereby significantly improving their Return On Investment (ROI).
After subordinating to create availability at ‘dealerships', the obvious next step to reach every potential customer was to distribute products to all potential retail counters in the market.
Major Obstacles
Offering replenishment to retailers required a ‘dealership sales representative (DSR)' visiting all the potential retailers in the territory ‘at least on a weekly beat', along with a delivery van to ensure ‘next day door delivery' to retailers. For successful implementation and sustenance in future, it was necessary that the dealerships retain the higher ROI. Here, CIBU faced significant challenges,
Unprofitable Distribution: The dealers being counter-sellers did not have any infrastructure to support distribution. A dedicated DSR, delivery van and warehousing would add to the expenses of dealer. As the dealers were exclusive, the recovery of expenses depended on margins made from CIBU products. Moreover, the percentage of margins made in distribution would be significantly lesser than that made by counter-selling. The existing range of products at most of the dealers was not sufficient to cover these distribution expenses.
Area of Coverage: In traditional push system, the only way to increase the business of a dealer was to assign larger territory. In the new paradigm, on one hand, when effective distribution required reach to a village-level retailer, the dispersed market-centers in a larger territory would be expensive. On the other hand, reduction in territory would reduce the overall business.
Seasonality of Products: The sale of products is highly seasonal, dependent on the monsoon and crops in a region. The consumption in the market during off-season is significantly lower. The expenses, during the low consumption time, for weekly visit and delivery to replenish the consumption at retailers, would be more than the margin made, risking the sustenance. Non-availability of products at retailers during off-season would result in loss of sale. Breaking the rhythm of weekly beat for off-season would also endanger sustenance even during season.
Subordination
The most difficult part of TOC Implementation is ‘Subordinating' to the decision of ‘exploiting the constraint', here Customer. In distribution, it meant ensuring daily availability of our products at every relevant point of sale, thereby giving no opportunity to the customer not to get the desired product. Replenishment to the retailers eliminates unavailability in three ways,
it nearly eliminates the stock-outs at retailers; and
it releases the cash and space at retailers by reducing inventory of existing products thereby enabling the retailer to increase range; and
it adds more retailers in fold without any significant risk for both retailer and dealership
Following steps are taken to ensure customer reach,
Product focused dealers; really? - The dealerships for Pump-set and Spare & Oil catered to many common retailers in a market-center. CIBU challenged the need of ‘product focused dealers'. Reduction in inventory by replenishment, gave CIBU the flexibility to aggregate various products (Pump-sets, Spares and Oil) at one dealer without increasing working capital. The standard SOP of retailer replenishment enabled use of same resources for all variety of products, generating more sales from smaller area. CIBU rolled out ‘One District One Distributor' policy, reducing the area of dealer, but significantly increasing portfolio.
Protecting the Down-side - The throughput made by CIBU on every additional unit sold is significantly higher than the trade margin made by a dealer on distribution of the product. Hence, the break-even point for CIBU to cover additional cost of DSR and delivery van is much lower than for a dealer. CIBU rolled-out a mafia offer on ‘Minimum ROI Guarantee' to their dealers to protect any down-side for them.
Additional Off-season Products - CIBU further exploited the released working capital at a dealership as well as retailers by adding off-seasonal products like automobile oil, adhesives, cables, alternators etc. which can be sold during ‘off-season' from the same retailers in the market-centers.
Outcomes
In last two years, more than 150 distributors (about 30%) have already accepted the offer and rolled-out replenishment to retailer. Further rollout is still in progress.
Six times increase in reach: CIBU has been able to create a network of more than 20,000 active retailers up from about 3200 span India two years ago.
Even when the industry wide sale is continually declining, CIBU has been able to increase the sale and market share over last couple of years.
Subordination!!! what next?
In the area where CIBU is market leader, the replenishment offer has significantly increased the number of retailers keeping ‘Kirloskar' Pump-sets, however, in the area where CIBU is a distant follower, many of the retailers have refused to keep due to very low demand for ‘Kirloskar' brand.
Non-availability of CIBU pump-set at these retailers is taking away the opportunity for the customer to get desired pump-set. To ensure reach to these customers, CIBU is set to continue on the path of subordination by creating reference installations in the villages of such markets, thereby influencing the demand in the market. The demand coupled with replenishment will create ‘win-win' situation for the retailers.
And, even sky is not the limit…!!! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2060 |
Conference Proceedings |
Gyan, Deepankar Shree |
Critical chain project management advanced workshop: Creating competitive advantage |
2017 |
Berlin, Germany |
KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ""pump-sets"", an equipment required essentially, by farmers in rural India, for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. Their TOC journey started about 3 years ago. This case study depicts 'subordination' journey of CIBU in order to reach to every potential customer in rural India. Rural India, where the markets are scattered over a large land area creating significant logistical challenges for branded products to reach out to every nook and corner of the country. Rural India, where for any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Rural India, where due to illiteracy, the consumer can hardly make out a spurious brand from an original one, and where, a ""Kirloskar Type"" pump-set is most common. The journey shows how limitless subordination to exploiting the constraint, a customer, helps in developing and deploying true win-win solutions. And, even sky is not the limit! |
Kirloskar Oil Engines Limited: Crop Irrigation Business
‘Kirloskar' is a highly respected brand in Indian market, which started its operations more than a century ago with manufacturing of farming equipment. Kirloskar Oil Engines Limited (KOEL) is the flagship company of now diversified ‘Kirloskar' group. KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ‘Pump-sets', an equipment, required essentially by farmers for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. TOC journey at CIBU started about 3 years ago.
Environment
Rural India, about 65% of Indian population driven mainly by agriculture, is scattered over a large land area, which creates significant logistical challenges for branded products to reach out to every nook and corner of the country. Distribution being costly affair, the pump-set industry operates through ‘Dealerships', who sell the equipment to end customer from their own shop, severely constraining the last mile reach. Hence, for of any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Due to illiteracy, the consumer can hardly make out a spurious brand from an original one. A ‘Kirloskar Type' pump-set is most common. Due to similarity of products, even spares are interchangeable between the brands.
Before TOC Implementation, CIBU had a similar channel structure with about 250 direct dealers, most of them exclusive for CIBU's pump-sets. The company also had about 100 dealers for their spares and oil business. Few channel partners were common for both Pump-set and Spares & Oil.
Objective
The objective of TOC Implementation was to make desired range of CIBU products (both Pump-sets and Spares & Oil) available in hinterlands of India to reach every potential customer.
Primary Solution
The traditional solution of Make-to-Availability (MTA), for distribution with seasonality, was deployed; manufacturing of pump-sets and procurement of spares & oil against consumption from CWH / Depots, followed by replenishment to ‘dealerships' instead of forecasted orders. The pull based replenishment at ‘dealerships' reduced their inventory by 50% and improved the daily availability to high 90s, thereby significantly improving their Return On Investment (ROI).
After subordinating to create availability at ‘dealerships', the obvious next step to reach every potential customer was to distribute products to all potential retail counters in the market.
Major Obstacles
Offering replenishment to retailers required a ‘dealership sales representative (DSR)' visiting all the potential retailers in the territory ‘at least on a weekly beat', along with a delivery van to ensure ‘next day door delivery' to retailers. For successful implementation and sustenance in future, it was necessary that the dealerships retain the higher ROI. Here, CIBU faced significant challenges,
Unprofitable Distribution: The dealers being counter-sellers did not have any infrastructure to support distribution. A dedicated DSR, delivery van and warehousing would add to the expenses of dealer. As the dealers were exclusive, the recovery of expenses depended on margins made from CIBU products. Moreover, the percentage of margins made in distribution would be significantly lesser than that made by counter-selling. The existing range of products at most of the dealers was not sufficient to cover these distribution expenses.
Area of Coverage: In traditional push system, the only way to increase the business of a dealer was to assign larger territory. In the new paradigm, on one hand, when effective distribution required reach to a village-level retailer, the dispersed market-centers in a larger territory would be expensive. On the other hand, reduction in territory would reduce the overall business.
Seasonality of Products: The sale of products is highly seasonal, dependent on the monsoon and crops in a region. The consumption in the market during off-season is significantly lower. The expenses, during the low consumption time, for weekly visit and delivery to replenish the consumption at retailers, would be more than the margin made, risking the sustenance. Non-availability of products at retailers during off-season would result in loss of sale. Breaking the rhythm of weekly beat for off-season would also endanger sustenance even during season.
Subordination
The most difficult part of TOC Implementation is ‘Subordinating' to the decision of ‘exploiting the constraint', here Customer. In distribution, it meant ensuring daily availability of our products at every relevant point of sale, thereby giving no opportunity to the customer not to get the desired product. Replenishment to the retailers eliminates unavailability in three ways,
it nearly eliminates the stock-outs at retailers; and
it releases the cash and space at retailers by reducing inventory of existing products thereby enabling the retailer to increase range; and
it adds more retailers in fold without any significant risk for both retailer and dealership
Following steps are taken to ensure customer reach,
Product focused dealers; really? - The dealerships for Pump-set and Spare & Oil catered to many common retailers in a market-center. CIBU challenged the need of ‘product focused dealers'. Reduction in inventory by replenishment, gave CIBU the flexibility to aggregate various products (Pump-sets, Spares and Oil) at one dealer without increasing working capital. The standard SOP of retailer replenishment enabled use of same resources for all variety of products, generating more sales from smaller area. CIBU rolled out ‘One District One Distributor' policy, reducing the area of dealer, but significantly increasing portfolio.
Protecting the Down-side - The throughput made by CIBU on every additional unit sold is significantly higher than the trade margin made by a dealer on distribution of the product. Hence, the break-even point for CIBU to cover additional cost of DSR and delivery van is much lower than for a dealer. CIBU rolled-out a mafia offer on ‘Minimum ROI Guarantee' to their dealers to protect any down-side for them.
Additional Off-season Products - CIBU further exploited the released working capital at a dealership as well as retailers by adding off-seasonal products like automobile oil, adhesives, cables, alternators etc. which can be sold during ‘off-season' from the same retailers in the market-centers.
Outcomes
In last two years, more than 150 distributors (about 30%) have already accepted the offer and rolled-out replenishment to retailer. Further rollout is still in progress.
Six times increase in reach: CIBU has been able to create a network of more than 20,000 active retailers up from about 3200 span India two years ago.
Even when the industry wide sale is continually declining, CIBU has been able to increase the sale and market share over last couple of years.
Subordination!!! what next?
In the area where CIBU is market leader, the replenishment offer has significantly increased the number of retailers keeping ‘Kirloskar' Pump-sets, however, in the area where CIBU is a distant follower, many of the retailers have refused to keep due to very low demand for ‘Kirloskar' brand.
Non-availability of CIBU pump-set at these retailers is taking away the opportunity for the customer to get desired pump-set. To ensure reach to these customers, CIBU is set to continue on the path of subordination by creating reference installations in the villages of such markets, thereby influencing the demand in the market. The demand coupled with replenishment will create ‘win-win' situation for the retailers.
And, even sky is not the limit…!!! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2061 |
Conference Proceedings |
|
Microsoft supply chain implementation |
2017 |
Berlin, Germany |
KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ""pump-sets"", an equipment required essentially, by farmers in rural India, for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. Their TOC journey started about 3 years ago. This case study depicts 'subordination' journey of CIBU in order to reach to every potential customer in rural India. Rural India, where the markets are scattered over a large land area creating significant logistical challenges for branded products to reach out to every nook and corner of the country. Rural India, where for any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Rural India, where due to illiteracy, the consumer can hardly make out a spurious brand from an original one, and where, a ""Kirloskar Type"" pump-set is most common. The journey shows how limitless subordination to exploiting the constraint, a customer, helps in developing and deploying true win-win solutions. And, even sky is not the limit! |
Kirloskar Oil Engines Limited: Crop Irrigation Business
‘Kirloskar' is a highly respected brand in Indian market, which started its operations more than a century ago with manufacturing of farming equipment. Kirloskar Oil Engines Limited (KOEL) is the flagship company of now diversified ‘Kirloskar' group. KOEL's Crop Irrigation Business (CIBU) is India's largest manufacturer of Diesel Engine based ‘Pump-sets', an equipment, required essentially by farmers for pumping water in farm-fields. CIBU also provides a wide variety of spares and oil required for periodic maintenance of its products. TOC journey at CIBU started about 3 years ago.
Environment
Rural India, about 65% of Indian population driven mainly by agriculture, is scattered over a large land area, which creates significant logistical challenges for branded products to reach out to every nook and corner of the country. Distribution being costly affair, the pump-set industry operates through ‘Dealerships', who sell the equipment to end customer from their own shop, severely constraining the last mile reach. Hence, for of any branded product, there are many local variants, which are readily available and cheaper; hence, more desirable. Due to illiteracy, the consumer can hardly make out a spurious brand from an original one. A ‘Kirloskar Type' pump-set is most common. Due to similarity of products, even spares are interchangeable between the brands.
Before TOC Implementation, CIBU had a similar channel structure with about 250 direct dealers, most of them exclusive for CIBU's pump-sets. The company also had about 100 dealers for their spares and oil business. Few channel partners were common for both Pump-set and Spares & Oil.
Objective
The objective of TOC Implementation was to make desired range of CIBU products (both Pump-sets and Spares & Oil) available in hinterlands of India to reach every potential customer.
Primary Solution
The traditional solution of Make-to-Availability (MTA), for distribution with seasonality, was deployed; manufacturing of pump-sets and procurement of spares & oil against consumption from CWH / Depots, followed by replenishment to ‘dealerships' instead of forecasted orders. The pull based replenishment at ‘dealerships' reduced their inventory by 50% and improved the daily availability to high 90s, thereby significantly improving their Return On Investment (ROI).
After subordinating to create availability at ‘dealerships', the obvious next step to reach every potential customer was to distribute products to all potential retail counters in the market.
Major Obstacles
Offering replenishment to retailers required a ‘dealership sales representative (DSR)' visiting all the potential retailers in the territory ‘at least on a weekly beat', along with a delivery van to ensure ‘next day door delivery' to retailers. For successful implementation and sustenance in future, it was necessary that the dealerships retain the higher ROI. Here, CIBU faced significant challenges,
Unprofitable Distribution: The dealers being counter-sellers did not have any infrastructure to support distribution. A dedicated DSR, delivery van and warehousing would add to the expenses of dealer. As the dealers were exclusive, the recovery of expenses depended on margins made from CIBU products. Moreover, the percentage of margins made in distribution would be significantly lesser than that made by counter-selling. The existing range of products at most of the dealers was not sufficient to cover these distribution expenses.
Area of Coverage: In traditional push system, the only way to increase the business of a dealer was to assign larger territory. In the new paradigm, on one hand, when effective distribution required reach to a village-level retailer, the dispersed market-centers in a larger territory would be expensive. On the other hand, reduction in territory would reduce the overall business.
Seasonality of Products: The sale of products is highly seasonal, dependent on the monsoon and crops in a region. The consumption in the market during off-season is significantly lower. The expenses, during the low consumption time, for weekly visit and delivery to replenish the consumption at retailers, would be more than the margin made, risking the sustenance. Non-availability of products at retailers during off-season would result in loss of sale. Breaking the rhythm of weekly beat for off-season would also endanger sustenance even during season.
Subordination
The most difficult part of TOC Implementation is ‘Subordinating' to the decision of ‘exploiting the constraint', here Customer. In distribution, it meant ensuring daily availability of our products at every relevant point of sale, thereby giving no opportunity to the customer not to get the desired product. Replenishment to the retailers eliminates unavailability in three ways,
it nearly eliminates the stock-outs at retailers; and
it releases the cash and space at retailers by reducing inventory of existing products thereby enabling the retailer to increase range; and
it adds more retailers in fold without any significant risk for both retailer and dealership
Following steps are taken to ensure customer reach,
Product focused dealers; really? - The dealerships for Pump-set and Spare & Oil catered to many common retailers in a market-center. CIBU challenged the need of ‘product focused dealers'. Reduction in inventory by replenishment, gave CIBU the flexibility to aggregate various products (Pump-sets, Spares and Oil) at one dealer without increasing working capital. The standard SOP of retailer replenishment enabled use of same resources for all variety of products, generating more sales from smaller area. CIBU rolled out ‘One District One Distributor' policy, reducing the area of dealer, but significantly increasing portfolio.
Protecting the Down-side - The throughput made by CIBU on every additional unit sold is significantly higher than the trade margin made by a dealer on distribution of the product. Hence, the break-even point for CIBU to cover additional cost of DSR and delivery van is much lower than for a dealer. CIBU rolled-out a mafia offer on ‘Minimum ROI Guarantee' to their dealers to protect any down-side for them.
Additional Off-season Products - CIBU further exploited the released working capital at a dealership as well as retailers by adding off-seasonal products like automobile oil, adhesives, cables, alternators etc. which can be sold during ‘off-season' from the same retailers in the market-centers.
Outcomes
In last two years, more than 150 distributors (about 30%) have already accepted the offer and rolled-out replenishment to retailer. Further rollout is still in progress.
Six times increase in reach: CIBU has been able to create a network of more than 20,000 active retailers up from about 3200 span India two years ago.
Even when the industry wide sale is continually declining, CIBU has been able to increase the sale and market share over last couple of years.
Subordination!!! what next?
In the area where CIBU is market leader, the replenishment offer has significantly increased the number of retailers keeping ‘Kirloskar' Pump-sets, however, in the area where CIBU is a distant follower, many of the retailers have refused to keep due to very low demand for ‘Kirloskar' brand.
Non-availability of CIBU pump-set at these retailers is taking away the opportunity for the customer to get desired pump-set. To ensure reach to these customers, CIBU is set to continue on the path of subordination by creating reference installations in the villages of such markets, thereby influencing the demand in the market. The demand coupled with replenishment will create ‘win-win' situation for the retailers.
And, even sky is not the limit…!!! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2062 |
Conference Proceedings |
Khatib, Haell |
Microsoft supply chain implementation |
2017 |
Berlin, Germany |
With the CCPM methodology, task durations are aggressive since safety is pulled out and placed at the end of a chain as a buffer, thus shifting task start dates. In order for the CCPM to be widely accepted, organizations implementing CCPM need to build a bridge to connect the CCPM aggressive task start dates to the typical expected start dates used in Project Management Institute (PMI) practices. These dates play important roles in various areas of project management. One of these functions is a GANTT chart that is widely used in communication of expected dates / milestones to customers. Another area is resource management in the project planning cycle across business and enterprise project management offices (PMOs). To bridge this gap between PMI practices and CCPM methodology pertaining to task start dates, CCPM technology solutions need to produce approximate task start dates. These dates will be used throughout the project life cycle to summarize durations and dates for resource planning and management and to communicate dates through GANTT charts to customers that are not familiar with CCPM. At the same time, policies should be put in place to sustain the CCPM behavior of aggressive task starts, keeping away the potential of falling back into practicing undesirable behaviors such as the student syndrome and Parkinson's law. |
CMS Montera provides consulting and software to help clients accelerate projects and solve problems in operations and supply chain. Our clients are typically in manufacturing, distribution, engineering and project management. By having greater visibility and synchronization of their business, clients are able to solve problems related to lead times, forecast, inventory, capacity, on-time delivery, speed of product development and market focus.
In 2004, CMS Montera began the development of its Manufacturing and Project Management software called CMS RoadRunner. What was once a small “DBR Software” whose first schedule was displayed in a DOS Screen and survived the rigorous testing challenges of Eli Schragenheim, has evolved into an all- encompassing enterprise-wide TOC solution software with four primary modules:
Mx – Production Planning and Execution based on Drum Buffer Rope and Buffer Management
Rx – Inventory and Supply Management based on Demand Driven Replenishment
Px – Project Execution based on Critical Chain
Bx – Business Performance analysis combining a TOC-based Operations Scorecard with Throughput Accounting.
CMS RoadRunner is currently implemented in many locations across North and South America, Europe and the Middle East.
The Concept of the Technological solution that this presentation will address is in an area where we have recently devoted a great deal of time and resources to solve the considerable challenges. This area is using technology to help organizations that manage projects as part of their business see realistic task start dates for resource management and for communication with customers. With the CCPM methodology, task durations are aggressive since safety is pulled out and placed at the end of a chain as a buffer, thus shifting task start dates. In order for the CCPM to be widely accepted, organizations implementing CCPM need to build a bridge to connect the CCPM aggressive task start dates to the typical expected start dates used in PMI practices. These dates play important role in various areas of project management. One of these functions is a GANTT chart that is widely used in communication of expected dates / milestones to customers. Another area is Resource Management in the project planning cycle across business and enterprise project management offices (PMOs).
1 – What is the Power of the new technology?
The power of the technology, is the ability to easily convert “aggressive task start dates” in a typical CCPM based buffered project to “expected” start dates with safety inserted back into tasks at various stages of the project life cycle.
2 – What current limitation does the new technology eliminate or vastly reduce?
In CCPM implementations, task execution becomes the priority driven by flow index and delays caused at a task or a chain level. Start dates of these tasks are uncertain as safety has been removed and placed as a buffer at end of a chain. This practice results in a difficult resource planning process, especially in a project with long duration. In a typical GANTT chart approach, dates are communicated to customers using PMI practices based on expected (and often wrong) dates. However, displaying aggressive start dates in a CCPM practice is not easy since most customers are not aware of the methodology.
The new technology, needs to be able convert CCPM buffered projects to an “unbuffered GANTT” allowing communication of expected tasks dates, therefore vastly reducing problems with project and resource planning on both sides.
3 – What policies, norms, measurements and behaviors are used to bypass the above limitation.
Currently, many organizations that have implemented CCPM estimate resource requirements. This is based on various spreadsheets and other software, unrelated to the CCPM software, used to compute an approximation of resource requirements and dates for GANTT.
4 - What policies, norms and behaviors should be used once the new technology is in place?
Once the new technology is in place, estimated start dates should be calculated incorporating safety within tasks. These dates should strictly be used for overall resource management and communication with customers. Various policies should be put in place to sustain the CCPM behavior of aggressive task starts, keeping away the potential of falling back into practicing undesirable behaviors such as student syndrome and Parkinson. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2063 |
Conference Proceedings |
|
Microsoft supply chain implementation |
2017 |
Berlin, Germany |
With the CCPM methodology, task durations are aggressive since safety is pulled out and placed at the end of a chain as a buffer, thus shifting task start dates. In order for the CCPM to be widely accepted, organizations implementing CCPM need to build a bridge to connect the CCPM aggressive task start dates to the typical expected start dates used in Project Management Institute (PMI) practices. These dates play important roles in various areas of project management. One of these functions is a GANTT chart that is widely used in communication of expected dates / milestones to customers. Another area is resource management in the project planning cycle across business and enterprise project management offices (PMOs). To bridge this gap between PMI practices and CCPM methodology pertaining to task start dates, CCPM technology solutions need to produce approximate task start dates. These dates will be used throughout the project life cycle to summarize durations and dates for resource planning and management and to communicate dates through GANTT charts to customers that are not familiar with CCPM. At the same time, policies should be put in place to sustain the CCPM behavior of aggressive task starts, keeping away the potential of falling back into practicing undesirable behaviors such as the student syndrome and Parkinson's law. |
CMS Montera provides consulting and software to help clients accelerate projects and solve problems in operations and supply chain. Our clients are typically in manufacturing, distribution, engineering and project management. By having greater visibility and synchronization of their business, clients are able to solve problems related to lead times, forecast, inventory, capacity, on-time delivery, speed of product development and market focus.
In 2004, CMS Montera began the development of its Manufacturing and Project Management software called CMS RoadRunner. What was once a small “DBR Software” whose first schedule was displayed in a DOS Screen and survived the rigorous testing challenges of Eli Schragenheim, has evolved into an all- encompassing enterprise-wide TOC solution software with four primary modules:
Mx – Production Planning and Execution based on Drum Buffer Rope and Buffer Management
Rx – Inventory and Supply Management based on Demand Driven Replenishment
Px – Project Execution based on Critical Chain
Bx – Business Performance analysis combining a TOC-based Operations Scorecard with Throughput Accounting.
CMS RoadRunner is currently implemented in many locations across North and South America, Europe and the Middle East.
The Concept of the Technological solution that this presentation will address is in an area where we have recently devoted a great deal of time and resources to solve the considerable challenges. This area is using technology to help organizations that manage projects as part of their business see realistic task start dates for resource management and for communication with customers. With the CCPM methodology, task durations are aggressive since safety is pulled out and placed at the end of a chain as a buffer, thus shifting task start dates. In order for the CCPM to be widely accepted, organizations implementing CCPM need to build a bridge to connect the CCPM aggressive task start dates to the typical expected start dates used in PMI practices. These dates play important role in various areas of project management. One of these functions is a GANTT chart that is widely used in communication of expected dates / milestones to customers. Another area is Resource Management in the project planning cycle across business and enterprise project management offices (PMOs).
1 – What is the Power of the new technology?
The power of the technology, is the ability to easily convert “aggressive task start dates” in a typical CCPM based buffered project to “expected” start dates with safety inserted back into tasks at various stages of the project life cycle.
2 – What current limitation does the new technology eliminate or vastly reduce?
In CCPM implementations, task execution becomes the priority driven by flow index and delays caused at a task or a chain level. Start dates of these tasks are uncertain as safety has been removed and placed as a buffer at end of a chain. This practice results in a difficult resource planning process, especially in a project with long duration. In a typical GANTT chart approach, dates are communicated to customers using PMI practices based on expected (and often wrong) dates. However, displaying aggressive start dates in a CCPM practice is not easy since most customers are not aware of the methodology.
The new technology, needs to be able convert CCPM buffered projects to an “unbuffered GANTT” allowing communication of expected tasks dates, therefore vastly reducing problems with project and resource planning on both sides.
3 – What policies, norms, measurements and behaviors are used to bypass the above limitation.
Currently, many organizations that have implemented CCPM estimate resource requirements. This is based on various spreadsheets and other software, unrelated to the CCPM software, used to compute an approximation of resource requirements and dates for GANTT.
4 - What policies, norms and behaviors should be used once the new technology is in place?
Once the new technology is in place, estimated start dates should be calculated incorporating safety within tasks. These dates should strictly be used for overall resource management and communication with customers. Various policies should be put in place to sustain the CCPM behavior of aggressive task starts, keeping away the potential of falling back into practicing undesirable behaviors such as student syndrome and Parkinson. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2064 |
Conference Proceedings |
Kolotov, Andriy |
A made to measure and made to order – the new fashion formula – from sheep to suit |
2017 |
Berlin, Germany |
What is the problem? A huge distributor of pharmaceutical goods serves more than 10 thousands retail stores and hospitals as well as 300 of their own retail drug stores is implementing the TOC supply chain solution. It required the company to shift from a push inventory system based on forecasts to pull replenishment based on actual demand. This change required the ability of the company's distribution center (DC) employees to pick 3 times more lines than ever daily. The DC keeps 8500 SKU. The most obvious and easiest solution is: 1) to increase the DC capital equipment, 2) increase of personnel, 3) increase the number of shifts per day. But such an “easy” solution immediately requires an increase in investment and operational costs. Initially it looks quite difficult taking into account also the fact that ??? supply chain solution was initiated to increase net profit. The direction of the solution. We've assumed in our analysis that current operational processes at the DC were based on local efficiency policies which ate into its capacity. The task then was to change the DC processes in a way that will increase capacity significantly without additional investment and with a minimal increase in operational costs. The DC of a huge distribution company has many undesirable effects (UDEs) like: 1) a huge investment into capacity and equipment, 2) a tendency to focus on an increase efficiency per resource (in this case – per person), 3) interdependencies of operations and high uncertainty. That's why we decided to apply some approaches and solutions from ??C make-to-order (???) solution in order to gain more capacity. What was our thinking and approach to the analyses? At the start we considered implementing in our own drug store chain only because we earn a higher return on investment there. Traditional push replenishment in the company generated approximately 100 lines per day on the DC. This was the number generated by the drugstores' daily orders. The TOC replenishment requires to replenish daily what was sold yesterday. Thus we get approximately 400 lines per drugstore per day. Such a difference (from 100 lines to 400 lines per drugstore per day) reflects the increase in capacity requirements if we are going to replenish what was sold yesterday what is the impact? It is not 150 stores * 100 lines =15000 pick up lines at the DC under the push system but 150 stores * 400 lines = 60000 pick up lines under the pull replenishment system at the DC. Here we consider only 150 drug stores (not the full 300) as a separate geographical part just for an easy illustration of the logic and calculations. The new solution mechanics. We decided to consider the DC as the system's capacity constrained resource (CCR). The DC pick area consists of 2 zones: a pallet storage and a conveyor. The pallet storage is designed for pallet stock pick up and stockkeeping of manufacturers' boxes. The conveyor is designed for orders pick up which consists of many SKUs with a relatively low number of items for each SKU line. For instance: one manufacturing box consists of 100 items of a Product X. Meanwhile for each line this is not supposed to be more than 1-5 items. Considering the conveyor more precisely it occurs that the equipment is rather expensive. It's hard and more expensive to expand in comparison to pallet stock keeping. There are 2 conveyor parameters: how many SKUs can be kept there and how many pick up lines it supports. The conveyor is replenished based on forecasts. Frequently the conveyer stocking policy is violated by stocking excess inventories. For example, the conveyor currently holds a particular SKU with a particular serial number (this applies to pharmaceutical goods) but at the same time the headquarters requires a pick up of another serial number of the same product for some other clients. The conveyor also holds overstocks but additional small portions of goods have arrived then again we put them on conveyor zone. Now, what factors influence the number of pick up lines? For example, the storage of particular SKUs at the conveyor is a factor. In the situation of the “right” SKU location the less time the employee has to reach the particular cell, pick up particular SKU, and put it into the tray impacts employee capacity. This tray next travels by conveyor to another employee in order to be filled in with another SKU. This continues and finally the tray reaches the control point and packaging. Next, we've considered the gap in the current measure of cells utilization. As a reason of the Gap is the low number of pick up lines. The conveyor is designed to keep stock for 2 days only. However some SKUs have stock close to zero and we are forced to replenish them urgently or / and the stock is not in a right place on the conveyor. Meanwhile a significant number of SKU has stock for more than 5, 10, 20 and even 30 days. So the gap in pick up capacity was as a result of a gap in product availability that in turn was the result of the stockkeeping policy. This stockkeeping policy was that the SKUs most often demanded are kept in “slowly (remote)” locations (less available) and at the same time SKU with less demand are kept in “locations for high runners” or easily accessible locations. Thus we have identified an UDE that significantly impacts capacity and the next task is to identify the policies which caused the UDE. It's quite obvious that the replenishment algorithms are the cause. Suppose we have SKUs in manufacturer's boxes located on the conveyor and the stock is already enough. Also the current rules (which were based on the distribution mentality and practice the headquarters where series of the same SKU orders of drug stores should be picked up). As a result if SKU/series which is kept at conveyor is not the same with SKU/series which was defined for pick up then selected SKU/series should be located on the conveyor. As a result – one more cell is occupied with the same SKU but with different serial number sequences. What was implemented and what is the result. We've eliminated this policy – no more manual administration of series of particular SKUs. That alone decreased the number of small good arrivals to the DC. Elimination of only these 2 reasons has increased the number of pick up lines to 70 thousand lines per day. Additional changes were implemented. Unique insight. These changes caused the company such a significant and unexpected increase in capacity at the DC The company was then tempted to increase lines sold into wholesale. It's the same situation as if one increases the capacity of a very expensive resource which is a CCR and its capacity was increased significantly. This allowed selling products in our other markets at the lower prices also. We presented this problem and recommendation to the company and we made a similar decision. Its truly profitable to convert this additional capacities into additional throughput in our retail market in additon to our drugstore market. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2065 |
Conference Proceedings |
|
A made to measure and made to order – the new fashion formula – from sheep to suit |
2017 |
Berlin, Germany |
What is the problem? A huge distributor of pharmaceutical goods serves more than 10 thousands retail stores and hospitals as well as 300 of their own retail drug stores is implementing the TOC supply chain solution. It required the company to shift from a push inventory system based on forecasts to pull replenishment based on actual demand. This change required the ability of the company's distribution center (DC) employees to pick 3 times more lines than ever daily. The DC keeps 8500 SKU. The most obvious and easiest solution is: 1) to increase the DC capital equipment, 2) increase of personnel, 3) increase the number of shifts per day. But such an “easy” solution immediately requires an increase in investment and operational costs. Initially it looks quite difficult taking into account also the fact that ??? supply chain solution was initiated to increase net profit. The direction of the solution. We've assumed in our analysis that current operational processes at the DC were based on local efficiency policies which ate into its capacity. The task then was to change the DC processes in a way that will increase capacity significantly without additional investment and with a minimal increase in operational costs. The DC of a huge distribution company has many undesirable effects (UDEs) like: 1) a huge investment into capacity and equipment, 2) a tendency to focus on an increase efficiency per resource (in this case – per person), 3) interdependencies of operations and high uncertainty. That's why we decided to apply some approaches and solutions from ??C make-to-order (???) solution in order to gain more capacity. What was our thinking and approach to the analyses? At the start we considered implementing in our own drug store chain only because we earn a higher return on investment there. Traditional push replenishment in the company generated approximately 100 lines per day on the DC. This was the number generated by the drugstores' daily orders. The TOC replenishment requires to replenish daily what was sold yesterday. Thus we get approximately 400 lines per drugstore per day. Such a difference (from 100 lines to 400 lines per drugstore per day) reflects the increase in capacity requirements if we are going to replenish what was sold yesterday what is the impact? It is not 150 stores * 100 lines =15000 pick up lines at the DC under the push system but 150 stores * 400 lines = 60000 pick up lines under the pull replenishment system at the DC. Here we consider only 150 drug stores (not the full 300) as a separate geographical part just for an easy illustration of the logic and calculations. The new solution mechanics. We decided to consider the DC as the system's capacity constrained resource (CCR). The DC pick area consists of 2 zones: a pallet storage and a conveyor. The pallet storage is designed for pallet stock pick up and stockkeeping of manufacturers' boxes. The conveyor is designed for orders pick up which consists of many SKUs with a relatively low number of items for each SKU line. For instance: one manufacturing box consists of 100 items of a Product X. Meanwhile for each line this is not supposed to be more than 1-5 items. Considering the conveyor more precisely it occurs that the equipment is rather expensive. It's hard and more expensive to expand in comparison to pallet stock keeping. There are 2 conveyor parameters: how many SKUs can be kept there and how many pick up lines it supports. The conveyor is replenished based on forecasts. Frequently the conveyer stocking policy is violated by stocking excess inventories. For example, the conveyor currently holds a particular SKU with a particular serial number (this applies to pharmaceutical goods) but at the same time the headquarters requires a pick up of another serial number of the same product for some other clients. The conveyor also holds overstocks but additional small portions of goods have arrived then again we put them on conveyor zone. Now, what factors influence the number of pick up lines? For example, the storage of particular SKUs at the conveyor is a factor. In the situation of the “right” SKU location the less time the employee has to reach the particular cell, pick up particular SKU, and put it into the tray impacts employee capacity. This tray next travels by conveyor to another employee in order to be filled in with another SKU. This continues and finally the tray reaches the control point and packaging. Next, we've considered the gap in the current measure of cells utilization. As a reason of the Gap is the low number of pick up lines. The conveyor is designed to keep stock for 2 days only. However some SKUs have stock close to zero and we are forced to replenish them urgently or / and the stock is not in a right place on the conveyor. Meanwhile a significant number of SKU has stock for more than 5, 10, 20 and even 30 days. So the gap in pick up capacity was as a result of a gap in product availability that in turn was the result of the stockkeeping policy. This stockkeeping policy was that the SKUs most often demanded are kept in “slowly (remote)” locations (less available) and at the same time SKU with less demand are kept in “locations for high runners” or easily accessible locations. Thus we have identified an UDE that significantly impacts capacity and the next task is to identify the policies which caused the UDE. It's quite obvious that the replenishment algorithms are the cause. Suppose we have SKUs in manufacturer's boxes located on the conveyor and the stock is already enough. Also the current rules (which were based on the distribution mentality and practice the headquarters where series of the same SKU orders of drug stores should be picked up). As a result if SKU/series which is kept at conveyor is not the same with SKU/series which was defined for pick up then selected SKU/series should be located on the conveyor. As a result – one more cell is occupied with the same SKU but with different serial number sequences. What was implemented and what is the result. We've eliminated this policy – no more manual administration of series of particular SKUs. That alone decreased the number of small good arrivals to the DC. Elimination of only these 2 reasons has increased the number of pick up lines to 70 thousand lines per day. Additional changes were implemented. Unique insight. These changes caused the company such a significant and unexpected increase in capacity at the DC The company was then tempted to increase lines sold into wholesale. It's the same situation as if one increases the capacity of a very expensive resource which is a CCR and its capacity was increased significantly. This allowed selling products in our other markets at the lower prices also. We presented this problem and recommendation to the company and we made a similar decision. Its truly profitable to convert this additional capacities into additional throughput in our retail market in additon to our drugstore market. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2066 |
Conference Proceedings |
Lauramaa, Leo |
A made to measure and made to order – the new fashion formula – from sheep to suit |
2017 |
Berlin, Germany |
The nature of constraints has been a subject of many discussions over the last years; e.g., at a TOCICO webinar by Eli Schragenheim and on LinkedIn. All these discussions have come to a deadlock. There are very different perceptions and definitions of what a TOC “constraint” is and what it is not. The Constraint Matrix (CMX) framework is a serious attempt to bring theoretical as well as pragmatic clarity to this highly important question by suggesting a fresh answer. It is also intended to be a powerful communication tool to promote the understanding of the importance of constraining factors / leverage factors, especially for businesses. As TOC is based on hard sciences we should always search for inherent simplicity. CMX provides the currently lacking classification of different kinds of constraints. As a simple framework it captures the essence of “positive” and “negative” constraints in for-profit environments. Positive constraints are sources of high performance and results towards the system goal(s) (as defined by the system owners), while negative constraints have significant negative impact on performance and thus results. Strategic constraints focus on the competitive environment and tactic constraints on flow. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2067 |
Conference Proceedings |
|
Using critical chain to boost business jet maintenance repair and overhaul (MRO) |
2017 |
Berlin, Germany |
The nature of constraints has been a subject of many discussions over the last years; e.g., at a TOCICO webinar by Eli Schragenheim and on LinkedIn. All these discussions have come to a deadlock. There are very different perceptions and definitions of what a TOC “constraint” is and what it is not. The Constraint Matrix (CMX) framework is a serious attempt to bring theoretical as well as pragmatic clarity to this highly important question by suggesting a fresh answer. It is also intended to be a powerful communication tool to promote the understanding of the importance of constraining factors / leverage factors, especially for businesses. As TOC is based on hard sciences we should always search for inherent simplicity. CMX provides the currently lacking classification of different kinds of constraints. As a simple framework it captures the essence of “positive” and “negative” constraints in for-profit environments. Positive constraints are sources of high performance and results towards the system goal(s) (as defined by the system owners), while negative constraints have significant negative impact on performance and thus results. Strategic constraints focus on the competitive environment and tactic constraints on flow. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2068 |
Conference Proceedings |
Lenhartz, Christoph |
Using critical chain to boost business jet maintenance repair and overhaul (MRO) |
2017 |
Berlin, Germany |
Achieving both the red curve of growth and the green curve of stability for the people is an important aim in the TOC framework but it continues to be a challenge for many organizations. One critical aspect of that challenge is the continuous development of the necessary skill set to support flow and growth of the organization while providing an increasingly meaningful and satisfactory work environment. For the sake of this document, let's understand the term “skill” as a person's ability to perform a job or a task, as a combination of training, learning, knowledge, and experience.The generic TOC-based solutions for creating and protecting flow in operations (Drum-Buffer-Rope, distribution) have a tendency to focus more on the equipment required (machines, work centers) than on the people involved with the activities. However, many machines require an operator. Even when considering “physical” resources as a combination of equipment and operator, there is a risk to ignore the critical role of human resources even in supply chain processes. This might actually create a bottleneck and slow down the flow. This bottleneck is obvious if the bottleneck machine stands idle due to an operator not being present. However, it is less clearly visible if an operator is present but is not be able to perform the machine's work at the speed required to maintain system flow and throughput. Another example: Typically, Critical Chain Project Management (as the solution for creating and protecting flow in project environments) understands a resource as a person. A higher skill level of a person means faster execution, better quality etc. So the skill level of the individual who is assigned to a given task is one determining factor for the duration (lead time) of that task as well as whether there may be downstream issues with the results created in that task. In turn, the skill level determines as well the actual project lead time. In order for skills to not become a bottleneck (that is impeding flow) or even worse, a constraint, the skills of the people within an organization must be aligned with the current and future demand for those skills and what is required to protect and promote flow. Protecting and promoting flow with a skill buffer has been rarely considered (if ever) in TOC literature. This presentation introduces the multi-skill grid as a simple tool and process to improve management and development of human resources for better flow in supply chain and project operations. The model can also be used in service industries or in any other environment where the skills play an important role. The model also establishes a link between skill development and organizational strategy. |
This presentation covers the following:
· Understand and learn how to assess and categorize current skill levels across critical dimensions (the multi-skill grid), representing the current state; both when regarding individuals as well as functions
· Identify current or potential skill-based bottlenecks
· How to create a development path that aligns strategic, tactical, and operational objectives with employee development |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2069 |
Conference Proceedings |
|
Using critical chain to boost business jet maintenance repair and overhaul (MRO) |
2017 |
Berlin, Germany |
Achieving both the red curve of growth and the green curve of stability for the people is an important aim in the TOC framework but it continues to be a challenge for many organizations. One critical aspect of that challenge is the continuous development of the necessary skill set to support flow and growth of the organization while providing an increasingly meaningful and satisfactory work environment. For the sake of this document, let's understand the term “skill” as a person's ability to perform a job or a task, as a combination of training, learning, knowledge, and experience.The generic TOC-based solutions for creating and protecting flow in operations (Drum-Buffer-Rope, distribution) have a tendency to focus more on the equipment required (machines, work centers) than on the people involved with the activities. However, many machines require an operator. Even when considering “physical” resources as a combination of equipment and operator, there is a risk to ignore the critical role of human resources even in supply chain processes. This might actually create a bottleneck and slow down the flow. This bottleneck is obvious if the bottleneck machine stands idle due to an operator not being present. However, it is less clearly visible if an operator is present but is not be able to perform the machine's work at the speed required to maintain system flow and throughput. Another example: Typically, Critical Chain Project Management (as the solution for creating and protecting flow in project environments) understands a resource as a person. A higher skill level of a person means faster execution, better quality etc. So the skill level of the individual who is assigned to a given task is one determining factor for the duration (lead time) of that task as well as whether there may be downstream issues with the results created in that task. In turn, the skill level determines as well the actual project lead time. In order for skills to not become a bottleneck (that is impeding flow) or even worse, a constraint, the skills of the people within an organization must be aligned with the current and future demand for those skills and what is required to protect and promote flow. Protecting and promoting flow with a skill buffer has been rarely considered (if ever) in TOC literature. This presentation introduces the multi-skill grid as a simple tool and process to improve management and development of human resources for better flow in supply chain and project operations. The model can also be used in service industries or in any other environment where the skills play an important role. The model also establishes a link between skill development and organizational strategy. |
This presentation covers the following:
· Understand and learn how to assess and categorize current skill levels across critical dimensions (the multi-skill grid), representing the current state; both when regarding individuals as well as functions
· Identify current or potential skill-based bottlenecks
· How to create a development path that aligns strategic, tactical, and operational objectives with employee development |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2070 |
Conference Proceedings |
Lenhartz, Christoph |
Parting the clouds - Enhanced prioritization for MTS / MTA orders (TN) |
2017 |
Berlin, Germany |
The workshop objectives are to deepen your understanding of critical chain project management (CCPM) and how it can be applied to create a competitive advantage; and help you develop a roadmap for a successful and effective implementation of CCPM in your organization. The topics discussed are the differences between multi-project and single project management; constraint(s) in a multi-project environment; generic Implementation of CCPM in a multi-project environment; relationships and dependencies of CCPM with other core processes; adapting a CCPM implementation to your specific environment using thinking processes; and managing an implementation with these tools. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2071 |
Conference Proceedings |
|
Parting the clouds - Enhanced prioritization for MTS / MTA orders (TN) |
2017 |
Berlin, Germany |
The workshop objectives are to deepen your understanding of critical chain project management (CCPM) and how it can be applied to create a competitive advantage; and help you develop a roadmap for a successful and effective implementation of CCPM in your organization. The topics discussed are the differences between multi-project and single project management; constraint(s) in a multi-project environment; generic Implementation of CCPM in a multi-project environment; relationships and dependencies of CCPM with other core processes; adapting a CCPM implementation to your specific environment using thinking processes; and managing an implementation with these tools. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2072 |
Conference Proceedings |
Madhira, Manohar |
Projects contracting: A new field of TOC why critical chain fails in the real world and how to fix it with COC |
2017 |
Berlin, Germany |
In September 2015, Microsoft's supply chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a theory of constraints (TOC)-based end-to-end supply chain management (SCM) solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO. In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation. |
In September 2015, Microsoft's Supply Chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a Theory of Constraints (TOC)-based end-to-end Supply Chain Management solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system.
Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation.
Presentation Summary:
With shorter and shorter product life cycles and a growing variety of products, it is becoming increasingly challenging for Supply Chain Managers of Consumer Electronics Companies to maintain high service levels and product availability for all markets while at the same time maintaining relatively low inventories and distribution costs.
Microsoft' digital product supply chain has to distribute physical goods into 150+ countries, from 10 worldwide warehouses, supplied from multi-tier suppliers with ships, rail, trucks and airplanes. Other factors contributing to the complexity of their supply chain include products that have a wide range of product life cycles and variable supply lead-times (1 to 26 weeks) as well as highly seasonal demand cycles. For example, on some products, peak demands could be 10x the average sales velocity. Lastly, the solution design had to cater for a variety of Order Fulfillment strategies including Build-to-Order, Build-to-Availability (to stock), Assemble-to-Order and Build-to-X (for launching new products).
In September 2015, Goldratt Research Labs (GRL) was requested by Microsoft to assist with the design and testing of a Theory of Constraints (TOC) based Supply Chain Management Solution that a) would achieve world class supply chain performance despite the growing supply chain complexity, product range and shorter product life cycles and b) could be implemented and automated within their existing ERP system (SAP).
To understand the impact, and the benefits that could be gained by TOC Supply Chain solution, Phase 1 of the project included development by Goldratt Research Labs of a dynamic simulation model to directly compare the performance that could have been achieved with the new TOC-based SCM rules vs. the actual performance achieved before. The simulation model showed that the TOC SCM rules would have resulted in significantly better service levels - less stock-outs and higher due date performance - while achieving lower total levels of inventory. The simulation model also contained all pricing and costing information so that the resulting impact on the company's financial performance could also be quantified.
Phase 2, which ran in parallel with Phase 1, involved the detailed TOC-based end-to-end SCM Solution design and implementation within SAP / APO that had to be integrated within Microsoft's existing SCM planning processes.
Within just 3.5 months of starting the project in Sep 2016 (by Mid Dec 2015), the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested and parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
One of the innovations of this project, was the development by Goldratt Research Labs of a new “Hybrid TOC” dynamic buffer resizing rule was developed to cope with BTA products that could experience very large demand spikes and/or sudden end-of-life substitution.
In their keynote presentation, the presenters will share challenges and insights gained during their 15-month journey so far, as well as to share results achieved from implementing this TOC SCM end-to-end solution at Microsoft within SAP/APO. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2073 |
Conference Proceedings |
Barnard, Alan |
Projects contracting: A new field of TOC why critical chain fails in the real world and how to fix it with COC |
2017 |
Berlin, Germany |
In September 2015, Microsoft's supply chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a theory of constraints (TOC)-based end-to-end supply chain management (SCM) solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO. In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation. |
In September 2015, Microsoft's Supply Chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a Theory of Constraints (TOC)-based end-to-end Supply Chain Management solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system.
Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation.
Presentation Summary:
With shorter and shorter product life cycles and a growing variety of products, it is becoming increasingly challenging for Supply Chain Managers of Consumer Electronics Companies to maintain high service levels and product availability for all markets while at the same time maintaining relatively low inventories and distribution costs.
Microsoft' digital product supply chain has to distribute physical goods into 150+ countries, from 10 worldwide warehouses, supplied from multi-tier suppliers with ships, rail, trucks and airplanes. Other factors contributing to the complexity of their supply chain include products that have a wide range of product life cycles and variable supply lead-times (1 to 26 weeks) as well as highly seasonal demand cycles. For example, on some products, peak demands could be 10x the average sales velocity. Lastly, the solution design had to cater for a variety of Order Fulfillment strategies including Build-to-Order, Build-to-Availability (to stock), Assemble-to-Order and Build-to-X (for launching new products).
In September 2015, Goldratt Research Labs (GRL) was requested by Microsoft to assist with the design and testing of a Theory of Constraints (TOC) based Supply Chain Management Solution that a) would achieve world class supply chain performance despite the growing supply chain complexity, product range and shorter product life cycles and b) could be implemented and automated within their existing ERP system (SAP).
To understand the impact, and the benefits that could be gained by TOC Supply Chain solution, Phase 1 of the project included development by Goldratt Research Labs of a dynamic simulation model to directly compare the performance that could have been achieved with the new TOC-based SCM rules vs. the actual performance achieved before. The simulation model showed that the TOC SCM rules would have resulted in significantly better service levels - less stock-outs and higher due date performance - while achieving lower total levels of inventory. The simulation model also contained all pricing and costing information so that the resulting impact on the company's financial performance could also be quantified.
Phase 2, which ran in parallel with Phase 1, involved the detailed TOC-based end-to-end SCM Solution design and implementation within SAP / APO that had to be integrated within Microsoft's existing SCM planning processes.
Within just 3.5 months of starting the project in Sep 2016 (by Mid Dec 2015), the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested and parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
One of the innovations of this project, was the development by Goldratt Research Labs of a new “Hybrid TOC” dynamic buffer resizing rule was developed to cope with BTA products that could experience very large demand spikes and/or sudden end-of-life substitution.
In their keynote presentation, the presenters will share challenges and insights gained during their 15-month journey so far, as well as to share results achieved from implementing this TOC SCM end-to-end solution at Microsoft within SAP/APO. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2074 |
Conference Proceedings |
|
Endress+hauser: Critical chain combined with agile - A case study of a breakthrough and new implementation speed record |
2017 |
Berlin, Germany |
In September 2015, Microsoft's supply chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a theory of constraints (TOC)-based end-to-end supply chain management (SCM) solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO. In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation. |
In September 2015, Microsoft's Supply Chain IT team, in collaboration with Goldratt Research Labs, embarked on a journey to design, test and implement a Theory of Constraints (TOC)-based end-to-end Supply Chain Management solution for managing Microsoft's Global Digital Supply Chains. Within just 3.5 months, the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system.
Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested (to validate it will outperform their existing SCM rules) and SCM rule parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
In this keynote presentation, the presenters will share challenges and insights gained during their journey as well as new innovations and the results achieved from the TOC SCM end-to-end solution implementation.
Presentation Summary:
With shorter and shorter product life cycles and a growing variety of products, it is becoming increasingly challenging for Supply Chain Managers of Consumer Electronics Companies to maintain high service levels and product availability for all markets while at the same time maintaining relatively low inventories and distribution costs.
Microsoft' digital product supply chain has to distribute physical goods into 150+ countries, from 10 worldwide warehouses, supplied from multi-tier suppliers with ships, rail, trucks and airplanes. Other factors contributing to the complexity of their supply chain include products that have a wide range of product life cycles and variable supply lead-times (1 to 26 weeks) as well as highly seasonal demand cycles. For example, on some products, peak demands could be 10x the average sales velocity. Lastly, the solution design had to cater for a variety of Order Fulfillment strategies including Build-to-Order, Build-to-Availability (to stock), Assemble-to-Order and Build-to-X (for launching new products).
In September 2015, Goldratt Research Labs (GRL) was requested by Microsoft to assist with the design and testing of a Theory of Constraints (TOC) based Supply Chain Management Solution that a) would achieve world class supply chain performance despite the growing supply chain complexity, product range and shorter product life cycles and b) could be implemented and automated within their existing ERP system (SAP).
To understand the impact, and the benefits that could be gained by TOC Supply Chain solution, Phase 1 of the project included development by Goldratt Research Labs of a dynamic simulation model to directly compare the performance that could have been achieved with the new TOC-based SCM rules vs. the actual performance achieved before. The simulation model showed that the TOC SCM rules would have resulted in significantly better service levels - less stock-outs and higher due date performance - while achieving lower total levels of inventory. The simulation model also contained all pricing and costing information so that the resulting impact on the company's financial performance could also be quantified.
Phase 2, which ran in parallel with Phase 1, involved the detailed TOC-based end-to-end SCM Solution design and implementation within SAP / APO that had to be integrated within Microsoft's existing SCM planning processes.
Within just 3.5 months of starting the project in Sep 2016 (by Mid Dec 2015), the first part of the TOC SCM solution for BTO (Build-to-Order) went live within their SAP system. Since then, every second month they went live with an additional TOC-based order fulfillment strategy which included BTA (Build-to-Availability), ATO (Assemble-to-Order) and BTX (Build-to-X number). Each of these were tested and parameters optimized using a dynamic simulation model before piloting and implementing within SAP and SAP APO.
One of the innovations of this project, was the development by Goldratt Research Labs of a new “Hybrid TOC” dynamic buffer resizing rule was developed to cope with BTA products that could experience very large demand spikes and/or sudden end-of-life substitution.
In their keynote presentation, the presenters will share challenges and insights gained during their 15-month journey so far, as well as to share results achieved from implementing this TOC SCM end-to-end solution at Microsoft within SAP/APO. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2075 |
Conference Proceedings |
Manev, Dean |
Endress+hauser: Critical chain combined with agile - A case study of a breakthrough and new implementation speed record |
2017 |
Berlin, Germany |
The environment of the case – a need for changes. This case study looks at the global apparel supply chain (SC), more precisely the supply chain for men's suit fashion. The end market can be divided in three main segments: ready-to-wear (RTW, by far the vast majority of the market), bespoke models that are fully tailored to the individual and made-to-measure where a standard size is the base which is altered according to several key measurements. Both, bespoke and made-to-measure (MTM) offer a wide variety of fabrics, patterns, colors, fittings, and accessories. While bespoke is the most expensive part of the market, made-to-measure typically offers the widest variety. This case presentation centers on Richmart, the Bulgarian contract manufacturer for RTW and a pioneer of MTM suits for men. |
On a general level, the current reality is characterized by significant UDEs and issues for most participants, including the following
· Highly volatile supply and demand environments make planning cumbersome and often futile
· Long lead times due to material availability (wool), global reach, and fashion cycles
· The ready-to-wear (RTW) market is dominated by global companies that rely heavily on subcontractors for low cost sewing and assembly while controlling design, material and styles
· The (global) RTW brands also “dictate” styles so that articles like suits tend to become more and more uniform. Brands are trying to improve their margins by pushing towards higher sales price (often limited by the buying power of large trading groups) and lower production cost (at the expense of the contract manufacturers and raw material suppliers).
· The contract manufacturers are driven into a primarily price-based competition. This has a lead to a near-complete disappearance of the industry in the EU16 (as well as other industrialized countries). While most of the work has been moved to Asia, some is still undertaken closed to the EU markets, e.g., Turkey, Northern Africa, but also in Bulgaria. Although the latter is a member of the EU, it is the country in the EU that has the lowest
· Contract manufacturers that want to escape this situation need to develop an alternative business model.
· Formal dressing is less important in professional settings than it used to be. For many men suits are becoming less of a necessity to wear (and buy).
· The global market for men's suits has hit a plateau around 2013/14 (source Euromonitor)
· Even when offering salaries that exceed the average in the industry and their local area, Richmart has difficulties finding enough adequately trained and motivated workers.
· For Richmart this means that the current situation with an undifferentiated offering of both, RTW and MTM leads to a loss of focus poses a significant financial and strategic threat for medium to long term prosperity and even survival.
On the other hand the market offers significant opportunities:
· Men are becoming increasingly fashion sensitive and trends become tend to move faster
· While the overall market stagnates, the share of custom-menswear continues to grow
· The low level of labor cost in Bulgaria (the country ranks lowest in the EU'GDP per capita and the labor cost in the textile industry is lower than in China or Malaysia), together with the country's EU membership offers the opportunity to combine affordable prices, without tariff hurdles but with short delivery times to the main markets in the European Union and the EFTA.
What to change to?
On this background, Richmart, the Bulgarian contract manufacturer of men's suits, decided it was time to break out of this dead end and look for a different model in order to ensure the long term survival profitability. It was also clear that this new model would need to include other critical links in their supply chain.
Richmart set for a goal of creating an “integrated supply chain from sheep to consumer to offer a luxury product at affordable prices, generating a growing flow of profits for all actors in the supply chain.” Using a Goal Tree, several Critical Success factors were identified:
1. Actors from all SC links actively participate. This starts with the wool suppliers in Australia and includes fabric mills, designers, and makers, manufacturers of accessories (e.g., buttons, zippers), suppliers of machinery, technology, software, and other equipment for garment manufacturing, sewing factories and fashion consultants.
2. There is an attractive product. The final product will be a made-to-measure men's outfit, including suits and shirts.
3. The target market perceives the product as being very luxurious and exclusive. This indicates Necessary Conditions around an extremely large variety high quality materials that are manufactures and assembled on high quality machines and technology by skilled workers. It must be possible to create
4. The SC is very efficient and fast flowing, without necessary steps. The customer orders decoupling point must be as late in the process as possible with high flow throughout the chain. This requires a market driven pull and an integrated planning approach. Unnecessary steps should be eliminated (e.g., by being able to sell directly to the end consumer).
5. For all actors Throughput must grow continuously at a higher rate than Operating Expenses.
How to cause the change?
The implementation of the Goal Tree's Necessary Conditions is underway and in the process several challenges have surfaced, i.a.:
· Where (and how) to focus in order to ensure long term success? (Leading to a core conflict cloud with several actors in the chain)
· How to make such an ambitious target reality? (Leading to intense TOC training)
· How to obtain the collaboration from other actors?
· How to enable actors to safely move from legacy operations to participation in the new supply chain?
First results include the following:
· A reduction of the cycle time from 6 months for RTW suit to 2 weeks for a MTM suit.
· An increase of about 500% in the demand for wool and fabric coming for this particular supply chain.
· The first moves saved a supplier in a time of economic downturn
· Allowing for about 200 million different configurations in suits (fabric, design, size)
· Moving away from the traditional season-oriented model in fashion
· Securing and creation of jobs in garment manufacturing at higher wages than the (often criticized) low level in the industry
· Creation of the new role/job of a “fashion consultant” |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2076 |
Conference Proceedings |
Yordanov, Martin |
Progressive Resolution |
2017 |
Berlin, Germany |
The environment of the case – a need for changes. This case study looks at the global apparel supply chain (SC), more precisely the supply chain for men's suit fashion. The end market can be divided in three main segments: ready-to-wear (RTW, by far the vast majority of the market), bespoke models that are fully tailored to the individual and made-to-measure where a standard size is the base which is altered according to several key measurements. Both, bespoke and made-to-measure (MTM) offer a wide variety of fabrics, patterns, colors, fittings, and accessories. While bespoke is the most expensive part of the market, made-to-measure typically offers the widest variety. This case presentation centers on Richmart, the Bulgarian contract manufacturer for RTW and a pioneer of MTM suits for men. |
On a general level, the current reality is characterized by significant UDEs and issues for most participants, including the following
· Highly volatile supply and demand environments make planning cumbersome and often futile
· Long lead times due to material availability (wool), global reach, and fashion cycles
· The ready-to-wear (RTW) market is dominated by global companies that rely heavily on subcontractors for low cost sewing and assembly while controlling design, material and styles
· The (global) RTW brands also “dictate” styles so that articles like suits tend to become more and more uniform. Brands are trying to improve their margins by pushing towards higher sales price (often limited by the buying power of large trading groups) and lower production cost (at the expense of the contract manufacturers and raw material suppliers).
· The contract manufacturers are driven into a primarily price-based competition. This has a lead to a near-complete disappearance of the industry in the EU16 (as well as other industrialized countries). While most of the work has been moved to Asia, some is still undertaken closed to the EU markets, e.g., Turkey, Northern Africa, but also in Bulgaria. Although the latter is a member of the EU, it is the country in the EU that has the lowest
· Contract manufacturers that want to escape this situation need to develop an alternative business model.
· Formal dressing is less important in professional settings than it used to be. For many men suits are becoming less of a necessity to wear (and buy).
· The global market for men's suits has hit a plateau around 2013/14 (source Euromonitor)
· Even when offering salaries that exceed the average in the industry and their local area, Richmart has difficulties finding enough adequately trained and motivated workers.
· For Richmart this means that the current situation with an undifferentiated offering of both, RTW and MTM leads to a loss of focus poses a significant financial and strategic threat for medium to long term prosperity and even survival.
On the other hand the market offers significant opportunities:
· Men are becoming increasingly fashion sensitive and trends become tend to move faster
· While the overall market stagnates, the share of custom-menswear continues to grow
· The low level of labor cost in Bulgaria (the country ranks lowest in the EU'GDP per capita and the labor cost in the textile industry is lower than in China or Malaysia), together with the country's EU membership offers the opportunity to combine affordable prices, without tariff hurdles but with short delivery times to the main markets in the European Union and the EFTA.
What to change to?
On this background, Richmart, the Bulgarian contract manufacturer of men's suits, decided it was time to break out of this dead end and look for a different model in order to ensure the long term survival profitability. It was also clear that this new model would need to include other critical links in their supply chain.
Richmart set for a goal of creating an “integrated supply chain from sheep to consumer to offer a luxury product at affordable prices, generating a growing flow of profits for all actors in the supply chain.” Using a Goal Tree, several Critical Success factors were identified:
1. Actors from all SC links actively participate. This starts with the wool suppliers in Australia and includes fabric mills, designers, and makers, manufacturers of accessories (e.g., buttons, zippers), suppliers of machinery, technology, software, and other equipment for garment manufacturing, sewing factories and fashion consultants.
2. There is an attractive product. The final product will be a made-to-measure men's outfit, including suits and shirts.
3. The target market perceives the product as being very luxurious and exclusive. This indicates Necessary Conditions around an extremely large variety high quality materials that are manufactures and assembled on high quality machines and technology by skilled workers. It must be possible to create
4. The SC is very efficient and fast flowing, without necessary steps. The customer orders decoupling point must be as late in the process as possible with high flow throughout the chain. This requires a market driven pull and an integrated planning approach. Unnecessary steps should be eliminated (e.g., by being able to sell directly to the end consumer).
5. For all actors Throughput must grow continuously at a higher rate than Operating Expenses.
How to cause the change?
The implementation of the Goal Tree's Necessary Conditions is underway and in the process several challenges have surfaced, i.a.:
· Where (and how) to focus in order to ensure long term success? (Leading to a core conflict cloud with several actors in the chain)
· How to make such an ambitious target reality? (Leading to intense TOC training)
· How to obtain the collaboration from other actors?
· How to enable actors to safely move from legacy operations to participation in the new supply chain?
First results include the following:
· A reduction of the cycle time from 6 months for RTW suit to 2 weeks for a MTM suit.
· An increase of about 500% in the demand for wool and fabric coming for this particular supply chain.
· The first moves saved a supplier in a time of economic downturn
· Allowing for about 200 million different configurations in suits (fabric, design, size)
· Moving away from the traditional season-oriented model in fashion
· Securing and creation of jobs in garment manufacturing at higher wages than the (often criticized) low level in the industry
· Creation of the new role/job of a “fashion consultant” |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2077 |
Conference Proceedings |
|
Progressive Resolution |
2017 |
Berlin, Germany |
The environment of the case – a need for changes. This case study looks at the global apparel supply chain (SC), more precisely the supply chain for men's suit fashion. The end market can be divided in three main segments: ready-to-wear (RTW, by far the vast majority of the market), bespoke models that are fully tailored to the individual and made-to-measure where a standard size is the base which is altered according to several key measurements. Both, bespoke and made-to-measure (MTM) offer a wide variety of fabrics, patterns, colors, fittings, and accessories. While bespoke is the most expensive part of the market, made-to-measure typically offers the widest variety. This case presentation centers on Richmart, the Bulgarian contract manufacturer for RTW and a pioneer of MTM suits for men. |
On a general level, the current reality is characterized by significant UDEs and issues for most participants, including the following
· Highly volatile supply and demand environments make planning cumbersome and often futile
· Long lead times due to material availability (wool), global reach, and fashion cycles
· The ready-to-wear (RTW) market is dominated by global companies that rely heavily on subcontractors for low cost sewing and assembly while controlling design, material and styles
· The (global) RTW brands also “dictate” styles so that articles like suits tend to become more and more uniform. Brands are trying to improve their margins by pushing towards higher sales price (often limited by the buying power of large trading groups) and lower production cost (at the expense of the contract manufacturers and raw material suppliers).
· The contract manufacturers are driven into a primarily price-based competition. This has a lead to a near-complete disappearance of the industry in the EU16 (as well as other industrialized countries). While most of the work has been moved to Asia, some is still undertaken closed to the EU markets, e.g., Turkey, Northern Africa, but also in Bulgaria. Although the latter is a member of the EU, it is the country in the EU that has the lowest
· Contract manufacturers that want to escape this situation need to develop an alternative business model.
· Formal dressing is less important in professional settings than it used to be. For many men suits are becoming less of a necessity to wear (and buy).
· The global market for men's suits has hit a plateau around 2013/14 (source Euromonitor)
· Even when offering salaries that exceed the average in the industry and their local area, Richmart has difficulties finding enough adequately trained and motivated workers.
· For Richmart this means that the current situation with an undifferentiated offering of both, RTW and MTM leads to a loss of focus poses a significant financial and strategic threat for medium to long term prosperity and even survival.
On the other hand the market offers significant opportunities:
· Men are becoming increasingly fashion sensitive and trends become tend to move faster
· While the overall market stagnates, the share of custom-menswear continues to grow
· The low level of labor cost in Bulgaria (the country ranks lowest in the EU'GDP per capita and the labor cost in the textile industry is lower than in China or Malaysia), together with the country's EU membership offers the opportunity to combine affordable prices, without tariff hurdles but with short delivery times to the main markets in the European Union and the EFTA.
What to change to?
On this background, Richmart, the Bulgarian contract manufacturer of men's suits, decided it was time to break out of this dead end and look for a different model in order to ensure the long term survival profitability. It was also clear that this new model would need to include other critical links in their supply chain.
Richmart set for a goal of creating an “integrated supply chain from sheep to consumer to offer a luxury product at affordable prices, generating a growing flow of profits for all actors in the supply chain.” Using a Goal Tree, several Critical Success factors were identified:
1. Actors from all SC links actively participate. This starts with the wool suppliers in Australia and includes fabric mills, designers, and makers, manufacturers of accessories (e.g., buttons, zippers), suppliers of machinery, technology, software, and other equipment for garment manufacturing, sewing factories and fashion consultants.
2. There is an attractive product. The final product will be a made-to-measure men's outfit, including suits and shirts.
3. The target market perceives the product as being very luxurious and exclusive. This indicates Necessary Conditions around an extremely large variety high quality materials that are manufactures and assembled on high quality machines and technology by skilled workers. It must be possible to create
4. The SC is very efficient and fast flowing, without necessary steps. The customer orders decoupling point must be as late in the process as possible with high flow throughout the chain. This requires a market driven pull and an integrated planning approach. Unnecessary steps should be eliminated (e.g., by being able to sell directly to the end consumer).
5. For all actors Throughput must grow continuously at a higher rate than Operating Expenses.
How to cause the change?
The implementation of the Goal Tree's Necessary Conditions is underway and in the process several challenges have surfaced, i.a.:
· Where (and how) to focus in order to ensure long term success? (Leading to a core conflict cloud with several actors in the chain)
· How to make such an ambitious target reality? (Leading to intense TOC training)
· How to obtain the collaboration from other actors?
· How to enable actors to safely move from legacy operations to participation in the new supply chain?
First results include the following:
· A reduction of the cycle time from 6 months for RTW suit to 2 weeks for a MTM suit.
· An increase of about 500% in the demand for wool and fabric coming for this particular supply chain.
· The first moves saved a supplier in a time of economic downturn
· Allowing for about 200 million different configurations in suits (fabric, design, size)
· Moving away from the traditional season-oriented model in fashion
· Securing and creation of jobs in garment manufacturing at higher wages than the (often criticized) low level in the industry
· Creation of the new role/job of a “fashion consultant” |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2078 |
Conference Proceedings |
Bertrand, Fernando |
Applying TOC to government: A better management paradigm! |
2017 |
Berlin, Germany |
Siemens' subsidiary Flender Graffenstaden located in Strasburg on the Franco-German border needed to improve its performance rapidly and dramatically. The oil & gas sector, one of its two core historical markets, was in recession due to the low price of oil. Their business, the design and manufacture of very large gearboxes, was facing fierce competition. In 2016 they decided to implement Critical Chain Project Management (CCPM) to build a decisive competitive edge based on very short lead times and the best on-time delivery performance in their industry. CCPM was first applied to their bottleneck (the design office) and then to their entire operations. In the first 5 months of the project the Throughput of the bottleneck more than doubled and the lead times of that department were divided by 5. These results were essentially due to the eradication of bad multi-tasking. Then, in the second stage of the transformation, the lead times of all the other components of their operations were also reduced (in production, assembly, testing, methods, purchasing & sub-contracting). In production they implemented TOC's DBR (Drum Buffer Rope). A portfolio CCPM Fever Chart was developed to manage the business as a whole. This provided a clear indication of priorities during execution and also powerful what-if simulation capabilities when envisaging a new urgent order or reacting to a change by a customer of his requested due date. The different components of the solution were integrated into the existing SAP environment. As the company begins its second year of its CCPM project it aims to further improve the on-time delivery performance and to further reduce its lead times. The conference will describe the journey: the successes, the surprises, the difficulties and the disappointments. |
The Embraer facility at Paris Le Bourget airport is in charge of maintenance support for Embraer Executive fleet for the Europe Middle-East Africa – EMEA – zone.
The customers may be as various as rich owners enjoying their own private jet, companies proposing air-taxi services or “flying ambulances” called Medivacs, mainly used to repatriate sick people to their home country.
Periodic aircraft MRO is strongly regulated and imposes check-ups at regular intervals, but the MRO teams must also be able to repair or modify aircrafts at customers' request, with short notice and in shortest possible time.
Maintenance teams are mainly skilled and officially certified mechanics working in 2 shifts, 5 days/week. Furthermore, each mechanics has to be certified separately for each type of aircraft he can work on. As certification is a lengthy and costly process, not all mechanics are qualified to work and sign off their work on all aircraft. This constraint is one of the limiting factors with regards to capacity.
A specific maintenance team is dedicated to Line (repairs required at the airport) and AOG (Aircraft On Ground) to ensure a 24h/7 service. Those teams must be ready to jump in a flight to any airport in their zone of responsibility to repair any Embraer aircraft grounded.
The Hangar is fully booked for the whole year, without any spare capacity.
The Embraer management team was put in front of a tough challenge when suddenly facing a Check-C, which is a major maintenance intervention after 8 years of aircraft use, requiring a shorter than usual Turn-around-time (time the aircraft is grounded).
Until then, planning before and during the check was not efficient, notably for the Check-C maintenance and only 40 % of necessary replacement parts were delivered on time.
On top of this, when stripping an aircraft for inspection, unnoticed problems may surface, some of them requiring to be fixed in order to clear the aircraft for airworthiness again. Those “findings” and their fixes require customers' validation, usually coming in late to validate the additional work. It also amplifies the problem of missing spare parts.
Technicians didn't know their daily priorities and multitasked a lot. The visibility given to the teams of the check progress was erroneous and the management of the hangar's maintenance « slots » was therefore not robust nor reliable.
The Theory of Constraints was particularly relevant in this MRO case because it accepts to integrate variability. And MRO operations are basically “projects”, sequences of tasks that have to be done in a specific order. Critical Chain Project Management was therefore a natural way to manage those “projects”. Critical Chain Project Management enabled Embraer to:
· Use dynamic scheduling,
· Find the right sequence of tasks to reduce total duration while optimizing the man-hours spent, hence better cost management,
· Focus the actions on what actually determines the Turn-Around Time of the aircraft i.e. it's Critical Chain,
· Encourages the implementation of “Full Kitting”, a key element to avoid loss of productivity and time
· Include project safety buffers and feeding buffers
· Monitoring project execution with a Fever Chart: a simple and efficient visual management.
· Ensuring the proper and smooth execution of Critical Chain tasks (relay race) to execute projects faster
· How focussing Lean improvement actions on the Critical Chain can yield extraordinary results
· Projects are sequenced to limit the work in progress and devastating multitasking
· Solve resource conflicts between “projects” easily, objectively and dynamically thanks to the Fever Chart.
The conference will describe the journey leading to the reduction of lead times by over 30% and man-hours per job by more than 40% thanks to Critical Chain Project Management and how the ""Fever Chart"" became the main management tool.
3 learning objectives
· The power of CCPM to quickly generate very impressive operational improvments
· How the Fever Chart can turn a chaotic fire-fighting culture into a quietly efficient and focussed team effort
· How buy in to CCPM can be ensured by creating a win-win solution from the mechanics to the top management
3 questions from audience
· What enabled a 40% increase in labour productivity?
· Can you explain how and why you simplified to Work Breakdown Structure by 90%?
· What was the mechanics reaction to this CCPM implementation? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2079 |
Conference Proceedings |
Marris, Philip |
Applying TOC to government: A better management paradigm! |
2017 |
Berlin, Germany |
Siemens' subsidiary Flender Graffenstaden located in Strasburg on the Franco-German border needed to improve its performance rapidly and dramatically. The oil & gas sector, one of its two core historical markets, was in recession due to the low price of oil. Their business, the design and manufacture of very large gearboxes, was facing fierce competition. In 2016 they decided to implement Critical Chain Project Management (CCPM) to build a decisive competitive edge based on very short lead times and the best on-time delivery performance in their industry. CCPM was first applied to their bottleneck (the design office) and then to their entire operations. In the first 5 months of the project the Throughput of the bottleneck more than doubled and the lead times of that department were divided by 5. These results were essentially due to the eradication of bad multi-tasking. Then, in the second stage of the transformation, the lead times of all the other components of their operations were also reduced (in production, assembly, testing, methods, purchasing & sub-contracting). In production they implemented TOC's DBR (Drum Buffer Rope). A portfolio CCPM Fever Chart was developed to manage the business as a whole. This provided a clear indication of priorities during execution and also powerful what-if simulation capabilities when envisaging a new urgent order or reacting to a change by a customer of his requested due date. The different components of the solution were integrated into the existing SAP environment. As the company begins its second year of its CCPM project it aims to further improve the on-time delivery performance and to further reduce its lead times. The conference will describe the journey: the successes, the surprises, the difficulties and the disappointments. |
The Embraer facility at Paris Le Bourget airport is in charge of maintenance support for Embraer Executive fleet for the Europe Middle-East Africa – EMEA – zone.
The customers may be as various as rich owners enjoying their own private jet, companies proposing air-taxi services or “flying ambulances” called Medivacs, mainly used to repatriate sick people to their home country.
Periodic aircraft MRO is strongly regulated and imposes check-ups at regular intervals, but the MRO teams must also be able to repair or modify aircrafts at customers' request, with short notice and in shortest possible time.
Maintenance teams are mainly skilled and officially certified mechanics working in 2 shifts, 5 days/week. Furthermore, each mechanics has to be certified separately for each type of aircraft he can work on. As certification is a lengthy and costly process, not all mechanics are qualified to work and sign off their work on all aircraft. This constraint is one of the limiting factors with regards to capacity.
A specific maintenance team is dedicated to Line (repairs required at the airport) and AOG (Aircraft On Ground) to ensure a 24h/7 service. Those teams must be ready to jump in a flight to any airport in their zone of responsibility to repair any Embraer aircraft grounded.
The Hangar is fully booked for the whole year, without any spare capacity.
The Embraer management team was put in front of a tough challenge when suddenly facing a Check-C, which is a major maintenance intervention after 8 years of aircraft use, requiring a shorter than usual Turn-around-time (time the aircraft is grounded).
Until then, planning before and during the check was not efficient, notably for the Check-C maintenance and only 40 % of necessary replacement parts were delivered on time.
On top of this, when stripping an aircraft for inspection, unnoticed problems may surface, some of them requiring to be fixed in order to clear the aircraft for airworthiness again. Those “findings” and their fixes require customers' validation, usually coming in late to validate the additional work. It also amplifies the problem of missing spare parts.
Technicians didn't know their daily priorities and multitasked a lot. The visibility given to the teams of the check progress was erroneous and the management of the hangar's maintenance « slots » was therefore not robust nor reliable.
The Theory of Constraints was particularly relevant in this MRO case because it accepts to integrate variability. And MRO operations are basically “projects”, sequences of tasks that have to be done in a specific order. Critical Chain Project Management was therefore a natural way to manage those “projects”. Critical Chain Project Management enabled Embraer to:
· Use dynamic scheduling,
· Find the right sequence of tasks to reduce total duration while optimizing the man-hours spent, hence better cost management,
· Focus the actions on what actually determines the Turn-Around Time of the aircraft i.e. it's Critical Chain,
· Encourages the implementation of “Full Kitting”, a key element to avoid loss of productivity and time
· Include project safety buffers and feeding buffers
· Monitoring project execution with a Fever Chart: a simple and efficient visual management.
· Ensuring the proper and smooth execution of Critical Chain tasks (relay race) to execute projects faster
· How focussing Lean improvement actions on the Critical Chain can yield extraordinary results
· Projects are sequenced to limit the work in progress and devastating multitasking
· Solve resource conflicts between “projects” easily, objectively and dynamically thanks to the Fever Chart.
The conference will describe the journey leading to the reduction of lead times by over 30% and man-hours per job by more than 40% thanks to Critical Chain Project Management and how the ""Fever Chart"" became the main management tool.
3 learning objectives
· The power of CCPM to quickly generate very impressive operational improvments
· How the Fever Chart can turn a chaotic fire-fighting culture into a quietly efficient and focussed team effort
· How buy in to CCPM can be ensured by creating a win-win solution from the mechanics to the top management
3 questions from audience
· What enabled a 40% increase in labour productivity?
· Can you explain how and why you simplified to Work Breakdown Structure by 90%?
· What was the mechanics reaction to this CCPM implementation? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2080 |
Conference Proceedings |
|
How TOC for Education is improving and developing communication skills of children with disabilities |
2017 |
Berlin, Germany |
Siemens' subsidiary Flender Graffenstaden located in Strasburg on the Franco-German border needed to improve its performance rapidly and dramatically. The oil & gas sector, one of its two core historical markets, was in recession due to the low price of oil. Their business, the design and manufacture of very large gearboxes, was facing fierce competition. In 2016 they decided to implement Critical Chain Project Management (CCPM) to build a decisive competitive edge based on very short lead times and the best on-time delivery performance in their industry. CCPM was first applied to their bottleneck (the design office) and then to their entire operations. In the first 5 months of the project the Throughput of the bottleneck more than doubled and the lead times of that department were divided by 5. These results were essentially due to the eradication of bad multi-tasking. Then, in the second stage of the transformation, the lead times of all the other components of their operations were also reduced (in production, assembly, testing, methods, purchasing & sub-contracting). In production they implemented TOC's DBR (Drum Buffer Rope). A portfolio CCPM Fever Chart was developed to manage the business as a whole. This provided a clear indication of priorities during execution and also powerful what-if simulation capabilities when envisaging a new urgent order or reacting to a change by a customer of his requested due date. The different components of the solution were integrated into the existing SAP environment. As the company begins its second year of its CCPM project it aims to further improve the on-time delivery performance and to further reduce its lead times. The conference will describe the journey: the successes, the surprises, the difficulties and the disappointments. |
The Embraer facility at Paris Le Bourget airport is in charge of maintenance support for Embraer Executive fleet for the Europe Middle-East Africa – EMEA – zone.
The customers may be as various as rich owners enjoying their own private jet, companies proposing air-taxi services or “flying ambulances” called Medivacs, mainly used to repatriate sick people to their home country.
Periodic aircraft MRO is strongly regulated and imposes check-ups at regular intervals, but the MRO teams must also be able to repair or modify aircrafts at customers' request, with short notice and in shortest possible time.
Maintenance teams are mainly skilled and officially certified mechanics working in 2 shifts, 5 days/week. Furthermore, each mechanics has to be certified separately for each type of aircraft he can work on. As certification is a lengthy and costly process, not all mechanics are qualified to work and sign off their work on all aircraft. This constraint is one of the limiting factors with regards to capacity.
A specific maintenance team is dedicated to Line (repairs required at the airport) and AOG (Aircraft On Ground) to ensure a 24h/7 service. Those teams must be ready to jump in a flight to any airport in their zone of responsibility to repair any Embraer aircraft grounded.
The Hangar is fully booked for the whole year, without any spare capacity.
The Embraer management team was put in front of a tough challenge when suddenly facing a Check-C, which is a major maintenance intervention after 8 years of aircraft use, requiring a shorter than usual Turn-around-time (time the aircraft is grounded).
Until then, planning before and during the check was not efficient, notably for the Check-C maintenance and only 40 % of necessary replacement parts were delivered on time.
On top of this, when stripping an aircraft for inspection, unnoticed problems may surface, some of them requiring to be fixed in order to clear the aircraft for airworthiness again. Those “findings” and their fixes require customers' validation, usually coming in late to validate the additional work. It also amplifies the problem of missing spare parts.
Technicians didn't know their daily priorities and multitasked a lot. The visibility given to the teams of the check progress was erroneous and the management of the hangar's maintenance « slots » was therefore not robust nor reliable.
The Theory of Constraints was particularly relevant in this MRO case because it accepts to integrate variability. And MRO operations are basically “projects”, sequences of tasks that have to be done in a specific order. Critical Chain Project Management was therefore a natural way to manage those “projects”. Critical Chain Project Management enabled Embraer to:
· Use dynamic scheduling,
· Find the right sequence of tasks to reduce total duration while optimizing the man-hours spent, hence better cost management,
· Focus the actions on what actually determines the Turn-Around Time of the aircraft i.e. it's Critical Chain,
· Encourages the implementation of “Full Kitting”, a key element to avoid loss of productivity and time
· Include project safety buffers and feeding buffers
· Monitoring project execution with a Fever Chart: a simple and efficient visual management.
· Ensuring the proper and smooth execution of Critical Chain tasks (relay race) to execute projects faster
· How focussing Lean improvement actions on the Critical Chain can yield extraordinary results
· Projects are sequenced to limit the work in progress and devastating multitasking
· Solve resource conflicts between “projects” easily, objectively and dynamically thanks to the Fever Chart.
The conference will describe the journey leading to the reduction of lead times by over 30% and man-hours per job by more than 40% thanks to Critical Chain Project Management and how the ""Fever Chart"" became the main management tool.
3 learning objectives
· The power of CCPM to quickly generate very impressive operational improvments
· How the Fever Chart can turn a chaotic fire-fighting culture into a quietly efficient and focussed team effort
· How buy in to CCPM can be ensured by creating a win-win solution from the mechanics to the top management
3 questions from audience
· What enabled a 40% increase in labour productivity?
· Can you explain how and why you simplified to Work Breakdown Structure by 90%?
· What was the mechanics reaction to this CCPM implementation? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2081 |
Conference Proceedings |
Milroy, Peter |
How TOC for Education is improving and developing communication skills of children with disabilities |
2017 |
Berlin, Germany |
Make-to-stock (MTS)/ Availability (MTA) environments provide clear priority to the plant most of the time, however cases can arise where demand can outstrip available supply. This presentation will demonstrate the solution to retaining a common % Buffer Remaining work order prioritization, but switching between stock and time buffers as required to keep the priority relevant. The normal priority for MTS/MTA is % Stock Remaining: On Hand + Supply / Buffer Size; in cases where the demand > supply, demand can be deducted to demonstrate additional penetration into the buffer, resulting in a negative % Buffer Remaining. This negative number does not show when the demand is required; it could be today, it could be three days from now. Instead of continuing with % Stock Buffer remaining, we use an algorithm to switch to % Time Buffer remaining, using the due date of the demand that will result in the shortage. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2082 |
Conference Proceedings |
|
How TOC for Education is improving and developing communication skills of children with disabilities |
2017 |
Berlin, Germany |
Make-to-stock (MTS)/ Availability (MTA) environments provide clear priority to the plant most of the time, however cases can arise where demand can outstrip available supply. This presentation will demonstrate the solution to retaining a common % Buffer Remaining work order prioritization, but switching between stock and time buffers as required to keep the priority relevant. The normal priority for MTS/MTA is % Stock Remaining: On Hand + Supply / Buffer Size; in cases where the demand > supply, demand can be deducted to demonstrate additional penetration into the buffer, resulting in a negative % Buffer Remaining. This negative number does not show when the demand is required; it could be today, it could be three days from now. Instead of continuing with % Stock Buffer remaining, we use an algorithm to switch to % Time Buffer remaining, using the due date of the demand that will result in the shortage. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2083 |
Conference Proceedings |
Morag, Asaf |
The power of TOC to reform National Defense Cost Centers |
2017 |
Berlin, Germany |
Common Objective Contracts (COC) system offers a complete conceptual framework for managing projects, which is missing in the existing project management methods (Gantt, critical path, critical chain) which focus on scheduling alone. The method explains why so many projects do not meet their goals and provides management tools that allow management to carry out the objectives of the majority of the projects in the real world. This application development is based upon the traditional TOC methods and also upon an addition of preliminary steps to the five focusing steps method suggested by Goldratt. About 80% of the projects are missing their completion date by an average of 65%. Most of them suffer also from a significant budget overrun. All existing project management methods have failed to improve these dismal statistics. For a while it seemed that the critical chain method was a breakthrough that might solve the problem, but in reality – the critical chain method is implemented in a very small fraction of projects, mostly those where delayed completion is extremely expensive. It is not usually applied in ""ordinary"" projects in the ""real world"" because it is not suitable for them. Existing project management methods (critical path and critical chain) are built for situations in which the project manager controls all project resources so he/she can tell them what to do and when, and schedule them in accordance to the project's needs. Such a control exists only in a fraction of the projects in the real world.
Most of the ""ordinary projects"", those engaged in construction of buildings and factories, roads and railways, infrastructures, laying pipelines and the like, are performed through a massive purchase of goods and services. This purchase of design services, materials, goods, and construction services is done through dozens of contracts. Each of these contracts dictate the rules by which the two sides of the contract should behave. At its best, this allows achieving many local optimums where each party receives from the other side what was agreed in the contract between them. As TOC has already taught us - a system in which many of its components are aimed to achieve a local optimum, cannot provide global optimum. Indeed, in most projects, there are many cases where if a party to a contract aims to maximize its benefits from the contract it signed, it is forced to act against the objectives of the project as a whole. An even bigger problem concerning existing project management methods is that they are targeted to achieve a partial and wrong objective. Both ""critical path"" and ""critical chain"" try to bring the project being completed on the date set in advance. Although in many cases the completion on a pre-determined date is not a bad thing, it is only a part of the real and complete project objective. As a result, it does not guarantee a successful project, as not achieving this date does not necessarily constitute a failure. In order to allow a TOC improvement process, it is necessary to define the objective of the full project using a single quantifiable parameter. This parameter should be measurable and optimizable. This is contrary to the common paradigm regarding project management that determines that the purpose of the project manager is to deliver the full scope of the project, within quality, budget and time frame. This paradigm presents four different ""goals"", neither one of them is the real purpose of the project. The project is being built in order to live in, to drive on, to be rented to someone or alike, not in order to be completed on time, quality, scope and budget. Without a unifying formula that allows management to lower one of the four ""goals"", increase another, and examine the impact of these changes on the overall project value (which is not any of the four), we have very limited ability to make calculated decisions. In other words, it is necessary to create an objective function. COC offers a way to do this. Creating a single objective function for the entire project, along with a method for the subjugation of the various contracts to this function, allows management to change the system of many local optimizations to a global one. This article reviews the main problems arising from the way in which most projects are currently being managed and presents a TOC solution to those problems. This solution can be seen as a complementary to critical chain scheduling but in fact, it is complementary to critical path as well. It is expected to improve the outcome of projects using both methods. The suggested change to the five focusing steps. Although in the solutions developed by Goldratt he used the technique of creating an objective function, he skipped this step in his definition of the five focusing steps of TOC, possibly because these functions were simple and seemed obvious to him. This Hyde Park Session attempts to demonstrate that this is not always the case and that this preliminary step should not be skipped. Furthermore – it seems that the thinking processes become clearer when using an even earlier step – which is to define the system for which you are trying to find an objective function. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2084 |
Conference Proceedings |
|
The power of TOC to reform National Defense Cost Centers |
2017 |
Berlin, Germany |
Common Objective Contracts (COC) system offers a complete conceptual framework for managing projects, which is missing in the existing project management methods (Gantt, critical path, critical chain) which focus on scheduling alone. The method explains why so many projects do not meet their goals and provides management tools that allow management to carry out the objectives of the majority of the projects in the real world. This application development is based upon the traditional TOC methods and also upon an addition of preliminary steps to the five focusing steps method suggested by Goldratt. About 80% of the projects are missing their completion date by an average of 65%. Most of them suffer also from a significant budget overrun. All existing project management methods have failed to improve these dismal statistics. For a while it seemed that the critical chain method was a breakthrough that might solve the problem, but in reality – the critical chain method is implemented in a very small fraction of projects, mostly those where delayed completion is extremely expensive. It is not usually applied in ""ordinary"" projects in the ""real world"" because it is not suitable for them. Existing project management methods (critical path and critical chain) are built for situations in which the project manager controls all project resources so he/she can tell them what to do and when, and schedule them in accordance to the project's needs. Such a control exists only in a fraction of the projects in the real world.
Most of the ""ordinary projects"", those engaged in construction of buildings and factories, roads and railways, infrastructures, laying pipelines and the like, are performed through a massive purchase of goods and services. This purchase of design services, materials, goods, and construction services is done through dozens of contracts. Each of these contracts dictate the rules by which the two sides of the contract should behave. At its best, this allows achieving many local optimums where each party receives from the other side what was agreed in the contract between them. As TOC has already taught us - a system in which many of its components are aimed to achieve a local optimum, cannot provide global optimum. Indeed, in most projects, there are many cases where if a party to a contract aims to maximize its benefits from the contract it signed, it is forced to act against the objectives of the project as a whole. An even bigger problem concerning existing project management methods is that they are targeted to achieve a partial and wrong objective. Both ""critical path"" and ""critical chain"" try to bring the project being completed on the date set in advance. Although in many cases the completion on a pre-determined date is not a bad thing, it is only a part of the real and complete project objective. As a result, it does not guarantee a successful project, as not achieving this date does not necessarily constitute a failure. In order to allow a TOC improvement process, it is necessary to define the objective of the full project using a single quantifiable parameter. This parameter should be measurable and optimizable. This is contrary to the common paradigm regarding project management that determines that the purpose of the project manager is to deliver the full scope of the project, within quality, budget and time frame. This paradigm presents four different ""goals"", neither one of them is the real purpose of the project. The project is being built in order to live in, to drive on, to be rented to someone or alike, not in order to be completed on time, quality, scope and budget. Without a unifying formula that allows management to lower one of the four ""goals"", increase another, and examine the impact of these changes on the overall project value (which is not any of the four), we have very limited ability to make calculated decisions. In other words, it is necessary to create an objective function. COC offers a way to do this. Creating a single objective function for the entire project, along with a method for the subjugation of the various contracts to this function, allows management to change the system of many local optimizations to a global one. This article reviews the main problems arising from the way in which most projects are currently being managed and presents a TOC solution to those problems. This solution can be seen as a complementary to critical chain scheduling but in fact, it is complementary to critical path as well. It is expected to improve the outcome of projects using both methods. The suggested change to the five focusing steps. Although in the solutions developed by Goldratt he used the technique of creating an objective function, he skipped this step in his definition of the five focusing steps of TOC, possibly because these functions were simple and seemed obvious to him. This Hyde Park Session attempts to demonstrate that this is not always the case and that this preliminary step should not be skipped. Furthermore – it seems that the thinking processes become clearer when using an even earlier step – which is to define the system for which you are trying to find an objective function. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2085 |
Conference Proceedings |
Müller, Wolfram |
The power of TOC to reform National Defense Cost Centers |
2017 |
Berlin, Germany |
As result of the globalization amplified by the starting digital transformation of old businesses, there is a steadily increasing demand of the companies for speed and flexibility often called agility. Many companies already use agile methods (like XP, Scrum or Kanban) and many developers are used to these already. Even if agile methods are an improvement they also introduce new problems because of their character of local optimization. This presentation and case study show how easily agile methods could be integrated into a critical chain project management (CCPM) environment and how project throughput has been increased by +270% (with same resources and same project mix). Additionally, the project lead time and the project delays were reduced dramatically. But method is nothing without people using it. So, the focus on the implementation of methods – the change – is getting more and more important. Even more the companies are often behind schedule and the competitors are already a step ahead. On the other side the running business must be kept stable. The change must be quick and secure and sustainable. This presentation shows how fast CCPM can be implemented. With good preparation and based on the S&T projects it was possible to implement full blown CCPM within 31 working days. The combination of agile and CCPM and the use of the S&T projects is a very powerful combination. The presentation and case study is the result of over 10 years of experience out of more than 15 successful implementations. |
Content and Presentation
How Agile Methods can easily be combined with CCPM
Case Study 1 (R&D): a complete CCPM Implementation in combination with Agile Methods –projects throughput increased by a factor of 3.7
Case Study 2 (new product industrialization): a very high speed CCPM Implementation – in 31 working days
Situation
Both case studies are about CCPM implementations with Endress+Hauser (http://www.endress.com/en) They produce field testing instruments for automation and control of processes (Sales US$2.2 billion, 13.000 Employees).
E+H is a stable a well-established company active worldwide. E+H has continually invested to improve their project management. Due to ever shorter innovation cycles and increasing global competition the pressure for short new product time to market grew steadily. To accelerate their R&D (250 employees worldwide) E&H decided to implement agile methodologies – mainly in software development. Despite serious effort, friction between software and electronics/mechanics teams increased which then resulted in poor due date reliability and even increased lead times.
After struggling, with inadequate success, to reduce lead times to something more competitive, E+H chose to implement CCPM in conjunction with agile and existing project management.
Once R&D implemented CCPM their bottleneck moved to new product industrialization (150 employees). This group could no longer stay ahead of the rate at which new products arrive at their part of the operation. It became evident to all that CCPM was necessary in industrialization too. Not only was CCPM necessary, but it also needed to be up and running quickly.
Approach
A complete CCPM Implementation based on the projects Strategy & Tactics described in the revised edition of “Projects that Flow” from Uwe Techt.
Agile teams were maintained and integrated in the new CCPM system at a work-package level as described in the presentation “Agile Project Management: Critical Chain and Reliable/Ultimate Scrum equals an Agile Enterprise” from Wolfram Müller on the TOCICO 2013.
The agile teams work on (software) ‘releases' that are the equivalent of a work package in the CCPM plan. All agile artefacts, roles and meetings were kept – for agile teams the only new thing is to regularly report remaining durations (for a release) to the CCPM project. This integration of agile and CCPM we call “Reliable Scrum”.
Further on flow was improved by preventing multi-tasking at the software engineer/programmer level. This is done with a simple task board (TameFlow-Board/Ultimate Scrum). The Task-board limits WIP at the person level and reduces task or sub-task durations of subtasks to less than a day. These actions cause all disruptions to emerge quickly and so they can be eliminated immediately. The result is one-piece-flow on employee level.
Results
Results have been publicized. To get an impression of the scale of their success here are a few public number (“()” are the real numbers ;-):
Reduction of the average delay per project from 50% (100%) down to 25% (10%)
Increase of project throughput by a factor >3 (3,7)
Reduction of the project lead times by 25% (50-60%)
In R&D the task delivery rate jumped by +60% within 12 weeks.
The full CCPM implementation (all S&T nodes below node 3.1.1) started 15.01.2015 and took 6-months of intensive change work and 6 months to stabilize the process.
Important to recognize is the speed of the second step (industrialization). The whole change took just 31 working days or two months for the complete CCPM change – at full operational load.
Side note: An additional challenge for the customer was the switch to a new project management software. The software in place should have been CCPM able. But, just as the company was ready to go live with the new process their software supplier implemented a major release. The new release did not function and it appeared that fixing the problem would take a long time. After several weeks of trying to solve the problem E+H decided to switch to another system. Purchasing, installing, training and moving all projects to the new system – was all completed in 3 weeks.
The implementation team never thought that the results could be so great nor that the software change could be done so quickly. They are justifiably proud of what they have achieved.
Lookout
VISTEM invested a great deal of effort to stabilize and improve the CCPM implementation process. VISTEM's starting point is the 2010 “projects S&T”. Most of the VISTEM's learnings and best practices are now documented in the book “Projects that Flow” by Uwe Techt.
To Integrate Agile an additional node was introduced, placed directly after the 5.111.2. The TameFlow-task-boards (s. above) are introduced in critical most loaded teams to eliminate damaging multitasking. In node 5.114.1 task-boards included as a best practice in order to more easily determine the remaining duration.
These changes have been implemented in over 10 implementations, all with similar results. The process is proven and working well. But it is not the end of the improvement road! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2086 |
Conference Proceedings |
|
TOC startup - A new paradigm |
2017 |
Berlin, Germany |
As result of the globalization amplified by the starting digital transformation of old businesses, there is a steadily increasing demand of the companies for speed and flexibility often called agility. Many companies already use agile methods (like XP, Scrum or Kanban) and many developers are used to these already. Even if agile methods are an improvement they also introduce new problems because of their character of local optimization. This presentation and case study show how easily agile methods could be integrated into a critical chain project management (CCPM) environment and how project throughput has been increased by +270% (with same resources and same project mix). Additionally, the project lead time and the project delays were reduced dramatically. But method is nothing without people using it. So, the focus on the implementation of methods – the change – is getting more and more important. Even more the companies are often behind schedule and the competitors are already a step ahead. On the other side the running business must be kept stable. The change must be quick and secure and sustainable. This presentation shows how fast CCPM can be implemented. With good preparation and based on the S&T projects it was possible to implement full blown CCPM within 31 working days. The combination of agile and CCPM and the use of the S&T projects is a very powerful combination. The presentation and case study is the result of over 10 years of experience out of more than 15 successful implementations. |
Content and Presentation
How Agile Methods can easily be combined with CCPM
Case Study 1 (R&D): a complete CCPM Implementation in combination with Agile Methods –projects throughput increased by a factor of 3.7
Case Study 2 (new product industrialization): a very high speed CCPM Implementation – in 31 working days
Situation
Both case studies are about CCPM implementations with Endress+Hauser (http://www.endress.com/en) They produce field testing instruments for automation and control of processes (Sales US$2.2 billion, 13.000 Employees).
E+H is a stable a well-established company active worldwide. E+H has continually invested to improve their project management. Due to ever shorter innovation cycles and increasing global competition the pressure for short new product time to market grew steadily. To accelerate their R&D (250 employees worldwide) E&H decided to implement agile methodologies – mainly in software development. Despite serious effort, friction between software and electronics/mechanics teams increased which then resulted in poor due date reliability and even increased lead times.
After struggling, with inadequate success, to reduce lead times to something more competitive, E+H chose to implement CCPM in conjunction with agile and existing project management.
Once R&D implemented CCPM their bottleneck moved to new product industrialization (150 employees). This group could no longer stay ahead of the rate at which new products arrive at their part of the operation. It became evident to all that CCPM was necessary in industrialization too. Not only was CCPM necessary, but it also needed to be up and running quickly.
Approach
A complete CCPM Implementation based on the projects Strategy & Tactics described in the revised edition of “Projects that Flow” from Uwe Techt.
Agile teams were maintained and integrated in the new CCPM system at a work-package level as described in the presentation “Agile Project Management: Critical Chain and Reliable/Ultimate Scrum equals an Agile Enterprise” from Wolfram Müller on the TOCICO 2013.
The agile teams work on (software) ‘releases' that are the equivalent of a work package in the CCPM plan. All agile artefacts, roles and meetings were kept – for agile teams the only new thing is to regularly report remaining durations (for a release) to the CCPM project. This integration of agile and CCPM we call “Reliable Scrum”.
Further on flow was improved by preventing multi-tasking at the software engineer/programmer level. This is done with a simple task board (TameFlow-Board/Ultimate Scrum). The Task-board limits WIP at the person level and reduces task or sub-task durations of subtasks to less than a day. These actions cause all disruptions to emerge quickly and so they can be eliminated immediately. The result is one-piece-flow on employee level.
Results
Results have been publicized. To get an impression of the scale of their success here are a few public number (“()” are the real numbers ;-):
Reduction of the average delay per project from 50% (100%) down to 25% (10%)
Increase of project throughput by a factor >3 (3,7)
Reduction of the project lead times by 25% (50-60%)
In R&D the task delivery rate jumped by +60% within 12 weeks.
The full CCPM implementation (all S&T nodes below node 3.1.1) started 15.01.2015 and took 6-months of intensive change work and 6 months to stabilize the process.
Important to recognize is the speed of the second step (industrialization). The whole change took just 31 working days or two months for the complete CCPM change – at full operational load.
Side note: An additional challenge for the customer was the switch to a new project management software. The software in place should have been CCPM able. But, just as the company was ready to go live with the new process their software supplier implemented a major release. The new release did not function and it appeared that fixing the problem would take a long time. After several weeks of trying to solve the problem E+H decided to switch to another system. Purchasing, installing, training and moving all projects to the new system – was all completed in 3 weeks.
The implementation team never thought that the results could be so great nor that the software change could be done so quickly. They are justifiably proud of what they have achieved.
Lookout
VISTEM invested a great deal of effort to stabilize and improve the CCPM implementation process. VISTEM's starting point is the 2010 “projects S&T”. Most of the VISTEM's learnings and best practices are now documented in the book “Projects that Flow” by Uwe Techt.
To Integrate Agile an additional node was introduced, placed directly after the 5.111.2. The TameFlow-task-boards (s. above) are introduced in critical most loaded teams to eliminate damaging multitasking. In node 5.114.1 task-boards included as a best practice in order to more easily determine the remaining duration.
These changes have been implemented in over 10 implementations, all with similar results. The process is proven and working well. But it is not the end of the improvement road! |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2087 |
Conference Proceedings |
Mycue, Afredo |
TOC startup - A new paradigm |
2017 |
Berlin, Germany |
This presentation introduces Progressive Resolution as the conceptual tool to disagreements between individuals or organizations. Progressive Resolution aims to progressively and visually reveal where true disagreement exists in complex, distressed organizations. The technique is to plot instances of real or perceived disagreement graphically on a spectrum. The result is a Cartesian graph of both consensus and dispute. The concept progressively advances the entire enterprise team toward a resolution by depicting true disagreement and revealing the core conflict. Teams conducting this exercise are generally surprised to find much less disagreement than they anticipated. At this point, other TOC tools such as Evaporating Conflict Cloud can be used to break dilemmas, dispel assumptions, and, via injections, build consensus and viable solutions. In other words, the Progressive Resolution technique can help you to map existing disagreement so you can resolve the differences, and then progress as a team. Why not give Progressive Resolution a try the next time you and your teams are faced with a conundrum? |
Step 1: What to Change?
We must change the way we capture differences in perspective and diverging convictions. Disagreement is often surrounded by a fog. In the course of a disagreement, or argument, the fog prevents us from putting past issues in perspective and often causes us to dismiss legitimate interests of the other party. It is often difficult to separate emotion and personalities from the true objective problem. Recent strife, anecdotal situations, and metaphors populate our memory. These recollections are not necessarily true fact and experience, but stakeholders often perceive them as reality. This phenomenon, overall lack of clarity and reluctance to engage, limits the application of our thinking tools just when they are most needed. In a manner analogous to the 5 Focusing Steps, if we apply thinking tools, especially the evaporating cloud, to dilemmas which are not core conflicts, then we may waste effort and miss critical opportunities to improve the organization. The change we need is to adopt a way to remove this fog so that we can effectively deploy our thinking tools to evaporate core conflicts and pave a path toward a future reality the entire team desires.
Step 2: What to Change to?
We need to consider a new technique to add to our repertoire of conflict resolution tools and techniques: consider progressive resolution. Progressive Resolution aims to progressively and visually reveal where true disagreement exists in complex, distressed organizations. The technique is to plot instances of real or perceived disagreement on a spectrum. The spectrum is defined by the level of agreement each party has on a particular instance. For example, if there is considerable disagreement about the instance, then it is plotted in the middle of the spectrum. The spectrum also denotes which party is the strongest advocate for the example, and whether or not the other party agrees with that advocacy. Consider this basic illustration of the spectrum:
Here is an illustrative example: Consider an “Automations” department in an important government program. The team's purpose is to manage existing IT systems and communicate effectively with the IT department to charter projects and system enhancements. The challenge they face is that the line between IT and program has become blurred.
This tool enables you to graphically portray points of agreement and disagreement over a logical and intuitive spectrum. It is a Cartesian graph of consensus and dispute. The ensuing plots of instances of agreement and disagreement begin to paint a picture of where there is true disagreement and where there is perceived disagreement. With both parties in the room, cases can be tested by both groups. In such forums, you might hear the comment: “Well, we in IT don't have a problem with you all doing that task, we just need to know about it.” Once true disagreement is captured in the center (salmon-colored) part of the spectrum, we can isolate the conflict and create an evaporating cloud to break it.
Here are two more examples, one extremely simple, and another extremely complicated. But both illustrate how the Progressive Resolution concept can be successfully applied to isolate true conflict, while simultaneously identifying legitimate interests. In the first situation a parent is having an impassioned discussion with a child. The discussion revolves around nutrition and preferences. The parent feels strongly that the child should eat nutritious food rich in vitamins and the child would like to eat what tastes good. The child feels adamant that he or she should like the food they eat! Where do the parent and child truly disagree and what are each side's reasonable “legitimate interests”? Let's plot the conflict:
As we consider the plot we realize that we do have disagreement, but we begin to see that there are many nutritious and delicious options that both sides agree one. An injection might include building a win-win menu that is both healthy and tasty.
The origins of progressive resolution are to be found in the diplomatic techniques used by the US State Department, Bureau of Political-Military Affairs, to educate US Military officers detailed to serve in the US Security Assistance Command in embassies around the world. The effort reflected here is to take those foundations and visually apply them to organizations striving to improve and apply Theories of Constraint to their processes. As demonstrated in the examples, Progressive Resolution is a concept that can be applied in any area where there is conflict and disagreement, from the battlefield to the boardroom to government.
Step 3: How to Cause the Change?
In keeping with Eli Goldratt's conviction that we spend so much time and effort on positional bargaining and compromise, we must peel away assumptions and perceived differences in order to expose legitimate interests and needs. Progressive Resolution helps accomplish this in a visual, enterprise way. True disagreement is often found only in a few instances and, once isolated, can be effectively captured and evaporated through the use of a conflict cloud. Or the disagreement can be eliminated with injections and the use of a prerequisite tree.
Progressive Resolution is a good name for this tool because it helps you to map existing disagreement so you can resolve the difference, and then progress as a team. However, the name, Progressive Resolution, can be viewed as a bit of a misnomer in the sense that it does not aim to achieve agreement or consensus, but rather to graphically display the disagreement. On the other hand, the concept does progressively advance the entire enterprise team toward a resolution by finding true disagreement and revealing core conflict. At this point, other TOC tools such as Evaporating Conflict Cloud can be used to break dilemmas, dispel assumptions, and, via injections, build consensus and viable solutions. Why not give Progressive Resolution a try the next time you and your teams are faced with a conundrum? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2088 |
Conference Proceedings |
|
TOC startup - A new paradigm |
2017 |
Berlin, Germany |
This presentation introduces Progressive Resolution as the conceptual tool to disagreements between individuals or organizations. Progressive Resolution aims to progressively and visually reveal where true disagreement exists in complex, distressed organizations. The technique is to plot instances of real or perceived disagreement graphically on a spectrum. The result is a Cartesian graph of both consensus and dispute. The concept progressively advances the entire enterprise team toward a resolution by depicting true disagreement and revealing the core conflict. Teams conducting this exercise are generally surprised to find much less disagreement than they anticipated. At this point, other TOC tools such as Evaporating Conflict Cloud can be used to break dilemmas, dispel assumptions, and, via injections, build consensus and viable solutions. In other words, the Progressive Resolution technique can help you to map existing disagreement so you can resolve the differences, and then progress as a team. Why not give Progressive Resolution a try the next time you and your teams are faced with a conundrum? |
Step 1: What to Change?
We must change the way we capture differences in perspective and diverging convictions. Disagreement is often surrounded by a fog. In the course of a disagreement, or argument, the fog prevents us from putting past issues in perspective and often causes us to dismiss legitimate interests of the other party. It is often difficult to separate emotion and personalities from the true objective problem. Recent strife, anecdotal situations, and metaphors populate our memory. These recollections are not necessarily true fact and experience, but stakeholders often perceive them as reality. This phenomenon, overall lack of clarity and reluctance to engage, limits the application of our thinking tools just when they are most needed. In a manner analogous to the 5 Focusing Steps, if we apply thinking tools, especially the evaporating cloud, to dilemmas which are not core conflicts, then we may waste effort and miss critical opportunities to improve the organization. The change we need is to adopt a way to remove this fog so that we can effectively deploy our thinking tools to evaporate core conflicts and pave a path toward a future reality the entire team desires.
Step 2: What to Change to?
We need to consider a new technique to add to our repertoire of conflict resolution tools and techniques: consider progressive resolution. Progressive Resolution aims to progressively and visually reveal where true disagreement exists in complex, distressed organizations. The technique is to plot instances of real or perceived disagreement on a spectrum. The spectrum is defined by the level of agreement each party has on a particular instance. For example, if there is considerable disagreement about the instance, then it is plotted in the middle of the spectrum. The spectrum also denotes which party is the strongest advocate for the example, and whether or not the other party agrees with that advocacy. Consider this basic illustration of the spectrum:
Here is an illustrative example: Consider an “Automations” department in an important government program. The team's purpose is to manage existing IT systems and communicate effectively with the IT department to charter projects and system enhancements. The challenge they face is that the line between IT and program has become blurred.
This tool enables you to graphically portray points of agreement and disagreement over a logical and intuitive spectrum. It is a Cartesian graph of consensus and dispute. The ensuing plots of instances of agreement and disagreement begin to paint a picture of where there is true disagreement and where there is perceived disagreement. With both parties in the room, cases can be tested by both groups. In such forums, you might hear the comment: “Well, we in IT don't have a problem with you all doing that task, we just need to know about it.” Once true disagreement is captured in the center (salmon-colored) part of the spectrum, we can isolate the conflict and create an evaporating cloud to break it.
Here are two more examples, one extremely simple, and another extremely complicated. But both illustrate how the Progressive Resolution concept can be successfully applied to isolate true conflict, while simultaneously identifying legitimate interests. In the first situation a parent is having an impassioned discussion with a child. The discussion revolves around nutrition and preferences. The parent feels strongly that the child should eat nutritious food rich in vitamins and the child would like to eat what tastes good. The child feels adamant that he or she should like the food they eat! Where do the parent and child truly disagree and what are each side's reasonable “legitimate interests”? Let's plot the conflict:
As we consider the plot we realize that we do have disagreement, but we begin to see that there are many nutritious and delicious options that both sides agree one. An injection might include building a win-win menu that is both healthy and tasty.
The origins of progressive resolution are to be found in the diplomatic techniques used by the US State Department, Bureau of Political-Military Affairs, to educate US Military officers detailed to serve in the US Security Assistance Command in embassies around the world. The effort reflected here is to take those foundations and visually apply them to organizations striving to improve and apply Theories of Constraint to their processes. As demonstrated in the examples, Progressive Resolution is a concept that can be applied in any area where there is conflict and disagreement, from the battlefield to the boardroom to government.
Step 3: How to Cause the Change?
In keeping with Eli Goldratt's conviction that we spend so much time and effort on positional bargaining and compromise, we must peel away assumptions and perceived differences in order to expose legitimate interests and needs. Progressive Resolution helps accomplish this in a visual, enterprise way. True disagreement is often found only in a few instances and, once isolated, can be effectively captured and evaporated through the use of a conflict cloud. Or the disagreement can be eliminated with injections and the use of a prerequisite tree.
Progressive Resolution is a good name for this tool because it helps you to map existing disagreement so you can resolve the difference, and then progress as a team. However, the name, Progressive Resolution, can be viewed as a bit of a misnomer in the sense that it does not aim to achieve agreement or consensus, but rather to graphically display the disagreement. On the other hand, the concept does progressively advance the entire enterprise team toward a resolution by finding true disagreement and revealing core conflict. At this point, other TOC tools such as Evaporating Conflict Cloud can be used to break dilemmas, dispel assumptions, and, via injections, build consensus and viable solutions. Why not give Progressive Resolution a try the next time you and your teams are faced with a conundrum? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2089 |
Conference Proceedings |
Mycue, Afredo |
Resolving the real estate price crisis: The TOC way |
2017 |
Berlin, Germany |
This presentation proposes a new, better way to run government. What has emerged from hundreds of TOC-based improvement projects is not just a mandate to use TOC to improve government, but to use TOC to run government. TOC has enabled dozens of managers and directors to become more effective leaders and public servants. This case study demonstrates how government leaders can revolutionize the management of government and achieve breakthrough results when they bring TOC into the DNA of government operations. Learn how managers are using throughput operating strategies (TOS), capacity models, standard operating procedures, dashboards, and quality throughput over operational expenses calculations to transform government into something we have sought for centuries: Continuously improving and learning organizations that can be trusted to operate efficiently and effectively to meet our nation's needs. |
During the first month I started improving government full time in 2012, my executive director flew with me to meet Kristen Cox in her new Governor's Office of Management and Budget in Salt Lake City, Utah. I thought then, as I have for many years, that introducing TOC into government operations would result in decisive improvements in service delivery and efficiency. But that mindset was too limited in scope. True, TOC-based continuous improvement has had great results; but it has also accomplished something much more lasting and magnificent: a better management paradigm. It has created a way for managers and directors in government to effectively conquer the bewildering and multifarious demands made on their teams and achieve focus to meet citizen demands.
The message I intend to share at TOCICO in Berlin: Over the last seven years I have witnessed the implementation of 41 TOC-based improvement projects first hand and, through my communications with peers, seen the results of over 100 other TOC-based improvements in dozens of other government agencies. What has emerged is not just a mandate to use TOC to improve government, but to use TOC to run government.
TOC has enabled dozens of managers and directors to become more effective leaders and public servants. This case study abstract tells their story:
Step 1: What to Change?
A. The widespread conviction in government is that we need to focus on activity (instead of productivity of services). We must change the way government measures its ability to provide ever-improving service and increasing value per dollar. Every week or month managers need to know what items of value their teams produced and how much it cost the taxpayer to produce it (a measure of quality throughput over operational expenses, QT/OE).
B. All too prevalent “McGregor X” mentality of government leaders. Enable government leaders to see the inherent good in the people who work for them and have given so much of their lives to serve in government. Enable citizens to see the inherent good in their government and the people who do the work of government. Earn the respect and appreciation of our citizens.
C. A fear of measurement. Instead of believing metrics will be a stick to punish government teams, we need to embrace measurement as a way to get operational bio-feedback. As Eli Goldratt wrote in The Haystack Syndrome, “Show me how you measure me, and I'll tell you how I'll behave.”
D. The culture of allowing any and all choopchicks to multitask government and distract them from value creation.
E. Shaky confidence in government teams. Let's put TOC tools in managers' hands. We must inspire a confidence that “every conflict can be resolved.” Instead of tolerating a conviction that government is always under-resourced, provide managers the TOC based tools to break constraints, dilemmas, and catch-22s. Help government leaders transition from human pincushions to confident value-creators.
Step 2: What to Change to?
We need to develop the following tools and concepts and offer every governmental manager a TOC-based path to pursue POOGI. These tools are 1) throughput operating strategy 2) capacity model 3) a visual standard operating procedure 4) a dashboard measuring production, quality, time, customer satisfaction, and cost. Strategic Compasses -- Throughput Operating Strategies (TOS), like those designed by Robert and Kevin Fox, at every level in government (office, department, division, and agency).
a. A TOS, or Strategic Compass, is a physical manifestation of the 5 Focusing Steps in government. It identifies the goal of the organization and portrays a simple vision of “what good looks like.” The TOS is a satellite view of the organization as it takes inputs through its processes to produce quality throughput. It is the “north star” of the organization reflecting team consensus on the value the organization creates. This single document is also referred to as a “logic map” in the social sciences.
b. The TOS depicts the main constraint of the organization and the flow of value (products or services) through that decisive point. Generally, there are one or two processes that simply cannot keep pace with the rest of the organization or customer demand and therefore constricts the flow of value through the organization. Improvement teams must identify these bottlenecks to maximize the flow of value through these points by ensuring other processes in the value-chain subordinate themselves to the constraints which determine the overall productivity of the system. Below is an example of a TOS created by a Human Resources team in a ReEngine assessment session. The strategy clearly depicts the goal of the organization.
Journey Board. The Journey Board is a workflow capacity model. This model depicts how the team will achieve its performance objectives over a given time period. A workflow capacity model allocates manpower and resources to accomplish all the essential tasks of the organization. It is an imagined system that, in our mind's eye, is operating effectively and efficiently to accomplish all organizational objectives. This workflow model is a visual portrayal of the teamwork and time necessary to accomplish the intended value for customers.
This workflow capacity model ties individual performance with team productivity. The role of the individual is defined in terms of team expectations; in turn, the performance of the team is defined as the cumulative effort of the individual efforts. Managers can compare actual employee performance with this rubric as they apply judgment and leadership. This type of model-building can be applied to virtually any type of work to determine the completion rate and optimum amount of on-hand work. In the ideal state the Journey Board demonstrates what the organization is capable of when it is in a positive, goal-achieving stride. Government team-members can look at the Journey Board and say, THAT is what we can work together to accomplish.
2. Visual standard operating procedures (visual SOP's). Government is complex. If steps are not captured in a standard procedure the frictions and frustrations of rules, policies, precedents and conflicting stakeholder guidance, can quickly bring the gears of government to a halt. If institutional knowledge and wisdom resides exclusively in senior staff there will be a brain-drain when they depart. It is important to recognize that not all process improvement techniques are as effective in government as they are on manufacturing assembly lines.
3. A dashboard measuring production, quality, time, customer satisfaction, team development, and cost enables managers to steer their organizations and make data-driven decisions on a daily basis.
4. TOC POOGI wherewithal -The objective is to provide managers TOC thinking tools, TOC mindsets, and other proven continuous improvement techniques.
Step 3: How to Cause the Change?
A critical aspect of this change-implementation is the introduction of the new bottom-line for government or quality throughput over operational expenses (QT/OE, developed by Eli Goldratt and Robert Fox, and discussed in The Race (Croton on the Hudson, NY: North River Press, 1986). This financial and production accounting tool has great utility in government. It has enabled government to measure its ability to provide ever-improving service and increasing value per dollar. This will give government the ability to tie value to cost. Educating every manager on QT/OE and reporting it, quarter after quarter, in their dashboard will provide foundation for this change. It is important to recognize that this paradigm creates an ecosystem where graft, waste, and abuse cannot exist. Consequently, this paradigm is especially important in developing nations where every ingot of government resources needs to be efficiently and effectively leveraged. In summary, if every manager at every level of government is outfitted with a TOS, capacity model, visual SOP, a dashboard with QT/OE, and basic understanding of the theory of constraints we enable our governments to meet the needs of the nations they serve. Managers will be able to anticipate problems and make data-driven decisions. Their limited attention will be focused on the most important constraints. They will be able to resolve the dilemmas facing government and use strategy and tactics tools to make the engines of government even more effective and efficient. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2090 |
Conference Proceedings |
|
Resolving the real estate price crisis: The TOC way |
2017 |
Berlin, Germany |
This presentation proposes a new, better way to run government. What has emerged from hundreds of TOC-based improvement projects is not just a mandate to use TOC to improve government, but to use TOC to run government. TOC has enabled dozens of managers and directors to become more effective leaders and public servants. This case study demonstrates how government leaders can revolutionize the management of government and achieve breakthrough results when they bring TOC into the DNA of government operations. Learn how managers are using throughput operating strategies (TOS), capacity models, standard operating procedures, dashboards, and quality throughput over operational expenses calculations to transform government into something we have sought for centuries: Continuously improving and learning organizations that can be trusted to operate efficiently and effectively to meet our nation's needs. |
During the first month I started improving government full time in 2012, my executive director flew with me to meet Kristen Cox in her new Governor's Office of Management and Budget in Salt Lake City, Utah. I thought then, as I have for many years, that introducing TOC into government operations would result in decisive improvements in service delivery and efficiency. But that mindset was too limited in scope. True, TOC-based continuous improvement has had great results; but it has also accomplished something much more lasting and magnificent: a better management paradigm. It has created a way for managers and directors in government to effectively conquer the bewildering and multifarious demands made on their teams and achieve focus to meet citizen demands.
The message I intend to share at TOCICO in Berlin: Over the last seven years I have witnessed the implementation of 41 TOC-based improvement projects first hand and, through my communications with peers, seen the results of over 100 other TOC-based improvements in dozens of other government agencies. What has emerged is not just a mandate to use TOC to improve government, but to use TOC to run government.
TOC has enabled dozens of managers and directors to become more effective leaders and public servants. This case study abstract tells their story:
Step 1: What to Change?
A. The widespread conviction in government is that we need to focus on activity (instead of productivity of services). We must change the way government measures its ability to provide ever-improving service and increasing value per dollar. Every week or month managers need to know what items of value their teams produced and how much it cost the taxpayer to produce it (a measure of quality throughput over operational expenses, QT/OE).
B. All too prevalent “McGregor X” mentality of government leaders. Enable government leaders to see the inherent good in the people who work for them and have given so much of their lives to serve in government. Enable citizens to see the inherent good in their government and the people who do the work of government. Earn the respect and appreciation of our citizens.
C. A fear of measurement. Instead of believing metrics will be a stick to punish government teams, we need to embrace measurement as a way to get operational bio-feedback. As Eli Goldratt wrote in The Haystack Syndrome, “Show me how you measure me, and I'll tell you how I'll behave.”
D. The culture of allowing any and all choopchicks to multitask government and distract them from value creation.
E. Shaky confidence in government teams. Let's put TOC tools in managers' hands. We must inspire a confidence that “every conflict can be resolved.” Instead of tolerating a conviction that government is always under-resourced, provide managers the TOC based tools to break constraints, dilemmas, and catch-22s. Help government leaders transition from human pincushions to confident value-creators.
Step 2: What to Change to?
We need to develop the following tools and concepts and offer every governmental manager a TOC-based path to pursue POOGI. These tools are 1) throughput operating strategy 2) capacity model 3) a visual standard operating procedure 4) a dashboard measuring production, quality, time, customer satisfaction, and cost. Strategic Compasses -- Throughput Operating Strategies (TOS), like those designed by Robert and Kevin Fox, at every level in government (office, department, division, and agency).
a. A TOS, or Strategic Compass, is a physical manifestation of the 5 Focusing Steps in government. It identifies the goal of the organization and portrays a simple vision of “what good looks like.” The TOS is a satellite view of the organization as it takes inputs through its processes to produce quality throughput. It is the “north star” of the organization reflecting team consensus on the value the organization creates. This single document is also referred to as a “logic map” in the social sciences.
b. The TOS depicts the main constraint of the organization and the flow of value (products or services) through that decisive point. Generally, there are one or two processes that simply cannot keep pace with the rest of the organization or customer demand and therefore constricts the flow of value through the organization. Improvement teams must identify these bottlenecks to maximize the flow of value through these points by ensuring other processes in the value-chain subordinate themselves to the constraints which determine the overall productivity of the system. Below is an example of a TOS created by a Human Resources team in a ReEngine assessment session. The strategy clearly depicts the goal of the organization.
Journey Board. The Journey Board is a workflow capacity model. This model depicts how the team will achieve its performance objectives over a given time period. A workflow capacity model allocates manpower and resources to accomplish all the essential tasks of the organization. It is an imagined system that, in our mind's eye, is operating effectively and efficiently to accomplish all organizational objectives. This workflow model is a visual portrayal of the teamwork and time necessary to accomplish the intended value for customers.
This workflow capacity model ties individual performance with team productivity. The role of the individual is defined in terms of team expectations; in turn, the performance of the team is defined as the cumulative effort of the individual efforts. Managers can compare actual employee performance with this rubric as they apply judgment and leadership. This type of model-building can be applied to virtually any type of work to determine the completion rate and optimum amount of on-hand work. In the ideal state the Journey Board demonstrates what the organization is capable of when it is in a positive, goal-achieving stride. Government team-members can look at the Journey Board and say, THAT is what we can work together to accomplish.
2. Visual standard operating procedures (visual SOP's). Government is complex. If steps are not captured in a standard procedure the frictions and frustrations of rules, policies, precedents and conflicting stakeholder guidance, can quickly bring the gears of government to a halt. If institutional knowledge and wisdom resides exclusively in senior staff there will be a brain-drain when they depart. It is important to recognize that not all process improvement techniques are as effective in government as they are on manufacturing assembly lines.
3. A dashboard measuring production, quality, time, customer satisfaction, team development, and cost enables managers to steer their organizations and make data-driven decisions on a daily basis.
4. TOC POOGI wherewithal -The objective is to provide managers TOC thinking tools, TOC mindsets, and other proven continuous improvement techniques.
Step 3: How to Cause the Change?
A critical aspect of this change-implementation is the introduction of the new bottom-line for government or quality throughput over operational expenses (QT/OE, developed by Eli Goldratt and Robert Fox, and discussed in The Race (Croton on the Hudson, NY: North River Press, 1986). This financial and production accounting tool has great utility in government. It has enabled government to measure its ability to provide ever-improving service and increasing value per dollar. This will give government the ability to tie value to cost. Educating every manager on QT/OE and reporting it, quarter after quarter, in their dashboard will provide foundation for this change. It is important to recognize that this paradigm creates an ecosystem where graft, waste, and abuse cannot exist. Consequently, this paradigm is especially important in developing nations where every ingot of government resources needs to be efficiently and effectively leveraged. In summary, if every manager at every level of government is outfitted with a TOS, capacity model, visual SOP, a dashboard with QT/OE, and basic understanding of the theory of constraints we enable our governments to meet the needs of the nations they serve. Managers will be able to anticipate problems and make data-driven decisions. Their limited attention will be focused on the most important constraints. They will be able to resolve the dilemmas facing government and use strategy and tactics tools to make the engines of government even more effective and efficient. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2091 |
Conference Proceedings |
Piernikowska-Hewelt, Marta |
Resolving the real estate price crisis: The TOC way |
2017 |
Berlin, Germany |
Can one live without communication? The presentation shows that the ability to communicate verbally or not verbally is one of the most important human's need. Lack of ability to communicate one's wants, needs, emotions or life goals is one of the biggest difficulties a person can encounter. It may appear that basic human needs of people whose speech is affected, cannot be satisfied, as they weren't able to express them properly. This problem impacts many disabled children, young people and adults with disabilities. There are many reasons for speech disorders, to mention a few: severe kind of autism, cerebral palsy, behavioral or emotional problems, and accidents. Even though, the disabilities mentioned above have different symptoms, and different characteristics, they have at least one common nominative cause which is a communication disorder. How can TOC for Education help in this situation? The presentation is about how to improve communication skills of children and young adults with autism, cerebral palsy, and emotional or behavioral difficulties using ‘TOC for Education' tools. |
One of the examples presented, is about young man with severe kind of cerebral palsy, all his four limbs are affected, neither he cannot talk verbally, nor stand in the upright position. I have been working with Patryk for nearly 20 years. I am his therapist but I used to be his English teacher as well. We have worked together in order to achieve very ambitious target, to pass the final baccalaureate exams. He was introduced to TOC tools 10 years ago. At the beginning I was reading him ready examples of clouds and branches. We were reading stories, pieces of newspaper articles, fragment of books, and based on what he heard, I have prepared the conflict clouds and logical branches for him. It was introduction to TOC, gradually, Patryk started to differentiate needs and wants, and check the logical consequence in the branch. The following task was to ask Patryk to write his own cloud. His first meaningful cloud, which was described in the ‘TOCfE newsletter' and later in the book of ‘TOCfE stories', was about conflict which Patryk had with his mother. His want was to have a dog and his mother didn't want to have a dog. For the first time, Patryk used TOC cloud in order to solve his own conflict. Not only, the family found a solution to this problem, but Patryk became more self-aware and his sense of agency developed as well.
Later we started to use cloud and branch in order to communicate better with each other. With Patryk's better understanding of TOC tools, he started to use TOC in achieving his life goals.
The bigger experience Patryk had in using TOC, differentiating wants and needs, naming and recognizing needs properly, the better he was in achieving his life goals. We use TOC tools as one of the alternative and augmenting communication tools. Today, Patryk is a student at University, which was one of his biggest dreams. He also received a special reward “Without borders”, for achieving extraordinary results in the baccalaureate exams, despite his severe disabilities.
The presentation includes other examples of ‘TOC for Education' work with disabled children and young people. It also describes the importance of teaching disabled children expressing their needs and life goals in order to achieve full and satisfying life, as part of therapeutic work. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2092 |
Conference Proceedings |
|
Management, quality work and TOC? Quality people shadowing in the corners or hunting for real bottom line results? |
2017 |
Berlin, Germany |
Can one live without communication? The presentation shows that the ability to communicate verbally or not verbally is one of the most important human's need. Lack of ability to communicate one's wants, needs, emotions or life goals is one of the biggest difficulties a person can encounter. It may appear that basic human needs of people whose speech is affected, cannot be satisfied, as they weren't able to express them properly. This problem impacts many disabled children, young people and adults with disabilities. There are many reasons for speech disorders, to mention a few: severe kind of autism, cerebral palsy, behavioral or emotional problems, and accidents. Even though, the disabilities mentioned above have different symptoms, and different characteristics, they have at least one common nominative cause which is a communication disorder. How can TOC for Education help in this situation? The presentation is about how to improve communication skills of children and young adults with autism, cerebral palsy, and emotional or behavioral difficulties using ‘TOC for Education' tools. |
One of the examples presented, is about young man with severe kind of cerebral palsy, all his four limbs are affected, neither he cannot talk verbally, nor stand in the upright position. I have been working with Patryk for nearly 20 years. I am his therapist but I used to be his English teacher as well. We have worked together in order to achieve very ambitious target, to pass the final baccalaureate exams. He was introduced to TOC tools 10 years ago. At the beginning I was reading him ready examples of clouds and branches. We were reading stories, pieces of newspaper articles, fragment of books, and based on what he heard, I have prepared the conflict clouds and logical branches for him. It was introduction to TOC, gradually, Patryk started to differentiate needs and wants, and check the logical consequence in the branch. The following task was to ask Patryk to write his own cloud. His first meaningful cloud, which was described in the ‘TOCfE newsletter' and later in the book of ‘TOCfE stories', was about conflict which Patryk had with his mother. His want was to have a dog and his mother didn't want to have a dog. For the first time, Patryk used TOC cloud in order to solve his own conflict. Not only, the family found a solution to this problem, but Patryk became more self-aware and his sense of agency developed as well.
Later we started to use cloud and branch in order to communicate better with each other. With Patryk's better understanding of TOC tools, he started to use TOC in achieving his life goals.
The bigger experience Patryk had in using TOC, differentiating wants and needs, naming and recognizing needs properly, the better he was in achieving his life goals. We use TOC tools as one of the alternative and augmenting communication tools. Today, Patryk is a student at University, which was one of his biggest dreams. He also received a special reward “Without borders”, for achieving extraordinary results in the baccalaureate exams, despite his severe disabilities.
The presentation includes other examples of ‘TOC for Education' work with disabled children and young people. It also describes the importance of teaching disabled children expressing their needs and life goals in order to achieve full and satisfying life, as part of therapeutic work. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2093 |
Conference Proceedings |
|
Management, quality work and TOC? Quality people shadowing in the corners or hunting for real bottom line results? |
2017 |
Berlin, Germany |
Can one live without communication? The presentation shows that the ability to communicate verbally or not verbally is one of the most important human's need. Lack of ability to communicate one's wants, needs, emotions or life goals is one of the biggest difficulties a person can encounter. It may appear that basic human needs of people whose speech is affected, cannot be satisfied, as they weren't able to express them properly. This problem impacts many disabled children, young people and adults with disabilities. There are many reasons for speech disorders, to mention a few: severe kind of autism, cerebral palsy, behavioral or emotional problems, and accidents. Even though, the disabilities mentioned above have different symptoms, and different characteristics, they have at least one common nominative cause which is a communication disorder. How can TOC for Education help in this situation? The presentation is about how to improve communication skills of children and young adults with autism, cerebral palsy, and emotional or behavioral difficulties using ‘TOC for Education' tools. |
One of the examples presented, is about young man with severe kind of cerebral palsy, all his four limbs are affected, neither he cannot talk verbally, nor stand in the upright position. I have been working with Patryk for nearly 20 years. I am his therapist but I used to be his English teacher as well. We have worked together in order to achieve very ambitious target, to pass the final baccalaureate exams. He was introduced to TOC tools 10 years ago. At the beginning I was reading him ready examples of clouds and branches. We were reading stories, pieces of newspaper articles, fragment of books, and based on what he heard, I have prepared the conflict clouds and logical branches for him. It was introduction to TOC, gradually, Patryk started to differentiate needs and wants, and check the logical consequence in the branch. The following task was to ask Patryk to write his own cloud. His first meaningful cloud, which was described in the ‘TOCfE newsletter' and later in the book of ‘TOCfE stories', was about conflict which Patryk had with his mother. His want was to have a dog and his mother didn't want to have a dog. For the first time, Patryk used TOC cloud in order to solve his own conflict. Not only, the family found a solution to this problem, but Patryk became more self-aware and his sense of agency developed as well.
Later we started to use cloud and branch in order to communicate better with each other. With Patryk's better understanding of TOC tools, he started to use TOC in achieving his life goals.
The bigger experience Patryk had in using TOC, differentiating wants and needs, naming and recognizing needs properly, the better he was in achieving his life goals. We use TOC tools as one of the alternative and augmenting communication tools. Today, Patryk is a student at University, which was one of his biggest dreams. He also received a special reward “Without borders”, for achieving extraordinary results in the baccalaureate exams, despite his severe disabilities.
The presentation includes other examples of ‘TOC for Education' work with disabled children and young people. It also describes the importance of teaching disabled children expressing their needs and life goals in order to achieve full and satisfying life, as part of therapeutic work. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2094 |
Conference Proceedings |
Risko, Robert |
Management, quality work and TOC? Quality people shadowing in the corners or hunting for real bottom line results? |
2017 |
Berlin, Germany |
Applications of the theory of constraints in education, government services, and change management have monopolized on and expanded the solutions of the foundational body of knowledge. So what happens when a National Defense Cost Center looks for a strategy that delivers culture reforming results? Government budget policy can cripple the stability of military organizations and normal business strategies fail to ask the relevant questions that focus a complex military organization on the true goal and necessary conditions for sustained success. Even outpacing the internal competition can fail to overcome the political power that determines who survives and who fights to find a new red curve that is accessible. Expecting to realize the completion of at least one (1) strategic improvement, the commander (CEO) of the 110th Attack Wing and Strategic Development Coalition expected a traditional and unfocused strategic plan. Instead, they were led through a strategic development method that integrated TOC's system and measures identification, five focusing steps to create a throughput operating strategy, win-win decision making mentoring, strategy & tactic tree development through gap analysis, and desired system behavior identification and management plan resulting in an executable critical chain project management plan with expanded enterprise-focusing expectations. The integrated method, foundational products, and powerful TOC system realizations and improvement expectations are presented as a big TOC approach with initial results obtained since its completion on 3 March 2017. |
The Theory of Constraints (TOC) solutions cover a wide range of environments and sectors dealing with products, projects and services. Its many elements and design processes can also be leveraged to design new applications from the generic solutions. How is this actually done and can TOC elements reveal a strategic development method that brings harmony to a National Defense military organization?
In recent years, TOC applications have emerged in government services. Agencies have been able to improve their delivery performance as measured by value-for-money (QT/OE) as the goal. These successful implementations reveal the improvement possibilities for capability-based cost centers that are uniquely represented in national defense organizations.
Military organizations are known by two primary characteristics: stability and fire-fighting. While these may seem contradictory, they are interdependent. Stability comes from standardized education based on centuries of warfighting practice and theory that informs a uniform capability structure and controls. Fire-fighting is the temporary condition caused by unpredictable conflicts that demand flexibility while maintaining unity of action that is practiced during peacetime training. When uniform capability structures are undermined, the prolonged strategic fight for survival can disrupt essential foundations that support system harmony.
In the mid-2000's, the 110th Attack Wing (Michigan Air National Guard, USA) was awarded “best A-10 flying organization in the U.S. Air Force” just before receiving an unexpected and crippling blow to its identity and focus when it was scheduled for closure. In the intervening eight years, the organization fought for its existence which was mainly a political and marketing focus to obtain any emerging warfighting asset. Survival efforts neglected the foundational goal and operating strategy that would enable the delivery of relevant capabilities and necessitated a new strategic development approach to describe the reform process to create system harmony.
The Charter: In eighteen years, the organization commander (CEO), Colonel Bryan J. Teff, had not witnessed a single successful strategic initiative to bring bottom-line improvement to the many cost centers managed by the State of Michigan. His desire to avoid the same fate and demonstrate quality stewardship of Owner trust became a charter to build a Strategic Plan that will ensure improvement by completing at least one (1) strategic initiative. This broad objective provided an opportunity to explore and integrate the principles of the Theory of Constraints and execute a methodology that would provide clarity and focus on “what good looks like” for the primary mode of operation. With such a simple objective, the challenge shifted to one of coaching the executives to realize that a TOC-based approach would enable much more ambitious expectations and success!
The Foundation: The foundation for facilitating a rapid, product-focused approach came from several years of TOC self-study, hosted TOC training programs, and sub-system experimentation. But the real value was obtained from brilliant developments presented at the 2016 TOCICO Conference and The Decalogue process that informed a straight-forward 5-step Rapid Strategic Improvement Process based on the Big-TOC Body of Knowledge.
Step 1: The Strategic Direction of the Enterprise – Defining the Goal and Necessary Conditions
Building the Strategic Ideals became an executive coaching exercise. The basic military organization views strategy as the combination of all assigned functional tactics as a sufficient summary of strategy. Rarely is a true strategic view created. Beginning with a Viable Vision for a National Defense Enterprise, the essential questions for positive change was introduced: What does good look like for “profitable growth” of an ever-flourishing military enterprise?
The fundamental questions of It's Not Luck (Goldratt, 1994) were then presented and adapted to create an Enterprise Compass comprised of the Vision, Mission, Values, and Necessary Conditions. The ultimate objective was to identify the focusing goal of the Organize, Train, and Equip military unit by bridging the gap between government service-based and capability-based criteria for claiming success.
Step 2: The Direction of the System Measures – Motivating Harmonious Behaviors
National Defense organizations in an ideal environment experience long lag times between capability development and actions or “market” impact. Developing strategic value-for-money measures to synchronize effort at all levels of the organization was accelerated by the reality of system resilience in the chain analogy. In the 110 ATKW, measuring and monitoring every administrative detail resulted in shifting priorities, unfocused behaviors, and all of the Engines of Disharmony that system reality would suggest.
Establishing the truly relevant measures of the system that motivates harmonious system stability required an understanding of how capabilities are produced and reported. The Haystack Syndrome (Goldratt, 1990) provided a lens to identify Readiness Value and Training Value measures that focus management attention and inform the depiction of the strategic system map.
Step 3: The Direction of the Solution – TOC Five Focusing Steps from The Goal (Goldratt, 1984)
Constructing the Enterprise Throughput Operating Strategy required basic understanding of the function and influence of a selected Critical Activity on the throughput of a system (Fox, 2016 and Utah SUCCESS Framework). The pattern of obtaining relevant missions and funding had obscured the requirement to convert raw manpower potential into legitimate capabilities for customer requirements.
Envisioning bottom-line value was prompted by the Necessary But Not Sufficient (Goldratt, 2000) discovery process. The TOS demonstrated the major activities by sub-system that required maximizing flow to enable Critical Activity efficiency and maximum throughput. The Critical Activity Focus combined with the three Necessary Conditions inform the TOC philosophy of Win-Win decisions. The power to improve immediately through better decisions was revealed in the core conflict in C-level and functional decision making that favored emotional flexibility over the Harmony Cycle of Emotion-Intuition-Logic (Goldratt, R. 2016).
Step 4: Direction of the Improvement – TOC Change Questions
Dr. Alan Barnard presented several options for developing a Strategy and Tactic Tree (2012 and 2013). The Gap Analysis method seemed most suitable and capitalized on the natural inclination to use barriers to justify the status quo. Through a four step process, the elements of the S&T Tree were developed using the TOS as a guide. to identify performance obstacles, supplanting strategy objectives, best gap-closing tactic, and Pareto Analysis with supporting harmonious system behaviors.
4-Step Gap Analysis Method to Build the S&T Plan
The Gap or Obstacle Identification
Strategy or Supplanting Objectives
Tactic or Change Method
4. “3-Why” S&T Pareto Analysis: Necessity (CMCP), Parallel (Emotion-Intuition-Logic Cycle), Sufficiency (3 Primary TOC System Behaviors: TOC Decision Making, Relay Runner, Switching Rules; Throughput Measures; Sub-system S&Ts)
In order to avoid overloading, S&Ts were developed for the Critical Activity and supporting activities with a direct impact on throughput of capabilities. Finally, the S&T sequence for activation was developed using the Five Focusing Steps and The Decalogue (LePore, 1999) as a guide.
Priority of Impact: Exploit and Subordinate
Sequence: Dependency and Activation Foundations
Critical Activity Focus: Switching and Scheduling
Flow Behaviors: Work Ethic and System Harmony
Step 5: Direction of the Strategic Future – Organize, Train, Audit, and Expand
Strategic Navigation sustains the improvement through TOC Desired System Behavior controls, TOC compatible leadership philosophy (Kothekar, 2016), S&T and Red Curve navigation (Holt, 2016), and Blue Ocean Strategy guidance (Kim, 2015).
The strategic future begins with organizing strategy execution according to Critical Chain Project Management and designating S&T responsibilities. Training and reforming system behaviors is facilitated by the Strategic Ideals and TOS Focus that brings system stability. Auditing and adjusting S&Ts is based on valid measurements of improvement. Finally, the S&T Tree is expanded based on knowledge gained and subsequent gap analysis of the TOS and Necessary Conditions.
Final Thoughts
Several challenges existed in the 110th Attack Wing Strategic Development. The strict time constraints eliminated the opportunity to conduct TOC educational exercises. As a result, TOC solutions were integrated into S&T development and local examples had to be crafted for Drum-Buffer-Rope scheduling, Relay Runner, Switching Rules, and Flow Measurement discovery. The resistance to “business-world methods” required a unique integration of concepts and principles that avoid significant references to methodologies that had top-down implementation pressure with little local successes.
It may be appropriate to limit the presentation to a subset of the submitted abstract to fit the designated time block. I welcome the guidance of the Submission Review Committee on content and scope if selected as a presenter.
Projected Post-Presentation Questions:
Q1: What about Military Employment as a different Mode of Operation and Measurement? (Employment TOS with a Critical Activity of S&T “stabilizing” effects)
Q2: What are the current results and projected capacity improvement?
Survey Results, Baseline Measurements, Full Potential vs. Improvement Target, TBD on Readiness Value and Training Value, TBD on TVD and IVD Flow Measures
Q3: How does the Enterprise Strategy with TOS relate to the subordinate business units? (Seamless until the mode of operation shifts to “Employment”)
Q4: Can this method produce realistic solutions in other areas such as TOC in Relationships? (Family Strategy and Common Conflicts Available)
References
Barnard, A. “Introduction to Strategy and Tactics.” Lecture. 2013 Theory of Constraints International Certification Organization (TOCICO) International Conference, Germany, 6 June 2013.
Barnard, A. & Scheinkopf, L. “New applications of (and developments in) Theory of Constraints‘ Strategy & Tactic.” Lecture: 2012 TOCICO Conference.
Dettmer, W. Logical Thinking Process. American Society for Quality. 31 August 2007.
Fox, K. “Government Basics Full-Day Workshop.” Lecture: 2016 TOCICO Conference, Leesburg, VA, 18 Sep 2016.
Goldratt, E. The Choice. Massachusetts: The North River Press. 2008.
Goldratt, E. The Haystack Syndrome. Massachusetts: The North River Press. 1990.
Goldratt, E. It's Not Luck. Massachusetts: The North River Press. 1994.
Goldratt, E. Necessary But Not Sufficient. Massachusetts: The North River Press. 2000.
Goldratt, E. & Cox, J. The Goal. Massachusetts: The North River Press. 1994.
Goldratt, R. Unpublished Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Holt, S. “Stay on the Red Curve by Making Your Own Products Obsolete.” Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Jacob, D., Bergland, S. & Cox, J. Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance. Free Press. 8 August 2015.
Kim, W. & Mauborgne, R. Blue Ocean Strategy. Harvard Business Review Press. 20 January 2015.
Kothekar, K. “Sustaining the TOC Culture: Management Styles for Ever Flourishing Companies.“ Lecture: 2016 TOCICO Conference. 21 Sep 2016.
Lepore, D. & Cohen, O. Deming and Goldratt. Massachusetts: The North River Press. 15 August 1999.
Sproull, B. & Nelson, B. Epiphanized: A Novel on Unifying Theory of Constraints, Lean, and Six Sigma. Massachusetts: North River Press. January 2012.
“SUCCESS Framework.” Utah Governor's Office of Management and Budget. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2095 |
Conference Proceedings |
Teff, Bryan J. |
From throughput accounting to throughput economics workshop |
2017 |
Berlin, Germany |
Applications of the theory of constraints in education, government services, and change management have monopolized on and expanded the solutions of the foundational body of knowledge. So what happens when a National Defense Cost Center looks for a strategy that delivers culture reforming results? Government budget policy can cripple the stability of military organizations and normal business strategies fail to ask the relevant questions that focus a complex military organization on the true goal and necessary conditions for sustained success. Even outpacing the internal competition can fail to overcome the political power that determines who survives and who fights to find a new red curve that is accessible. Expecting to realize the completion of at least one (1) strategic improvement, the commander (CEO) of the 110th Attack Wing and Strategic Development Coalition expected a traditional and unfocused strategic plan. Instead, they were led through a strategic development method that integrated TOC's system and measures identification, five focusing steps to create a throughput operating strategy, win-win decision making mentoring, strategy & tactic tree development through gap analysis, and desired system behavior identification and management plan resulting in an executable critical chain project management plan with expanded enterprise-focusing expectations. The integrated method, foundational products, and powerful TOC system realizations and improvement expectations are presented as a big TOC approach with initial results obtained since its completion on 3 March 2017. |
The Theory of Constraints (TOC) solutions cover a wide range of environments and sectors dealing with products, projects and services. Its many elements and design processes can also be leveraged to design new applications from the generic solutions. How is this actually done and can TOC elements reveal a strategic development method that brings harmony to a National Defense military organization?
In recent years, TOC applications have emerged in government services. Agencies have been able to improve their delivery performance as measured by value-for-money (QT/OE) as the goal. These successful implementations reveal the improvement possibilities for capability-based cost centers that are uniquely represented in national defense organizations.
Military organizations are known by two primary characteristics: stability and fire-fighting. While these may seem contradictory, they are interdependent. Stability comes from standardized education based on centuries of warfighting practice and theory that informs a uniform capability structure and controls. Fire-fighting is the temporary condition caused by unpredictable conflicts that demand flexibility while maintaining unity of action that is practiced during peacetime training. When uniform capability structures are undermined, the prolonged strategic fight for survival can disrupt essential foundations that support system harmony.
In the mid-2000's, the 110th Attack Wing (Michigan Air National Guard, USA) was awarded “best A-10 flying organization in the U.S. Air Force” just before receiving an unexpected and crippling blow to its identity and focus when it was scheduled for closure. In the intervening eight years, the organization fought for its existence which was mainly a political and marketing focus to obtain any emerging warfighting asset. Survival efforts neglected the foundational goal and operating strategy that would enable the delivery of relevant capabilities and necessitated a new strategic development approach to describe the reform process to create system harmony.
The Charter: In eighteen years, the organization commander (CEO), Colonel Bryan J. Teff, had not witnessed a single successful strategic initiative to bring bottom-line improvement to the many cost centers managed by the State of Michigan. His desire to avoid the same fate and demonstrate quality stewardship of Owner trust became a charter to build a Strategic Plan that will ensure improvement by completing at least one (1) strategic initiative. This broad objective provided an opportunity to explore and integrate the principles of the Theory of Constraints and execute a methodology that would provide clarity and focus on “what good looks like” for the primary mode of operation. With such a simple objective, the challenge shifted to one of coaching the executives to realize that a TOC-based approach would enable much more ambitious expectations and success!
The Foundation: The foundation for facilitating a rapid, product-focused approach came from several years of TOC self-study, hosted TOC training programs, and sub-system experimentation. But the real value was obtained from brilliant developments presented at the 2016 TOCICO Conference and The Decalogue process that informed a straight-forward 5-step Rapid Strategic Improvement Process based on the Big-TOC Body of Knowledge.
Step 1: The Strategic Direction of the Enterprise – Defining the Goal and Necessary Conditions
Building the Strategic Ideals became an executive coaching exercise. The basic military organization views strategy as the combination of all assigned functional tactics as a sufficient summary of strategy. Rarely is a true strategic view created. Beginning with a Viable Vision for a National Defense Enterprise, the essential questions for positive change was introduced: What does good look like for “profitable growth” of an ever-flourishing military enterprise?
The fundamental questions of It's Not Luck (Goldratt, 1994) were then presented and adapted to create an Enterprise Compass comprised of the Vision, Mission, Values, and Necessary Conditions. The ultimate objective was to identify the focusing goal of the Organize, Train, and Equip military unit by bridging the gap between government service-based and capability-based criteria for claiming success.
Step 2: The Direction of the System Measures – Motivating Harmonious Behaviors
National Defense organizations in an ideal environment experience long lag times between capability development and actions or “market” impact. Developing strategic value-for-money measures to synchronize effort at all levels of the organization was accelerated by the reality of system resilience in the chain analogy. In the 110 ATKW, measuring and monitoring every administrative detail resulted in shifting priorities, unfocused behaviors, and all of the Engines of Disharmony that system reality would suggest.
Establishing the truly relevant measures of the system that motivates harmonious system stability required an understanding of how capabilities are produced and reported. The Haystack Syndrome (Goldratt, 1990) provided a lens to identify Readiness Value and Training Value measures that focus management attention and inform the depiction of the strategic system map.
Step 3: The Direction of the Solution – TOC Five Focusing Steps from The Goal (Goldratt, 1984)
Constructing the Enterprise Throughput Operating Strategy required basic understanding of the function and influence of a selected Critical Activity on the throughput of a system (Fox, 2016 and Utah SUCCESS Framework). The pattern of obtaining relevant missions and funding had obscured the requirement to convert raw manpower potential into legitimate capabilities for customer requirements.
Envisioning bottom-line value was prompted by the Necessary But Not Sufficient (Goldratt, 2000) discovery process. The TOS demonstrated the major activities by sub-system that required maximizing flow to enable Critical Activity efficiency and maximum throughput. The Critical Activity Focus combined with the three Necessary Conditions inform the TOC philosophy of Win-Win decisions. The power to improve immediately through better decisions was revealed in the core conflict in C-level and functional decision making that favored emotional flexibility over the Harmony Cycle of Emotion-Intuition-Logic (Goldratt, R. 2016).
Step 4: Direction of the Improvement – TOC Change Questions
Dr. Alan Barnard presented several options for developing a Strategy and Tactic Tree (2012 and 2013). The Gap Analysis method seemed most suitable and capitalized on the natural inclination to use barriers to justify the status quo. Through a four step process, the elements of the S&T Tree were developed using the TOS as a guide. to identify performance obstacles, supplanting strategy objectives, best gap-closing tactic, and Pareto Analysis with supporting harmonious system behaviors.
4-Step Gap Analysis Method to Build the S&T Plan
The Gap or Obstacle Identification
Strategy or Supplanting Objectives
Tactic or Change Method
4. “3-Why” S&T Pareto Analysis: Necessity (CMCP), Parallel (Emotion-Intuition-Logic Cycle), Sufficiency (3 Primary TOC System Behaviors: TOC Decision Making, Relay Runner, Switching Rules; Throughput Measures; Sub-system S&Ts)
In order to avoid overloading, S&Ts were developed for the Critical Activity and supporting activities with a direct impact on throughput of capabilities. Finally, the S&T sequence for activation was developed using the Five Focusing Steps and The Decalogue (LePore, 1999) as a guide.
Priority of Impact: Exploit and Subordinate
Sequence: Dependency and Activation Foundations
Critical Activity Focus: Switching and Scheduling
Flow Behaviors: Work Ethic and System Harmony
Step 5: Direction of the Strategic Future – Organize, Train, Audit, and Expand
Strategic Navigation sustains the improvement through TOC Desired System Behavior controls, TOC compatible leadership philosophy (Kothekar, 2016), S&T and Red Curve navigation (Holt, 2016), and Blue Ocean Strategy guidance (Kim, 2015).
The strategic future begins with organizing strategy execution according to Critical Chain Project Management and designating S&T responsibilities. Training and reforming system behaviors is facilitated by the Strategic Ideals and TOS Focus that brings system stability. Auditing and adjusting S&Ts is based on valid measurements of improvement. Finally, the S&T Tree is expanded based on knowledge gained and subsequent gap analysis of the TOS and Necessary Conditions.
Final Thoughts
Several challenges existed in the 110th Attack Wing Strategic Development. The strict time constraints eliminated the opportunity to conduct TOC educational exercises. As a result, TOC solutions were integrated into S&T development and local examples had to be crafted for Drum-Buffer-Rope scheduling, Relay Runner, Switching Rules, and Flow Measurement discovery. The resistance to “business-world methods” required a unique integration of concepts and principles that avoid significant references to methodologies that had top-down implementation pressure with little local successes.
It may be appropriate to limit the presentation to a subset of the submitted abstract to fit the designated time block. I welcome the guidance of the Submission Review Committee on content and scope if selected as a presenter.
Projected Post-Presentation Questions:
Q1: What about Military Employment as a different Mode of Operation and Measurement? (Employment TOS with a Critical Activity of S&T “stabilizing” effects)
Q2: What are the current results and projected capacity improvement?
Survey Results, Baseline Measurements, Full Potential vs. Improvement Target, TBD on Readiness Value and Training Value, TBD on TVD and IVD Flow Measures
Q3: How does the Enterprise Strategy with TOS relate to the subordinate business units? (Seamless until the mode of operation shifts to “Employment”)
Q4: Can this method produce realistic solutions in other areas such as TOC in Relationships? (Family Strategy and Common Conflicts Available)
References
Barnard, A. “Introduction to Strategy and Tactics.” Lecture. 2013 Theory of Constraints International Certification Organization (TOCICO) International Conference, Germany, 6 June 2013.
Barnard, A. & Scheinkopf, L. “New applications of (and developments in) Theory of Constraints‘ Strategy & Tactic.” Lecture: 2012 TOCICO Conference.
Dettmer, W. Logical Thinking Process. American Society for Quality. 31 August 2007.
Fox, K. “Government Basics Full-Day Workshop.” Lecture: 2016 TOCICO Conference, Leesburg, VA, 18 Sep 2016.
Goldratt, E. The Choice. Massachusetts: The North River Press. 2008.
Goldratt, E. The Haystack Syndrome. Massachusetts: The North River Press. 1990.
Goldratt, E. It's Not Luck. Massachusetts: The North River Press. 1994.
Goldratt, E. Necessary But Not Sufficient. Massachusetts: The North River Press. 2000.
Goldratt, E. & Cox, J. The Goal. Massachusetts: The North River Press. 1994.
Goldratt, R. Unpublished Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Holt, S. “Stay on the Red Curve by Making Your Own Products Obsolete.” Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Jacob, D., Bergland, S. & Cox, J. Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance. Free Press. 8 August 2015.
Kim, W. & Mauborgne, R. Blue Ocean Strategy. Harvard Business Review Press. 20 January 2015.
Kothekar, K. “Sustaining the TOC Culture: Management Styles for Ever Flourishing Companies.“ Lecture: 2016 TOCICO Conference. 21 Sep 2016.
Lepore, D. & Cohen, O. Deming and Goldratt. Massachusetts: The North River Press. 15 August 1999.
Sproull, B. & Nelson, B. Epiphanized: A Novel on Unifying Theory of Constraints, Lean, and Six Sigma. Massachusetts: North River Press. January 2012.
“SUCCESS Framework.” Utah Governor's Office of Management and Budget. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2096 |
Conference Proceedings |
|
From throughput accounting to throughput economics workshop |
2017 |
Berlin, Germany |
Applications of the theory of constraints in education, government services, and change management have monopolized on and expanded the solutions of the foundational body of knowledge. So what happens when a National Defense Cost Center looks for a strategy that delivers culture reforming results? Government budget policy can cripple the stability of military organizations and normal business strategies fail to ask the relevant questions that focus a complex military organization on the true goal and necessary conditions for sustained success. Even outpacing the internal competition can fail to overcome the political power that determines who survives and who fights to find a new red curve that is accessible. Expecting to realize the completion of at least one (1) strategic improvement, the commander (CEO) of the 110th Attack Wing and Strategic Development Coalition expected a traditional and unfocused strategic plan. Instead, they were led through a strategic development method that integrated TOC's system and measures identification, five focusing steps to create a throughput operating strategy, win-win decision making mentoring, strategy & tactic tree development through gap analysis, and desired system behavior identification and management plan resulting in an executable critical chain project management plan with expanded enterprise-focusing expectations. The integrated method, foundational products, and powerful TOC system realizations and improvement expectations are presented as a big TOC approach with initial results obtained since its completion on 3 March 2017. |
The Theory of Constraints (TOC) solutions cover a wide range of environments and sectors dealing with products, projects and services. Its many elements and design processes can also be leveraged to design new applications from the generic solutions. How is this actually done and can TOC elements reveal a strategic development method that brings harmony to a National Defense military organization?
In recent years, TOC applications have emerged in government services. Agencies have been able to improve their delivery performance as measured by value-for-money (QT/OE) as the goal. These successful implementations reveal the improvement possibilities for capability-based cost centers that are uniquely represented in national defense organizations.
Military organizations are known by two primary characteristics: stability and fire-fighting. While these may seem contradictory, they are interdependent. Stability comes from standardized education based on centuries of warfighting practice and theory that informs a uniform capability structure and controls. Fire-fighting is the temporary condition caused by unpredictable conflicts that demand flexibility while maintaining unity of action that is practiced during peacetime training. When uniform capability structures are undermined, the prolonged strategic fight for survival can disrupt essential foundations that support system harmony.
In the mid-2000's, the 110th Attack Wing (Michigan Air National Guard, USA) was awarded “best A-10 flying organization in the U.S. Air Force” just before receiving an unexpected and crippling blow to its identity and focus when it was scheduled for closure. In the intervening eight years, the organization fought for its existence which was mainly a political and marketing focus to obtain any emerging warfighting asset. Survival efforts neglected the foundational goal and operating strategy that would enable the delivery of relevant capabilities and necessitated a new strategic development approach to describe the reform process to create system harmony.
The Charter: In eighteen years, the organization commander (CEO), Colonel Bryan J. Teff, had not witnessed a single successful strategic initiative to bring bottom-line improvement to the many cost centers managed by the State of Michigan. His desire to avoid the same fate and demonstrate quality stewardship of Owner trust became a charter to build a Strategic Plan that will ensure improvement by completing at least one (1) strategic initiative. This broad objective provided an opportunity to explore and integrate the principles of the Theory of Constraints and execute a methodology that would provide clarity and focus on “what good looks like” for the primary mode of operation. With such a simple objective, the challenge shifted to one of coaching the executives to realize that a TOC-based approach would enable much more ambitious expectations and success!
The Foundation: The foundation for facilitating a rapid, product-focused approach came from several years of TOC self-study, hosted TOC training programs, and sub-system experimentation. But the real value was obtained from brilliant developments presented at the 2016 TOCICO Conference and The Decalogue process that informed a straight-forward 5-step Rapid Strategic Improvement Process based on the Big-TOC Body of Knowledge.
Step 1: The Strategic Direction of the Enterprise – Defining the Goal and Necessary Conditions
Building the Strategic Ideals became an executive coaching exercise. The basic military organization views strategy as the combination of all assigned functional tactics as a sufficient summary of strategy. Rarely is a true strategic view created. Beginning with a Viable Vision for a National Defense Enterprise, the essential questions for positive change was introduced: What does good look like for “profitable growth” of an ever-flourishing military enterprise?
The fundamental questions of It's Not Luck (Goldratt, 1994) were then presented and adapted to create an Enterprise Compass comprised of the Vision, Mission, Values, and Necessary Conditions. The ultimate objective was to identify the focusing goal of the Organize, Train, and Equip military unit by bridging the gap between government service-based and capability-based criteria for claiming success.
Step 2: The Direction of the System Measures – Motivating Harmonious Behaviors
National Defense organizations in an ideal environment experience long lag times between capability development and actions or “market” impact. Developing strategic value-for-money measures to synchronize effort at all levels of the organization was accelerated by the reality of system resilience in the chain analogy. In the 110 ATKW, measuring and monitoring every administrative detail resulted in shifting priorities, unfocused behaviors, and all of the Engines of Disharmony that system reality would suggest.
Establishing the truly relevant measures of the system that motivates harmonious system stability required an understanding of how capabilities are produced and reported. The Haystack Syndrome (Goldratt, 1990) provided a lens to identify Readiness Value and Training Value measures that focus management attention and inform the depiction of the strategic system map.
Step 3: The Direction of the Solution – TOC Five Focusing Steps from The Goal (Goldratt, 1984)
Constructing the Enterprise Throughput Operating Strategy required basic understanding of the function and influence of a selected Critical Activity on the throughput of a system (Fox, 2016 and Utah SUCCESS Framework). The pattern of obtaining relevant missions and funding had obscured the requirement to convert raw manpower potential into legitimate capabilities for customer requirements.
Envisioning bottom-line value was prompted by the Necessary But Not Sufficient (Goldratt, 2000) discovery process. The TOS demonstrated the major activities by sub-system that required maximizing flow to enable Critical Activity efficiency and maximum throughput. The Critical Activity Focus combined with the three Necessary Conditions inform the TOC philosophy of Win-Win decisions. The power to improve immediately through better decisions was revealed in the core conflict in C-level and functional decision making that favored emotional flexibility over the Harmony Cycle of Emotion-Intuition-Logic (Goldratt, R. 2016).
Step 4: Direction of the Improvement – TOC Change Questions
Dr. Alan Barnard presented several options for developing a Strategy and Tactic Tree (2012 and 2013). The Gap Analysis method seemed most suitable and capitalized on the natural inclination to use barriers to justify the status quo. Through a four step process, the elements of the S&T Tree were developed using the TOS as a guide. to identify performance obstacles, supplanting strategy objectives, best gap-closing tactic, and Pareto Analysis with supporting harmonious system behaviors.
4-Step Gap Analysis Method to Build the S&T Plan
The Gap or Obstacle Identification
Strategy or Supplanting Objectives
Tactic or Change Method
4. “3-Why” S&T Pareto Analysis: Necessity (CMCP), Parallel (Emotion-Intuition-Logic Cycle), Sufficiency (3 Primary TOC System Behaviors: TOC Decision Making, Relay Runner, Switching Rules; Throughput Measures; Sub-system S&Ts)
In order to avoid overloading, S&Ts were developed for the Critical Activity and supporting activities with a direct impact on throughput of capabilities. Finally, the S&T sequence for activation was developed using the Five Focusing Steps and The Decalogue (LePore, 1999) as a guide.
Priority of Impact: Exploit and Subordinate
Sequence: Dependency and Activation Foundations
Critical Activity Focus: Switching and Scheduling
Flow Behaviors: Work Ethic and System Harmony
Step 5: Direction of the Strategic Future – Organize, Train, Audit, and Expand
Strategic Navigation sustains the improvement through TOC Desired System Behavior controls, TOC compatible leadership philosophy (Kothekar, 2016), S&T and Red Curve navigation (Holt, 2016), and Blue Ocean Strategy guidance (Kim, 2015).
The strategic future begins with organizing strategy execution according to Critical Chain Project Management and designating S&T responsibilities. Training and reforming system behaviors is facilitated by the Strategic Ideals and TOS Focus that brings system stability. Auditing and adjusting S&Ts is based on valid measurements of improvement. Finally, the S&T Tree is expanded based on knowledge gained and subsequent gap analysis of the TOS and Necessary Conditions.
Final Thoughts
Several challenges existed in the 110th Attack Wing Strategic Development. The strict time constraints eliminated the opportunity to conduct TOC educational exercises. As a result, TOC solutions were integrated into S&T development and local examples had to be crafted for Drum-Buffer-Rope scheduling, Relay Runner, Switching Rules, and Flow Measurement discovery. The resistance to “business-world methods” required a unique integration of concepts and principles that avoid significant references to methodologies that had top-down implementation pressure with little local successes.
It may be appropriate to limit the presentation to a subset of the submitted abstract to fit the designated time block. I welcome the guidance of the Submission Review Committee on content and scope if selected as a presenter.
Projected Post-Presentation Questions:
Q1: What about Military Employment as a different Mode of Operation and Measurement? (Employment TOS with a Critical Activity of S&T “stabilizing” effects)
Q2: What are the current results and projected capacity improvement?
Survey Results, Baseline Measurements, Full Potential vs. Improvement Target, TBD on Readiness Value and Training Value, TBD on TVD and IVD Flow Measures
Q3: How does the Enterprise Strategy with TOS relate to the subordinate business units? (Seamless until the mode of operation shifts to “Employment”)
Q4: Can this method produce realistic solutions in other areas such as TOC in Relationships? (Family Strategy and Common Conflicts Available)
References
Barnard, A. “Introduction to Strategy and Tactics.” Lecture. 2013 Theory of Constraints International Certification Organization (TOCICO) International Conference, Germany, 6 June 2013.
Barnard, A. & Scheinkopf, L. “New applications of (and developments in) Theory of Constraints‘ Strategy & Tactic.” Lecture: 2012 TOCICO Conference.
Dettmer, W. Logical Thinking Process. American Society for Quality. 31 August 2007.
Fox, K. “Government Basics Full-Day Workshop.” Lecture: 2016 TOCICO Conference, Leesburg, VA, 18 Sep 2016.
Goldratt, E. The Choice. Massachusetts: The North River Press. 2008.
Goldratt, E. The Haystack Syndrome. Massachusetts: The North River Press. 1990.
Goldratt, E. It's Not Luck. Massachusetts: The North River Press. 1994.
Goldratt, E. Necessary But Not Sufficient. Massachusetts: The North River Press. 2000.
Goldratt, E. & Cox, J. The Goal. Massachusetts: The North River Press. 1994.
Goldratt, R. Unpublished Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Holt, S. “Stay on the Red Curve by Making Your Own Products Obsolete.” Lecture: 2016 TOCICO Conference. 20 Sep 2016.
Jacob, D., Bergland, S. & Cox, J. Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance. Free Press. 8 August 2015.
Kim, W. & Mauborgne, R. Blue Ocean Strategy. Harvard Business Review Press. 20 January 2015.
Kothekar, K. “Sustaining the TOC Culture: Management Styles for Ever Flourishing Companies.“ Lecture: 2016 TOCICO Conference. 21 Sep 2016.
Lepore, D. & Cohen, O. Deming and Goldratt. Massachusetts: The North River Press. 15 August 1999.
Sproull, B. & Nelson, B. Epiphanized: A Novel on Unifying Theory of Constraints, Lean, and Six Sigma. Massachusetts: North River Press. January 2012.
“SUCCESS Framework.” Utah Governor's Office of Management and Budget. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2097 |
Conference Proceedings |
Roggel, Amir |
From throughput accounting to throughput economics workshop |
2017 |
Berlin, Germany |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness TOC BOK, include S&T standard solutions, and to enable startups to reach success at higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2098 |
Conference Proceedings |
Mezger, Olmo |
The key insights of TOC |
2017 |
Berlin, Germany |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness TOC BOK, include S&T standard solutions, and to enable startups to reach success at higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2099 |
Conference Proceedings |
|
The key insights of TOC |
2017 |
Berlin, Germany |
The authors believe that TOC-startup is an emerging new paradigm of “innovation management” for startups. The authors do not consider their exploratory work as complete (ex. it lacks development of S&T trees for startups), yet, they create a “path to TOC” for startups, to harness TOC BOK, include S&T standard solutions, and to enable startups to reach success at higher probability. Through their recent years' work with startups in central America and Mexico, the authors test and improve the new paradigm to bring it from theory to practice. They wish to open and share their process with the TOC community as they march on high-scale deployment, web platform supported, starting in Mexico and propagating to the rest of the world. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2100 |
Conference Proceedings |
Ronen, Boaz |
The tricky nature of capacity and its impact on OE |
2017 |
Berlin, Germany |
As in many places in the world, such as the US, the Netherlands, and Germany, Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market for both the households and the finance industry. Research shows that about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors prefer investing in residential real estate over investing in bonds or securities. This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems: i. No clear government real estate policy; ii. Ineffective and inefficient production of new housing; iii. High yield for investment in residential real estate; iv. Almost no alternative to residential real estate investment. The first three core problems are being taken care of by the government. The 4th issue is being neglected, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) to describe the private investors' conflict, we can find a win-win solution: issuing a bond that imitates the price of residential housing. A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%. |
As in many places in the world – such as the US, the Netherlands, and Germany – Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties in coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market –for both the households and the finance industry.
The Israeli government is making huge efforts to increase the supply of new housing solutions and has increased taxes on real estate investors to reduce demand. Research shows that, despite all of these steps, about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors avoid buying bonds because of market expectations on a rate increase. Investing in securities becomes much riskier, taking into consideration the high multipliers. The apparently safe investment remains investing in real estate, especially apartments and houses. Such decisions are supported by low-cost mortgages, caused by the low interest rates. This causes an increase in real estate prices in Israel, as in many countries around the globe.
This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems:
No clear government real estate policy
Ineffective and inefficient production of new housing
High yield for investment in residential real estate
Almost no alternative to residential real estate investment
The 1st core problem: No clear government real estate policy
Using the 7 focusing steps we have identified some policy constraints, but the main constraint is the lack of available residential housing land. Following the 7-step analysis a full policy can be derived: exploiting, offloading and subordinating.
The 2nd core problem: Ineffective and inefficient production of new housing
This problem can be solved by using critical chain project management (CCPM) in the production process (design, regulation, planning, construction, etc.) which takes about 12 years. As the government owns most of the land in Israel, this process is very cumbersome and bureaucratic.
The 3rd core problem: High yield for investment in residential real estate
This problem can be resolved mainly by taxation tools and intervening in the mortgage market.
The 4th core problem: Almost no alternative to residential real estate investment
This issue is not being taken care of, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) we can find a win-win solution.
The above CRD presents the private investor's dilemma: in order to make a safe and liquid investment he or she would like to invest in capital markets. In order to gain stability and financial leverage he or she would invest in residential real estate.
We suggest a win-win solution to this private investors' conflict by issuing a bond that imitates the price of residential housing.
The ""Real Estate Bond""
The bond will be issued by the state of Israel.
The bond will be in the amount of 2 billion dollars per year (about 20% of total investment)
The bond will imitate the average price of residential housing as determined monthly by the Central Bureau of Statistics.
The bond will carry a 2% annual interest.
The bonds will be issued on the Israeli stock market and will be tradable from day one.
The bonds will be limited to private investors.
A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%.
An analysis shows that the investors' risk is equivalent to purchasing a ""physical"" apartment. As for the government, the risks are hedged by the huge amount of land owned by the government.
Learning objectives
TOC works successfully in analyzing and resolving an important macro-economic problem.
The thinking processes and the 7 focusing steps are very effective even in the real estate financing environment.
A win-win solution of issuing ""real estate bonds"" can resolve the conflict that causes high residential housing prices.
2. Questions attendees might ask
What is the private investors' interest in buying the bonds, assuming prices will drop?
What is the government interest in issuing the bonds, assuming prices will go up?
What are the implications of identifying the main constraint as available residential housing lands? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2101 |
Conference Proceedings |
Azaria, Shany |
The tricky nature of capacity and its impact on OE |
2017 |
Berlin, Germany |
As in many places in the world, such as the US, the Netherlands, and Germany, Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market for both the households and the finance industry. Research shows that about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors prefer investing in residential real estate over investing in bonds or securities. This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems: i. No clear government real estate policy; ii. Ineffective and inefficient production of new housing; iii. High yield for investment in residential real estate; iv. Almost no alternative to residential real estate investment. The first three core problems are being taken care of by the government. The 4th issue is being neglected, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) to describe the private investors' conflict, we can find a win-win solution: issuing a bond that imitates the price of residential housing. A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%. |
As in many places in the world – such as the US, the Netherlands, and Germany – Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties in coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market –for both the households and the finance industry.
The Israeli government is making huge efforts to increase the supply of new housing solutions and has increased taxes on real estate investors to reduce demand. Research shows that, despite all of these steps, about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors avoid buying bonds because of market expectations on a rate increase. Investing in securities becomes much riskier, taking into consideration the high multipliers. The apparently safe investment remains investing in real estate, especially apartments and houses. Such decisions are supported by low-cost mortgages, caused by the low interest rates. This causes an increase in real estate prices in Israel, as in many countries around the globe.
This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems:
No clear government real estate policy
Ineffective and inefficient production of new housing
High yield for investment in residential real estate
Almost no alternative to residential real estate investment
The 1st core problem: No clear government real estate policy
Using the 7 focusing steps we have identified some policy constraints, but the main constraint is the lack of available residential housing land. Following the 7-step analysis a full policy can be derived: exploiting, offloading and subordinating.
The 2nd core problem: Ineffective and inefficient production of new housing
This problem can be solved by using critical chain project management (CCPM) in the production process (design, regulation, planning, construction, etc.) which takes about 12 years. As the government owns most of the land in Israel, this process is very cumbersome and bureaucratic.
The 3rd core problem: High yield for investment in residential real estate
This problem can be resolved mainly by taxation tools and intervening in the mortgage market.
The 4th core problem: Almost no alternative to residential real estate investment
This issue is not being taken care of, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) we can find a win-win solution.
The above CRD presents the private investor's dilemma: in order to make a safe and liquid investment he or she would like to invest in capital markets. In order to gain stability and financial leverage he or she would invest in residential real estate.
We suggest a win-win solution to this private investors' conflict by issuing a bond that imitates the price of residential housing.
The ""Real Estate Bond""
The bond will be issued by the state of Israel.
The bond will be in the amount of 2 billion dollars per year (about 20% of total investment)
The bond will imitate the average price of residential housing as determined monthly by the Central Bureau of Statistics.
The bond will carry a 2% annual interest.
The bonds will be issued on the Israeli stock market and will be tradable from day one.
The bonds will be limited to private investors.
A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%.
An analysis shows that the investors' risk is equivalent to purchasing a ""physical"" apartment. As for the government, the risks are hedged by the huge amount of land owned by the government.
Learning objectives
TOC works successfully in analyzing and resolving an important macro-economic problem.
The thinking processes and the 7 focusing steps are very effective even in the real estate financing environment.
A win-win solution of issuing ""real estate bonds"" can resolve the conflict that causes high residential housing prices.
2. Questions attendees might ask
What is the private investors' interest in buying the bonds, assuming prices will drop?
What is the government interest in issuing the bonds, assuming prices will go up?
What are the implications of identifying the main constraint as available residential housing lands? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2102 |
Conference Proceedings |
|
A synopsis: ‘What can you do to enhance your thinking productivity' |
2017 |
Berlin, Germany |
As in many places in the world, such as the US, the Netherlands, and Germany, Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market for both the households and the finance industry. Research shows that about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors prefer investing in residential real estate over investing in bonds or securities. This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems: i. No clear government real estate policy; ii. Ineffective and inefficient production of new housing; iii. High yield for investment in residential real estate; iv. Almost no alternative to residential real estate investment. The first three core problems are being taken care of by the government. The 4th issue is being neglected, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) to describe the private investors' conflict, we can find a win-win solution: issuing a bond that imitates the price of residential housing. A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%. |
As in many places in the world – such as the US, the Netherlands, and Germany – Israel suffers from a real estate bubble. The price of residential real estate has doubled in the last eight years, causing economic and social problems across the country. Young couples cannot afford to buy a home and have difficulties in coping with rental prices. If this situation continues, it will be a huge problem for the mortgage market –for both the households and the finance industry.
The Israeli government is making huge efforts to increase the supply of new housing solutions and has increased taxes on real estate investors to reduce demand. Research shows that, despite all of these steps, about 20% of all purchases are for investment purposes. In an environment of almost zero interest rates, private investors avoid buying bonds because of market expectations on a rate increase. Investing in securities becomes much riskier, taking into consideration the high multipliers. The apparently safe investment remains investing in real estate, especially apartments and houses. Such decisions are supported by low-cost mortgages, caused by the low interest rates. This causes an increase in real estate prices in Israel, as in many countries around the globe.
This situation calls for new approach and TOC offers a new way of observing the problem. A focused Current Reality Tree (fCRT) analysis reveals four core problems:
No clear government real estate policy
Ineffective and inefficient production of new housing
High yield for investment in residential real estate
Almost no alternative to residential real estate investment
The 1st core problem: No clear government real estate policy
Using the 7 focusing steps we have identified some policy constraints, but the main constraint is the lack of available residential housing land. Following the 7-step analysis a full policy can be derived: exploiting, offloading and subordinating.
The 2nd core problem: Ineffective and inefficient production of new housing
This problem can be solved by using critical chain project management (CCPM) in the production process (design, regulation, planning, construction, etc.) which takes about 12 years. As the government owns most of the land in Israel, this process is very cumbersome and bureaucratic.
The 3rd core problem: High yield for investment in residential real estate
This problem can be resolved mainly by taxation tools and intervening in the mortgage market.
The 4th core problem: Almost no alternative to residential real estate investment
This issue is not being taken care of, and we suggest a TOC-based solution. Using the Conflict Resolution Diagram (CRD) we can find a win-win solution.
The above CRD presents the private investor's dilemma: in order to make a safe and liquid investment he or she would like to invest in capital markets. In order to gain stability and financial leverage he or she would invest in residential real estate.
We suggest a win-win solution to this private investors' conflict by issuing a bond that imitates the price of residential housing.
The ""Real Estate Bond""
The bond will be issued by the state of Israel.
The bond will be in the amount of 2 billion dollars per year (about 20% of total investment)
The bond will imitate the average price of residential housing as determined monthly by the Central Bureau of Statistics.
The bond will carry a 2% annual interest.
The bonds will be issued on the Israeli stock market and will be tradable from day one.
The bonds will be limited to private investors.
A survey shows that 40-50% of potential investors will consider buying this bond as an alternative to purchasing an apartment. As we do not have clear data on the demand curve we assume that the issuing of ""Real Estate Bonds"" will reduce the demand for housing by 10-20%, and be followed by a residential housing price reduction of 5-20%.
An analysis shows that the investors' risk is equivalent to purchasing a ""physical"" apartment. As for the government, the risks are hedged by the huge amount of land owned by the government.
Learning objectives
TOC works successfully in analyzing and resolving an important macro-economic problem.
The thinking processes and the 7 focusing steps are very effective even in the real estate financing environment.
A win-win solution of issuing ""real estate bonds"" can resolve the conflict that causes high residential housing prices.
2. Questions attendees might ask
What is the private investors' interest in buying the bonds, assuming prices will drop?
What is the government interest in issuing the bonds, assuming prices will go up?
What are the implications of identifying the main constraint as available residential housing lands? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2103 |
Conference Proceedings |
Saajoranta, Rami |
A synopsis: ‘What can you do to enhance your thinking productivity' |
2017 |
Berlin, Germany |
Management, quality work and TOC? Quality people shadowing in the corners or hunting for bottom line results? Why the management of companies is not regarding quality work as productive? For the management quality work is a way to make more money. The management and quality people perceive the targets and priorities of the company in different ways and it often happens that quality work is not supporting to achievement of the goal but is regarded more like inevitable waste. The quality certificate is justifying the quality work as long as it does not disturb the business. On the other hand, the quality people do not feel that their work is appreciated although they have valuable experience and operations understanding as well as competence on different development methods and approaches. This set up leads to develop isolated pockets and details of the company thus losing significant bottom line potential. This short presentation is an abstract of a well-received half-day workshop held in the 60th European Organization of Quality Congress in Helsinki in May 2016. On the presentation the conflict described above was first analyzed and then one direction of the solution was identified. The key question to break the conflict: what should be in place so that the quality work could be directed in most productive way? In the analysis different views of important stakeholders were considered. We claim that the TOC mind set and methods based focused quality development can strongly support the business and in addition the quality function can become ever more important and an appreciated partner for management. The TOC thinking processes were used when analyzing the conflict and creating the direction of the solution. Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development and results. |
Why so often the management of companies does not – and many times this is really justified - regard quality work as productive?
For the management quality work is a way to make more money. The management and quality/development people do see the targets and priorities of the company in different way and many times it happens that quality work is not supporting to reach the company's targets but is mostly regarded more like inevitable “waste”. The different certificates are justifying the quality development as long as it does not disturb the business.
On the other hand, the quality people do not – and many times this is really justified – feel that their work is appreciated although they have tons of valuable experience and business & operations understanding as well as competence on different development methods and approaches.
In this above described set up it is enough to develop isolated parts and details of the company thus losing significant bottom line potential.
This short presentation is an abstract of a half day workshop held in the 60th EOQ (European Organization of Quality) Congress in Helsinki in May 2016. The presentation was “pre-audited” by the members of our Finnish TOC community.
On the presentation the conflict described above was first analyzed and then at least one direction of the solution was identified. The key question to break the conflict is: “what should be in place so that the quality work could be directed in most productive way?”. In the analysis different views of important stakeholders were considered: management, quality / development people, employees, ISO 9001 standard, internal auditors and external auditors.
We claim that the TOC (Theory Of Constraints) mind set and methods–based focused quality development can strongly support the business and quality / development people and functions can become ever more important and appreciated partner for management.
TOC Thinking Processes were used when analyzing the conflict and creating the direction of the solution:
Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development & results. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2104 |
Conference Proceedings |
Lauramaa, Leo |
Improving flow via customer alignment: A case study |
2017 |
Berlin, Germany |
Management, quality work and TOC? Quality people shadowing in the corners or hunting for bottom line results? Why the management of companies is not regarding quality work as productive? For the management quality work is a way to make more money. The management and quality people perceive the targets and priorities of the company in different ways and it often happens that quality work is not supporting to achievement of the goal but is regarded more like inevitable waste. The quality certificate is justifying the quality work as long as it does not disturb the business. On the other hand, the quality people do not feel that their work is appreciated although they have valuable experience and operations understanding as well as competence on different development methods and approaches. This set up leads to develop isolated pockets and details of the company thus losing significant bottom line potential. This short presentation is an abstract of a well-received half-day workshop held in the 60th European Organization of Quality Congress in Helsinki in May 2016. On the presentation the conflict described above was first analyzed and then one direction of the solution was identified. The key question to break the conflict: what should be in place so that the quality work could be directed in most productive way? In the analysis different views of important stakeholders were considered. We claim that the TOC mind set and methods based focused quality development can strongly support the business and in addition the quality function can become ever more important and an appreciated partner for management. The TOC thinking processes were used when analyzing the conflict and creating the direction of the solution. Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development and results. |
Why so often the management of companies does not – and many times this is really justified - regard quality work as productive?
For the management quality work is a way to make more money. The management and quality/development people do see the targets and priorities of the company in different way and many times it happens that quality work is not supporting to reach the company's targets but is mostly regarded more like inevitable “waste”. The different certificates are justifying the quality development as long as it does not disturb the business.
On the other hand, the quality people do not – and many times this is really justified – feel that their work is appreciated although they have tons of valuable experience and business & operations understanding as well as competence on different development methods and approaches.
In this above described set up it is enough to develop isolated parts and details of the company thus losing significant bottom line potential.
This short presentation is an abstract of a half day workshop held in the 60th EOQ (European Organization of Quality) Congress in Helsinki in May 2016. The presentation was “pre-audited” by the members of our Finnish TOC community.
On the presentation the conflict described above was first analyzed and then at least one direction of the solution was identified. The key question to break the conflict is: “what should be in place so that the quality work could be directed in most productive way?”. In the analysis different views of important stakeholders were considered: management, quality / development people, employees, ISO 9001 standard, internal auditors and external auditors.
We claim that the TOC (Theory Of Constraints) mind set and methods–based focused quality development can strongly support the business and quality / development people and functions can become ever more important and appreciated partner for management.
TOC Thinking Processes were used when analyzing the conflict and creating the direction of the solution:
Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development & results. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2105 |
Conference Proceedings |
|
Improving flow via customer alignment: A case study |
2017 |
Berlin, Germany |
Management, quality work and TOC? Quality people shadowing in the corners or hunting for bottom line results? Why the management of companies is not regarding quality work as productive? For the management quality work is a way to make more money. The management and quality people perceive the targets and priorities of the company in different ways and it often happens that quality work is not supporting to achievement of the goal but is regarded more like inevitable waste. The quality certificate is justifying the quality work as long as it does not disturb the business. On the other hand, the quality people do not feel that their work is appreciated although they have valuable experience and operations understanding as well as competence on different development methods and approaches. This set up leads to develop isolated pockets and details of the company thus losing significant bottom line potential. This short presentation is an abstract of a well-received half-day workshop held in the 60th European Organization of Quality Congress in Helsinki in May 2016. On the presentation the conflict described above was first analyzed and then one direction of the solution was identified. The key question to break the conflict: what should be in place so that the quality work could be directed in most productive way? In the analysis different views of important stakeholders were considered. We claim that the TOC mind set and methods based focused quality development can strongly support the business and in addition the quality function can become ever more important and an appreciated partner for management. The TOC thinking processes were used when analyzing the conflict and creating the direction of the solution. Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development and results. |
Why so often the management of companies does not – and many times this is really justified - regard quality work as productive?
For the management quality work is a way to make more money. The management and quality/development people do see the targets and priorities of the company in different way and many times it happens that quality work is not supporting to reach the company's targets but is mostly regarded more like inevitable “waste”. The different certificates are justifying the quality development as long as it does not disturb the business.
On the other hand, the quality people do not – and many times this is really justified – feel that their work is appreciated although they have tons of valuable experience and business & operations understanding as well as competence on different development methods and approaches.
In this above described set up it is enough to develop isolated parts and details of the company thus losing significant bottom line potential.
This short presentation is an abstract of a half day workshop held in the 60th EOQ (European Organization of Quality) Congress in Helsinki in May 2016. The presentation was “pre-audited” by the members of our Finnish TOC community.
On the presentation the conflict described above was first analyzed and then at least one direction of the solution was identified. The key question to break the conflict is: “what should be in place so that the quality work could be directed in most productive way?”. In the analysis different views of important stakeholders were considered: management, quality / development people, employees, ISO 9001 standard, internal auditors and external auditors.
We claim that the TOC (Theory Of Constraints) mind set and methods–based focused quality development can strongly support the business and quality / development people and functions can become ever more important and appreciated partner for management.
TOC Thinking Processes were used when analyzing the conflict and creating the direction of the solution:
Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development & results. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2106 |
Conference Proceedings |
Schragenheim, Amir |
Improving flow via customer alignment: A case study |
2017 |
Berlin, Germany |
While it is pretty well-known that the concept of ‘cost-per-unit' is flawed, the nature of the flaw and the possible implications of key decision making is not known. The workshop covers the basic flaw of the common cost accounting methods. Then the principles of T, I and OE are presented and why they are superior performance measurements, and superior information for decision making. Then the workshop identifies the current boundaries of the T, I and OE knowledge and the reason this simple method has not spread. Challenging some basic assumptions is required for coming to the critical new ability to rationally judge an idea by answering the question: Would the proposed idea increase the bottom-line or reduce it? The proper answer to the question involves translating human intuition into a numerical range and coming up with the full range of reasonable financial results that constitute the best supporting information for the top management team. Being able to quickly analyze almost any ‘crazy idea' could open the door for many of the organization employees to feel free to suggest ideas. The outcome of such an analysis, based on the best available information, is much better exploitation of the organization's critical resources, leading to very high profitability. This workshop offers the opportunity to understand T, I and OE, both the current knowledge and also the new developments in this field. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2107 |
Conference Proceedings |
Schragenheim, Eli |
Improving flow via customer alignment: A case study |
2017 |
Berlin, Germany |
While it is pretty well-known that the concept of ‘cost-per-unit' is flawed, the nature of the flaw and the possible implications of key decision making is not known. The workshop covers the basic flaw of the common cost accounting methods. Then the principles of T, I and OE are presented and why they are superior performance measurements, and superior information for decision making. Then the workshop identifies the current boundaries of the T, I and OE knowledge and the reason this simple method has not spread. Challenging some basic assumptions is required for coming to the critical new ability to rationally judge an idea by answering the question: Would the proposed idea increase the bottom-line or reduce it? The proper answer to the question involves translating human intuition into a numerical range and coming up with the full range of reasonable financial results that constitute the best supporting information for the top management team. Being able to quickly analyze almost any ‘crazy idea' could open the door for many of the organization employees to feel free to suggest ideas. The outcome of such an analysis, based on the best available information, is much better exploitation of the organization's critical resources, leading to very high profitability. This workshop offers the opportunity to understand T, I and OE, both the current knowledge and also the new developments in this field. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2108 |
Conference Proceedings |
|
Building a plan for exploiting the systems constraint – from OPT for MTO, to contemporary modeling for MTA |
2017 |
Berlin, Germany |
While it is pretty well-known that the concept of ‘cost-per-unit' is flawed, the nature of the flaw and the possible implications of key decision making is not known. The workshop covers the basic flaw of the common cost accounting methods. Then the principles of T, I and OE are presented and why they are superior performance measurements, and superior information for decision making. Then the workshop identifies the current boundaries of the T, I and OE knowledge and the reason this simple method has not spread. Challenging some basic assumptions is required for coming to the critical new ability to rationally judge an idea by answering the question: Would the proposed idea increase the bottom-line or reduce it? The proper answer to the question involves translating human intuition into a numerical range and coming up with the full range of reasonable financial results that constitute the best supporting information for the top management team. Being able to quickly analyze almost any ‘crazy idea' could open the door for many of the organization employees to feel free to suggest ideas. The outcome of such an analysis, based on the best available information, is much better exploitation of the organization's critical resources, leading to very high profitability. This workshop offers the opportunity to understand T, I and OE, both the current knowledge and also the new developments in this field. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2109 |
Conference Proceedings |
Schragenheim, Eli |
Building a plan for exploiting the systems constraint – from OPT for MTO, to contemporary modeling for MTA |
2017 |
Berlin, Germany |
In this one-hour presentation, Eli Schragenheim defines an insight as recognizing a cause-and-effect structure that can be applied to variety of situations. TOC has come up with several powerful insights that carry the potential of achieving huge value. Eli Schragenheim presents his chosen seven key insights and discusses their value beyond the immediate use within the TOC applications. The insights are: 1. The constraint / bottleneck 2. Visible buffers 3. Buffer management 4. Throughput 5. Conflict resolution 6. Inherent simplicity 7. Decisive competitive edge and the essence of strategy and tactic. The wide use of each one of those insights is the core of this presentation. |
An insight means recognizing a cause and effect structure that can be applied to variety of situations. TOC has come up with several powerful insights that carry the potential of achieving huge value. Eli Schragenheim is going to present his chosen seven key insights and discuss their value beyond the immediate use within the TOC applications.
The insights are:
The constraint / bottleneck
Visible buffers
Buffer management
Throughput
Conflict resolution
Inherent simplicity
Decisive competitive edge and the essence of strategy and tactic
The wide use of each one of those insights is the core of this presentation. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2110 |
Conference Proceedings |
|
Building a plan for exploiting the systems constraint – from OPT for MTO, to contemporary modeling for MTA |
2017 |
Berlin, Germany |
In this one-hour presentation, Eli Schragenheim defines an insight as recognizing a cause-and-effect structure that can be applied to variety of situations. TOC has come up with several powerful insights that carry the potential of achieving huge value. Eli Schragenheim presents his chosen seven key insights and discusses their value beyond the immediate use within the TOC applications. The insights are: 1. The constraint / bottleneck 2. Visible buffers 3. Buffer management 4. Throughput 5. Conflict resolution 6. Inherent simplicity 7. Decisive competitive edge and the essence of strategy and tactic. The wide use of each one of those insights is the core of this presentation. |
An insight means recognizing a cause and effect structure that can be applied to variety of situations. TOC has come up with several powerful insights that carry the potential of achieving huge value. Eli Schragenheim is going to present his chosen seven key insights and discuss their value beyond the immediate use within the TOC applications.
The insights are:
The constraint / bottleneck
Visible buffers
Buffer management
Throughput
Conflict resolution
Inherent simplicity
Decisive competitive edge and the essence of strategy and tactic
The wide use of each one of those insights is the core of this presentation. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2111 |
Conference Proceedings |
Schragenheim, Eli |
Cooperation & self-government vs. Competition & hierarchy |
2017 |
Berlin, Germany |
All key decisions in an organization involve deep considerations on two major areas: 1. Sales/Throughput. What should the organization sell? Who are the potential clients? How to reach the clients? What price should the organization charge? 2. Capacity and its impact on OE (and I). What capabilities are required, and how much capacity of those capabilities have to be maintained? How much excess capacity is required? How much capacity can be purchased in a hurry? While the focus of management has to be, first of all, on generating throughput, the impact on OE cannot, and should not, be ignored. Managing the capacity is a critical element in supporting the competitive edge of the organization. Problem is that the behavior of capacity, and its immediate impact on OE and profitability, are quite different than sales. One noted difference is that capacity does not behave in a linear way. More, measuring capacity can be easily viewed as complex, due to the many variables that impact the performance. Timing issues are especially tricky as capacity is usually required before the sale, and it needs to be in line with the market timing expectations. On top of all the above capacity is highly impacted by the fluctuations of the demand, and it is also vulnerable to fluctuations within the operational system. Coming with an overall concept of dealing with capacity issues, especially for decision making, is the subject of this presentation. It'll include a discussion on the various complexities in measuring capacity, how that capacity can be utilized in reality, the behavior of the cost of capacity and the emphasis on TWO levels of protective capacity. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2112 |
Conference Proceedings |
|
Cooperation & self-government vs. Competition & hierarchy |
2017 |
Berlin, Germany |
All key decisions in an organization involve deep considerations on two major areas: 1. Sales/Throughput. What should the organization sell? Who are the potential clients? How to reach the clients? What price should the organization charge? 2. Capacity and its impact on OE (and I). What capabilities are required, and how much capacity of those capabilities have to be maintained? How much excess capacity is required? How much capacity can be purchased in a hurry? While the focus of management has to be, first of all, on generating throughput, the impact on OE cannot, and should not, be ignored. Managing the capacity is a critical element in supporting the competitive edge of the organization. Problem is that the behavior of capacity, and its immediate impact on OE and profitability, are quite different than sales. One noted difference is that capacity does not behave in a linear way. More, measuring capacity can be easily viewed as complex, due to the many variables that impact the performance. Timing issues are especially tricky as capacity is usually required before the sale, and it needs to be in line with the market timing expectations. On top of all the above capacity is highly impacted by the fluctuations of the demand, and it is also vulnerable to fluctuations within the operational system. Coming with an overall concept of dealing with capacity issues, especially for decision making, is the subject of this presentation. It'll include a discussion on the various complexities in measuring capacity, how that capacity can be utilized in reality, the behavior of the cost of capacity and the emphasis on TWO levels of protective capacity. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2113 |
Conference Proceedings |
Sethi, Deepak |
Activating the full profitability potential at MET Fine Printers |
2017 |
Berlin, Germany |
The objective of this presentation is to Improve your thinking productivity by leveraging the foundation laid by Eli Goldratt. The tasks/ the challenges are: 1. Figure out why a) people continue to think below par (despite The Choice) b) thinking productivity is not a major concern area? 2. Build further on Eli's solution; 3. Key missing piece: the way we are wired to think- in fast and slow modes. The deliverables are: 1. A ‘new composite' narrative on “Thinking Clearly” - incorporating Eli Goldratt's & Daniel Kahnemann's tenets suitably, besides other elements; 2. Relate to ‘Thinking' in a new empowered way; 3. Carry away a set of guidelines and practices to enhance your thinking productivity. |
1. My love & passion for the subject of ‘Thinking' has its genesis in Eli's last seminal work ""The Choice"". I have been researching & internalizing the literature in this field for over 3 years now.
2. What captured my attention & interest initially was that this ‘below par Thinking malaise', as highlighted by Eli, applied to the intelligentsia…
The question that kept me fired was a simple one- why were people not ‘Thinking Clearly' as per the vision & the benchmark set by Eli in ‘The Choice'...
In Eli's own words in a 2010 interview to Clarke Ching [posted on the TOCICO site on 13th June], Eli makes a couple of important observations about The Choice:
”…I hope it will take a shorter time now, because in my eyes ‘The Choice' is by far the most important book that I have ever written.”
“My problem is that most people who have read ‘The Choice' did not fully understand it.”
3. I felt, along the way, that Eli's views on Thinking Clearly, his tenets of Inherent simplicity & the other empowering assumptions covered in The Choice, are central & fundamental to the ‘Thinking Problem' – but that there are other important reasons as well that cause people's Thinking to be below par & below potential.
The Nobel Laureate, Daniel Kahneman in his book, ‘Thinking, fast & slow, covers in details the following 2 significant & interesting aspects, that are extremely relevant to us :
a. The way we are wired to Think …
b. Our ‘lazy & bare minimum' disposition for Thinking …
Both these factors provide us with an improved understanding on why we find it difficult to Think Clearly.
4. My work so far, has yielded a ‘more composite & a more robust narrative' on Thinking Clearly, which suitably incorporates Eli Goldratt's & Daniel Kahnemann's tenets, besides some other important elements & perspectives on the subject of Thinking.
5. I wish to present an important section of my updated work at the TOCICO 2017 Berlin conference under the title ‘What can You do to enhance Your Thinking Productivity'….
6. The presentation will cover the following aspects:
a. The critical role of Thinking in our lives..
b. What is Thinking Clearly- How is it different from Thinking..
c. Why don't we Think Clearly…
d. What are our Thinking Dynamics- The Daniel Kahnemann model of the fast & slow modes of Thinking & its impact on Thinking Clearly…
e. How to enhance our Thinking Productivity-guidelines, enabling practices & some mini-tools for it…
f. Making Thinking Clearly ‘A way of life'- E2E Living… |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2114 |
Conference Proceedings |
|
Activating the full profitability potential at MET Fine Printers |
2017 |
Berlin, Germany |
The objective of this presentation is to Improve your thinking productivity by leveraging the foundation laid by Eli Goldratt. The tasks/ the challenges are: 1. Figure out why a) people continue to think below par (despite The Choice) b) thinking productivity is not a major concern area? 2. Build further on Eli's solution; 3. Key missing piece: the way we are wired to think- in fast and slow modes. The deliverables are: 1. A ‘new composite' narrative on “Thinking Clearly” - incorporating Eli Goldratt's & Daniel Kahnemann's tenets suitably, besides other elements; 2. Relate to ‘Thinking' in a new empowered way; 3. Carry away a set of guidelines and practices to enhance your thinking productivity. |
1. My love & passion for the subject of ‘Thinking' has its genesis in Eli's last seminal work ""The Choice"". I have been researching & internalizing the literature in this field for over 3 years now.
2. What captured my attention & interest initially was that this ‘below par Thinking malaise', as highlighted by Eli, applied to the intelligentsia…
The question that kept me fired was a simple one- why were people not ‘Thinking Clearly' as per the vision & the benchmark set by Eli in ‘The Choice'...
In Eli's own words in a 2010 interview to Clarke Ching [posted on the TOCICO site on 13th June], Eli makes a couple of important observations about The Choice:
”…I hope it will take a shorter time now, because in my eyes ‘The Choice' is by far the most important book that I have ever written.”
“My problem is that most people who have read ‘The Choice' did not fully understand it.”
3. I felt, along the way, that Eli's views on Thinking Clearly, his tenets of Inherent simplicity & the other empowering assumptions covered in The Choice, are central & fundamental to the ‘Thinking Problem' – but that there are other important reasons as well that cause people's Thinking to be below par & below potential.
The Nobel Laureate, Daniel Kahneman in his book, ‘Thinking, fast & slow, covers in details the following 2 significant & interesting aspects, that are extremely relevant to us :
a. The way we are wired to Think …
b. Our ‘lazy & bare minimum' disposition for Thinking …
Both these factors provide us with an improved understanding on why we find it difficult to Think Clearly.
4. My work so far, has yielded a ‘more composite & a more robust narrative' on Thinking Clearly, which suitably incorporates Eli Goldratt's & Daniel Kahnemann's tenets, besides some other important elements & perspectives on the subject of Thinking.
5. I wish to present an important section of my updated work at the TOCICO 2017 Berlin conference under the title ‘What can You do to enhance Your Thinking Productivity'….
6. The presentation will cover the following aspects:
a. The critical role of Thinking in our lives..
b. What is Thinking Clearly- How is it different from Thinking..
c. Why don't we Think Clearly…
d. What are our Thinking Dynamics- The Daniel Kahnemann model of the fast & slow modes of Thinking & its impact on Thinking Clearly…
e. How to enhance our Thinking Productivity-guidelines, enabling practices & some mini-tools for it…
f. Making Thinking Clearly ‘A way of life'- E2E Living… |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2115 |
Conference Proceedings |
Sinha, Rakesh |
Activating the full profitability potential at MET Fine Printers |
2017 |
Berlin, Germany |
Acquiring companies using TOC principles, and the improving their performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings a challenge for core TOC team to quickly understand the culture of the company, complexities in business and develop and implement simple solutions to see significant improvement in performance in short times. Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in a short time span. It describes: What is THE VALUE for the customers of the company and its relationship with the FLOW Process of aligning / subordinating all functions towards the global goal of ˜Creating significant value for the customers and FLOW improvement initiatives can create significant value for the customers in a short period of time. The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is the significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures. This presentation covers how the company is using TOC solutions to improve flow, and focus on the significant need of customers. Company continues to use innovative yet simple TOC solutions, which are internally developed. |
Acquiring companies using TOC principles, and improving its performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings in challenge for core TOC team to quickly understand culture of the company, complexities in business and develop, implement simple solutions to see significant improvement in performance in short time.
Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in short time span.
It describes:
What is THE VALUE for the customers of the company and its relationship with the FLOW
Process of aligning / subordinating all functions towards global goal of ‘Creating significant value for the customers' and
FLOW improvement initiatives can create significant value for the customers in a short period of time.
The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures.
This presentation covers how the company is using TOC solutions to improve flow, and focus on significant need of customers. Company continues to use innovative yet simple TOC-solutions, which are internally developed.
LEARNING OBJECTIVES
This case study will illustrate:
What are the significant unfulfilled needs of the majority of customers, and damage to customers as well as the company.
Defining the measurements for monitoring level of fulfillment of the significant need of customers
Inherent simplicity involved in aligning all the business operations to improve level of fulfillment of the identified significant need of the customers.
Importance of measurements to drive individuals to take decisions which help the common goal of the company (rather than local optima achievement)
Highlight the importance of building win-win collaboration with key customers to improve the system's performance
STRUCTURE OF THE PRESENTATION:
A) Why was there a need for change?
In acquisitions environment, we always have to secure the buy in of the team on why are we proposing a change. In this case, following were major reasons for the change:
Ever-increasing complexity in product portfolio and various functions operating in silos affecting customer significant needs
Significant loss of top line and bottom line due to unfulfilled significant needs of the customers, sometime resulting penalties and missed margins affecting profits
Lack of robust IT infrastructure and thin team size were hampering right visibility and decision making
B) Eli's questions:
Step 1: What to Change?
Focus of individual functions on achieving local efficiency improvements
Causes behind unfulfilled needs of the customers
Step 2: What to Change to?
Bring focus of all teams around a singular common objective of company : Fulfilling significant needs of the customers
Step 3: How to cause the Change?
Alignment of measurements for entire team to focus on global optima
Buy-in from top team about the solution direction and benefits therefrom
Demonstrate that proposed changes bring about quick business results, thereby gaining momentum to scale up quickly
C) How do you measure, refocus, sustain and grow the change?
Clear, simple trackers and dashboards to measure customer service, which not only drives the new behavior, but also shows progress towards desired business benefits
3 Questions attendees might ask at the end of presentation to elaborate on the subject and improve understanding and transfer of ideas.
How were the IT challenges addressed during to implement this solution?
Are these solutions applicable to MTO customers as well?
What were some of the challenges during implementation of these solutions? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2116 |
Conference Proceedings |
Jagannath Radhakrishna |
CCPM: Is inertia blocking adaptation? |
2017 |
Berlin, Germany |
Acquiring companies using TOC principles, and the improving their performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings a challenge for core TOC team to quickly understand the culture of the company, complexities in business and develop and implement simple solutions to see significant improvement in performance in short times. Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in a short time span. It describes: What is THE VALUE for the customers of the company and its relationship with the FLOW Process of aligning / subordinating all functions towards the global goal of ˜Creating significant value for the customers and FLOW improvement initiatives can create significant value for the customers in a short period of time. The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is the significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures. This presentation covers how the company is using TOC solutions to improve flow, and focus on the significant need of customers. Company continues to use innovative yet simple TOC solutions, which are internally developed. |
Acquiring companies using TOC principles, and improving its performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings in challenge for core TOC team to quickly understand culture of the company, complexities in business and develop, implement simple solutions to see significant improvement in performance in short time.
Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in short time span.
It describes:
What is THE VALUE for the customers of the company and its relationship with the FLOW
Process of aligning / subordinating all functions towards global goal of ‘Creating significant value for the customers' and
FLOW improvement initiatives can create significant value for the customers in a short period of time.
The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures.
This presentation covers how the company is using TOC solutions to improve flow, and focus on significant need of customers. Company continues to use innovative yet simple TOC-solutions, which are internally developed.
LEARNING OBJECTIVES
This case study will illustrate:
What are the significant unfulfilled needs of the majority of customers, and damage to customers as well as the company.
Defining the measurements for monitoring level of fulfillment of the significant need of customers
Inherent simplicity involved in aligning all the business operations to improve level of fulfillment of the identified significant need of the customers.
Importance of measurements to drive individuals to take decisions which help the common goal of the company (rather than local optima achievement)
Highlight the importance of building win-win collaboration with key customers to improve the system's performance
STRUCTURE OF THE PRESENTATION:
A) Why was there a need for change?
In acquisitions environment, we always have to secure the buy in of the team on why are we proposing a change. In this case, following were major reasons for the change:
Ever-increasing complexity in product portfolio and various functions operating in silos affecting customer significant needs
Significant loss of top line and bottom line due to unfulfilled significant needs of the customers, sometime resulting penalties and missed margins affecting profits
Lack of robust IT infrastructure and thin team size were hampering right visibility and decision making
B) Eli's questions:
Step 1: What to Change?
Focus of individual functions on achieving local efficiency improvements
Causes behind unfulfilled needs of the customers
Step 2: What to Change to?
Bring focus of all teams around a singular common objective of company : Fulfilling significant needs of the customers
Step 3: How to cause the Change?
Alignment of measurements for entire team to focus on global optima
Buy-in from top team about the solution direction and benefits therefrom
Demonstrate that proposed changes bring about quick business results, thereby gaining momentum to scale up quickly
C) How do you measure, refocus, sustain and grow the change?
Clear, simple trackers and dashboards to measure customer service, which not only drives the new behavior, but also shows progress towards desired business benefits
3 Questions attendees might ask at the end of presentation to elaborate on the subject and improve understanding and transfer of ideas.
How were the IT challenges addressed during to implement this solution?
Are these solutions applicable to MTO customers as well?
What were some of the challenges during implementation of these solutions? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2117 |
Conference Proceedings |
Chaudhari, Chandrashekhar |
CCPM: Is inertia blocking adaptation? |
2017 |
Berlin, Germany |
Acquiring companies using TOC principles, and the improving their performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings a challenge for core TOC team to quickly understand the culture of the company, complexities in business and develop and implement simple solutions to see significant improvement in performance in short times. Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in a short time span. It describes: What is THE VALUE for the customers of the company and its relationship with the FLOW Process of aligning / subordinating all functions towards the global goal of ˜Creating significant value for the customers and FLOW improvement initiatives can create significant value for the customers in a short period of time. The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is the significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures. This presentation covers how the company is using TOC solutions to improve flow, and focus on the significant need of customers. Company continues to use innovative yet simple TOC solutions, which are internally developed. |
Acquiring companies using TOC principles, and improving its performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings in challenge for core TOC team to quickly understand culture of the company, complexities in business and develop, implement simple solutions to see significant improvement in performance in short time.
Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in short time span.
It describes:
What is THE VALUE for the customers of the company and its relationship with the FLOW
Process of aligning / subordinating all functions towards global goal of ‘Creating significant value for the customers' and
FLOW improvement initiatives can create significant value for the customers in a short period of time.
The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures.
This presentation covers how the company is using TOC solutions to improve flow, and focus on significant need of customers. Company continues to use innovative yet simple TOC-solutions, which are internally developed.
LEARNING OBJECTIVES
This case study will illustrate:
What are the significant unfulfilled needs of the majority of customers, and damage to customers as well as the company.
Defining the measurements for monitoring level of fulfillment of the significant need of customers
Inherent simplicity involved in aligning all the business operations to improve level of fulfillment of the identified significant need of the customers.
Importance of measurements to drive individuals to take decisions which help the common goal of the company (rather than local optima achievement)
Highlight the importance of building win-win collaboration with key customers to improve the system's performance
STRUCTURE OF THE PRESENTATION:
A) Why was there a need for change?
In acquisitions environment, we always have to secure the buy in of the team on why are we proposing a change. In this case, following were major reasons for the change:
Ever-increasing complexity in product portfolio and various functions operating in silos affecting customer significant needs
Significant loss of top line and bottom line due to unfulfilled significant needs of the customers, sometime resulting penalties and missed margins affecting profits
Lack of robust IT infrastructure and thin team size were hampering right visibility and decision making
B) Eli's questions:
Step 1: What to Change?
Focus of individual functions on achieving local efficiency improvements
Causes behind unfulfilled needs of the customers
Step 2: What to Change to?
Bring focus of all teams around a singular common objective of company : Fulfilling significant needs of the customers
Step 3: How to cause the Change?
Alignment of measurements for entire team to focus on global optima
Buy-in from top team about the solution direction and benefits therefrom
Demonstrate that proposed changes bring about quick business results, thereby gaining momentum to scale up quickly
C) How do you measure, refocus, sustain and grow the change?
Clear, simple trackers and dashboards to measure customer service, which not only drives the new behavior, but also shows progress towards desired business benefits
3 Questions attendees might ask at the end of presentation to elaborate on the subject and improve understanding and transfer of ideas.
How were the IT challenges addressed during to implement this solution?
Are these solutions applicable to MTO customers as well?
What were some of the challenges during implementation of these solutions? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2118 |
Conference Proceedings |
|
Adobe content creation: A TOC case study |
2017 |
Berlin, Germany |
Acquiring companies using TOC principles, and the improving their performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings a challenge for core TOC team to quickly understand the culture of the company, complexities in business and develop and implement simple solutions to see significant improvement in performance in short times. Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in a short time span. It describes: What is THE VALUE for the customers of the company and its relationship with the FLOW Process of aligning / subordinating all functions towards the global goal of ˜Creating significant value for the customers and FLOW improvement initiatives can create significant value for the customers in a short period of time. The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is the significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures. This presentation covers how the company is using TOC solutions to improve flow, and focus on the significant need of customers. Company continues to use innovative yet simple TOC solutions, which are internally developed. |
Acquiring companies using TOC principles, and improving its performance using simple, powerful TOC solutions is part of GCPL's culture now. Each acquisition in different parts of world brings in challenge for core TOC team to quickly understand culture of the company, complexities in business and develop, implement simple solutions to see significant improvement in performance in short time.
Recently GCPL acquired a company in the US, wherein a thin team manages a complex business of wet hair care products. This presentation is about the TOC implementation in this company, the unique challenges faced, flow solutions deployed and results gained in short time span.
It describes:
What is THE VALUE for the customers of the company and its relationship with the FLOW
Process of aligning / subordinating all functions towards global goal of ‘Creating significant value for the customers' and
FLOW improvement initiatives can create significant value for the customers in a short period of time.
The focus on FLOW provides a strong platform for the teams to collaborate and also improves harmony. Since there is clarity on what is significant need of the customers, it is now pursued by teams who hitherto had seemingly conflicting local measures.
This presentation covers how the company is using TOC solutions to improve flow, and focus on significant need of customers. Company continues to use innovative yet simple TOC-solutions, which are internally developed.
LEARNING OBJECTIVES
This case study will illustrate:
What are the significant unfulfilled needs of the majority of customers, and damage to customers as well as the company.
Defining the measurements for monitoring level of fulfillment of the significant need of customers
Inherent simplicity involved in aligning all the business operations to improve level of fulfillment of the identified significant need of the customers.
Importance of measurements to drive individuals to take decisions which help the common goal of the company (rather than local optima achievement)
Highlight the importance of building win-win collaboration with key customers to improve the system's performance
STRUCTURE OF THE PRESENTATION:
A) Why was there a need for change?
In acquisitions environment, we always have to secure the buy in of the team on why are we proposing a change. In this case, following were major reasons for the change:
Ever-increasing complexity in product portfolio and various functions operating in silos affecting customer significant needs
Significant loss of top line and bottom line due to unfulfilled significant needs of the customers, sometime resulting penalties and missed margins affecting profits
Lack of robust IT infrastructure and thin team size were hampering right visibility and decision making
B) Eli's questions:
Step 1: What to Change?
Focus of individual functions on achieving local efficiency improvements
Causes behind unfulfilled needs of the customers
Step 2: What to Change to?
Bring focus of all teams around a singular common objective of company : Fulfilling significant needs of the customers
Step 3: How to cause the Change?
Alignment of measurements for entire team to focus on global optima
Buy-in from top team about the solution direction and benefits therefrom
Demonstrate that proposed changes bring about quick business results, thereby gaining momentum to scale up quickly
C) How do you measure, refocus, sustain and grow the change?
Clear, simple trackers and dashboards to measure customer service, which not only drives the new behavior, but also shows progress towards desired business benefits
3 Questions attendees might ask at the end of presentation to elaborate on the subject and improve understanding and transfer of ideas.
How were the IT challenges addressed during to implement this solution?
Are these solutions applicable to MTO customers as well?
What were some of the challenges during implementation of these solutions? |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2119 |
Conference Proceedings |
Strada, Emanuele |
Adobe content creation: A TOC case study |
2017 |
Berlin, Germany |
The five steps of focusing are in the core of TOC. When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan. In 1975 Eli Goldratt and his partners built OPT. It was a finite forward scheduling system based on simulation software called SPSS. OPT laid the foundation for TOC. Unfortunately, OPT does not exist any longer. Nearly 40 years later – Emanuele Strada has developed smart production plans by using the same concepts while employing concurrent advanced software. He has built dynamic modeling to demonstrate and simulate the behavior of the production environment not only for the make to order (MTO) but also for make to availability (MTA) regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility. The modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment and more. These factors and their interdependencies are considered together with time! The dynamic process modelling enables the learning of the behavior of the system under the above factors and analyzing the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. The presentation outlines the parameters and considerations that should be used for building such plans. |
The five steps of focusing are in the Core of TOC.
When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan.
In 1975 Eli Goldratt and his partners built a software called OPT. It was based on simulation software called SPSS. It provided the platform for Finite Forward Scheduling system.
OPT laid the foundation for TOC.
TOC was developed because the software worked and brought significant results! OPT contributed the concepts of Flow and Focus to the core of TOC. Inherently in the OPT there were the concepts of managing flow (one of the 4 points of Standing on the shoulders of giants) and the build of outstanding plan for carrying out the decision of how to exploit the constraint (step 2 of the five steps of focusing).
The OPT was for MTO.
Nearly 40 years later – Emanuele Strada has done the same for MTA.
By using advanced software, he has built dynamic modeling to demonstrate and simulate the behavior of the production environment under the MTA regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility.
This work coincides with Step 2 of the five steps of focusing: Decide how to exploit the system's constraint(s). The five steps of focusing are a part of the Core TOC. Yet, they provide the framework and the guidelines of WHAT should be done. It is down to the practitioners and the implementers to find the HOW.
The “Decide” means in this environment building a production plan.
The MTA modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment, demand volume and product mix variation, resources availability, skills, process routes while considering local versus global optima.
In order to properly manage the flow, there is a need to consider all of the above factors, together with another very important element in the equation – time!
Both OPT and the MTA modeling build the production plan through simulating flow with time progression.
The dynamic process modelling provides the ability to learn and assess how the above factors interact among themselves. It enables to analyze and review the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2120 |
Conference Proceedings |
Cohen, Oded |
How cause-effect relations uncover what measures of central tendency hide |
2017 |
Berlin, Germany |
The five steps of focusing are in the core of TOC. When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan. In 1975 Eli Goldratt and his partners built OPT. It was a finite forward scheduling system based on simulation software called SPSS. OPT laid the foundation for TOC. Unfortunately, OPT does not exist any longer. Nearly 40 years later – Emanuele Strada has developed smart production plans by using the same concepts while employing concurrent advanced software. He has built dynamic modeling to demonstrate and simulate the behavior of the production environment not only for the make to order (MTO) but also for make to availability (MTA) regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility. The modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment and more. These factors and their interdependencies are considered together with time! The dynamic process modelling enables the learning of the behavior of the system under the above factors and analyzing the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. The presentation outlines the parameters and considerations that should be used for building such plans. |
The five steps of focusing are in the Core of TOC.
When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan.
In 1975 Eli Goldratt and his partners built a software called OPT. It was based on simulation software called SPSS. It provided the platform for Finite Forward Scheduling system.
OPT laid the foundation for TOC.
TOC was developed because the software worked and brought significant results! OPT contributed the concepts of Flow and Focus to the core of TOC. Inherently in the OPT there were the concepts of managing flow (one of the 4 points of Standing on the shoulders of giants) and the build of outstanding plan for carrying out the decision of how to exploit the constraint (step 2 of the five steps of focusing).
The OPT was for MTO.
Nearly 40 years later – Emanuele Strada has done the same for MTA.
By using advanced software, he has built dynamic modeling to demonstrate and simulate the behavior of the production environment under the MTA regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility.
This work coincides with Step 2 of the five steps of focusing: Decide how to exploit the system's constraint(s). The five steps of focusing are a part of the Core TOC. Yet, they provide the framework and the guidelines of WHAT should be done. It is down to the practitioners and the implementers to find the HOW.
The “Decide” means in this environment building a production plan.
The MTA modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment, demand volume and product mix variation, resources availability, skills, process routes while considering local versus global optima.
In order to properly manage the flow, there is a need to consider all of the above factors, together with another very important element in the equation – time!
Both OPT and the MTA modeling build the production plan through simulating flow with time progression.
The dynamic process modelling provides the ability to learn and assess how the above factors interact among themselves. It enables to analyze and review the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2121 |
Conference Proceedings |
|
How cause-effect relations uncover what measures of central tendency hide |
2017 |
Berlin, Germany |
The five steps of focusing are in the core of TOC. When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan. In 1975 Eli Goldratt and his partners built OPT. It was a finite forward scheduling system based on simulation software called SPSS. OPT laid the foundation for TOC. Unfortunately, OPT does not exist any longer. Nearly 40 years later – Emanuele Strada has developed smart production plans by using the same concepts while employing concurrent advanced software. He has built dynamic modeling to demonstrate and simulate the behavior of the production environment not only for the make to order (MTO) but also for make to availability (MTA) regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility. The modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment and more. These factors and their interdependencies are considered together with time! The dynamic process modelling enables the learning of the behavior of the system under the above factors and analyzing the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. The presentation outlines the parameters and considerations that should be used for building such plans. |
The five steps of focusing are in the Core of TOC.
When applying them to a production environment that has a permanent and expensive bottleneck step 2 is extremely challenging. The decision of how to exploit the system's constraint(s) demands a sophisticated production plan.
In 1975 Eli Goldratt and his partners built a software called OPT. It was based on simulation software called SPSS. It provided the platform for Finite Forward Scheduling system.
OPT laid the foundation for TOC.
TOC was developed because the software worked and brought significant results! OPT contributed the concepts of Flow and Focus to the core of TOC. Inherently in the OPT there were the concepts of managing flow (one of the 4 points of Standing on the shoulders of giants) and the build of outstanding plan for carrying out the decision of how to exploit the constraint (step 2 of the five steps of focusing).
The OPT was for MTO.
Nearly 40 years later – Emanuele Strada has done the same for MTA.
By using advanced software, he has built dynamic modeling to demonstrate and simulate the behavior of the production environment under the MTA regime. It is a unique work. The modeled plan was successfully incorporated into the operation of a mega production facility.
This work coincides with Step 2 of the five steps of focusing: Decide how to exploit the system's constraint(s). The five steps of focusing are a part of the Core TOC. Yet, they provide the framework and the guidelines of WHAT should be done. It is down to the practitioners and the implementers to find the HOW.
The “Decide” means in this environment building a production plan.
The MTA modeling takes into account several factors that complicate any attempt to build a production plan, such as: process steps dependency, process performance variation, material scheduling, process capacity and capability, batch size logic, order due date commitment, demand volume and product mix variation, resources availability, skills, process routes while considering local versus global optima.
In order to properly manage the flow, there is a need to consider all of the above factors, together with another very important element in the equation – time!
Both OPT and the MTA modeling build the production plan through simulating flow with time progression.
The dynamic process modelling provides the ability to learn and assess how the above factors interact among themselves. It enables to analyze and review the assumptions behind the suggested solutions. It reduces the risk of implementation failure and predicts and boosts the effectiveness of the proposed solution in a specific environment. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2122 |
Conference Proceedings |
Valchuk, Viktor |
SME growth: A revolution or evolution? |
2017 |
Berlin, Germany |
The presentation discusses the modern organization's conflict among actions directed on administration (structure, rules and incentives improvement) and actions directed to human relationship development (team building, events, celebration of all kinds, etc.). This conflict is the core conflict for some organizations. The breakthrough solution is the cooperation context creation. This context is a developing condition for cooperation and synchronization among people and divisions. The flow solutions of TOC on the five focusing steps (5FS) created the part of such context. Supposed solution includes not only hierarchy avoidance, but empowering a large number of people or all the people by the power to change context in the area of accountability. The manager's role is changed and consists of helping other people. Cooperation and power distribution work naturally in small groups. Thereby small group's creation is the part of the solution and cooperation context creation. People are different. It is possible to identify disputes and contradiction in the decision-making process. Therefore the part of the solution is the general purpose, beliefs and principles acceptation and tools for conflicts resolution learning. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2123 |
Conference Proceedings |
|
SME growth: A revolution or evolution? |
2017 |
Berlin, Germany |
The presentation discusses the modern organization's conflict among actions directed on administration (structure, rules and incentives improvement) and actions directed to human relationship development (team building, events, celebration of all kinds, etc.). This conflict is the core conflict for some organizations. The breakthrough solution is the cooperation context creation. This context is a developing condition for cooperation and synchronization among people and divisions. The flow solutions of TOC on the five focusing steps (5FS) created the part of such context. Supposed solution includes not only hierarchy avoidance, but empowering a large number of people or all the people by the power to change context in the area of accountability. The manager's role is changed and consists of helping other people. Cooperation and power distribution work naturally in small groups. Thereby small group's creation is the part of the solution and cooperation context creation. People are different. It is possible to identify disputes and contradiction in the decision-making process. Therefore the part of the solution is the general purpose, beliefs and principles acceptation and tools for conflicts resolution learning. |
|
https://www.tocico.org/page/2017ConferenceProceedings |
| 2124 |
Conference Proceedings |
van der Zel, Kobus |
SME growth: A revolution or evolution? |
2017 |
Berlin, Germany |
In some rare industries, improving set-up time per job does not only give you more throughput; it also reduces your material cost and the way you quote new jobs boosting your entire income statement and competitive position in the market. In 2016 MET Fine Printers (MET) was only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand. The real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by lean manufacturing techniques, and the prime measurement for any printer today is the lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in; being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE. Drum-buffer-rope was able to lift the OEE (utilization) to 12%, but still short of the industry average of 14%, and leading competitors at 30%. TOC metrics helped the team focus on lean tools such as SMED and standard work charts during Kaizen events to aim for reducing set-up times from 3 hours to less than one hour. Over an intense 6 week period of buffer management was addressed, the press operators managed to get to approved color in three pull attempts from 20+ before. This allowed MET to achieve 20% OEE (triple the throughput) with the industry leading goal of 30% OEE well within reach. The unexpected surprise: material usage dropped by 20% causing an unexpectedly large boost to their bottom line! |
A) Why was there a need for Change? In 2016 the real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. But MET Fine Printers (“MET”) could not take advantage as they were only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand.
Step 1 – What to Change? The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by Lean manufacturing techniques, and the prime measurement for any printer today is the Lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in – being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE.
In one example MET produced a simple four color presentation folder by purchasing 3,500 sheets of paper – while the customer only ordered 1,000. Where did the difference go? The industry calls it “make-ready”, but as TOC practitioners it is simply set-up. A set-up for the 40” sheetfed presses MET runs required a “pull” of about 50-100 sheets of paper, and it turns out for the average job MET required 20 pulls to get the colour perfect for their demanding customers who do press checks themselves at press.
Step 2 – What to Change To? Drum-Buffer-Rope was able to lift the OEE (“Utilization”) to 12%, but still short of the industry average of 14%, and leading competitors at 30%.
But to really break the vicious cycle MET needed more advanced tools to reduce the set-up from 20 pulls (3.5 hours) to three pulls (less than an hour).
Step 3 – How to Change? To ensure the set-up reduction will be done on a sustainable basis the knowledge of the MET people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 100 people operating in 2 manufacturing locations. Libraries with books on TOC, lean manufacturing, general business and personal development were put in both MET locations. People earned credits for reading these books, and for participating in Kaizen events and other process improvement initiatives. The credits allow them to earn from a yellow through to a master black belt.
The next link of the people pull system was to link significant incentives to the bi-weekly payroll cycle for all shop personnel. In one early payroll cycle the entire bindery received 38% more money for setting a new benchmark in OEE performance.
Next small Kaizen events were held where a set-up will be video recorded before being analysed in a lean standard work chart and dissected for value-added and non-value added tasks. The teams soon learned that anything that is video recorded can be easily improved using this process – even visiting suppliers and helping sub-trade suppliers reduce their set-up times (which was consuming MET's paper.
B) How do you measure, refocus, sustain and grow the Change? One of the unique features of MET's CI system before the set-up reduction was daily CI meetings, complete with microphones, wide screen TV and amplified audio. It used to be more of a sales feel-good get together, but these 15 minute meetings soon gained momentum when video's started to appear of pressmen doing jobs in 5 pulls – using less than half the “make-ready” paper than before.
Yellow and orange belts are now regularly earned by MET people who dedicated themselves to their own personal development. The libraries that remain at each location was comprised not only of TOC books but also include many lean manufacturing books and people were trained on how to perform a Kaizen event or do a Spaghetti diagram to identify improvement opportunities once bottlenecks were correctly identified.
The Key Performance Indicators (KPIs) were changed to TOC metrics, and the accounting personnel were trained and put in charge of administering and reviewing the weekly metrics with the operations and sales teams.
The following obstacles remain:
Many shifts had to be reduced due to sales being unable to keep up with OEE improvement.
Continuous improvement credit system is not linked to the performance reviews or incentive system for management.
Many key people have developed themselves far less than others have which raises the question: How much pull and how much push should a company use in developing their people?
MET's 40” Man Roland 8 Color Press. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2125 |
Conference Proceedings |
Kallas, Nikos |
The future of CCPM |
2017 |
Berlin, Germany |
In some rare industries, improving set-up time per job does not only give you more throughput; it also reduces your material cost and the way you quote new jobs boosting your entire income statement and competitive position in the market. In 2016 MET Fine Printers (MET) was only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand. The real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by lean manufacturing techniques, and the prime measurement for any printer today is the lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in; being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE. Drum-buffer-rope was able to lift the OEE (utilization) to 12%, but still short of the industry average of 14%, and leading competitors at 30%. TOC metrics helped the team focus on lean tools such as SMED and standard work charts during Kaizen events to aim for reducing set-up times from 3 hours to less than one hour. Over an intense 6 week period of buffer management was addressed, the press operators managed to get to approved color in three pull attempts from 20+ before. This allowed MET to achieve 20% OEE (triple the throughput) with the industry leading goal of 30% OEE well within reach. The unexpected surprise: material usage dropped by 20% causing an unexpectedly large boost to their bottom line! |
A) Why was there a need for Change? In 2016 the real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. But MET Fine Printers (“MET”) could not take advantage as they were only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand.
Step 1 – What to Change? The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by Lean manufacturing techniques, and the prime measurement for any printer today is the Lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in – being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE.
In one example MET produced a simple four color presentation folder by purchasing 3,500 sheets of paper – while the customer only ordered 1,000. Where did the difference go? The industry calls it “make-ready”, but as TOC practitioners it is simply set-up. A set-up for the 40” sheetfed presses MET runs required a “pull” of about 50-100 sheets of paper, and it turns out for the average job MET required 20 pulls to get the colour perfect for their demanding customers who do press checks themselves at press.
Step 2 – What to Change To? Drum-Buffer-Rope was able to lift the OEE (“Utilization”) to 12%, but still short of the industry average of 14%, and leading competitors at 30%.
But to really break the vicious cycle MET needed more advanced tools to reduce the set-up from 20 pulls (3.5 hours) to three pulls (less than an hour).
Step 3 – How to Change? To ensure the set-up reduction will be done on a sustainable basis the knowledge of the MET people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 100 people operating in 2 manufacturing locations. Libraries with books on TOC, lean manufacturing, general business and personal development were put in both MET locations. People earned credits for reading these books, and for participating in Kaizen events and other process improvement initiatives. The credits allow them to earn from a yellow through to a master black belt.
The next link of the people pull system was to link significant incentives to the bi-weekly payroll cycle for all shop personnel. In one early payroll cycle the entire bindery received 38% more money for setting a new benchmark in OEE performance.
Next small Kaizen events were held where a set-up will be video recorded before being analysed in a lean standard work chart and dissected for value-added and non-value added tasks. The teams soon learned that anything that is video recorded can be easily improved using this process – even visiting suppliers and helping sub-trade suppliers reduce their set-up times (which was consuming MET's paper.
B) How do you measure, refocus, sustain and grow the Change? One of the unique features of MET's CI system before the set-up reduction was daily CI meetings, complete with microphones, wide screen TV and amplified audio. It used to be more of a sales feel-good get together, but these 15 minute meetings soon gained momentum when video's started to appear of pressmen doing jobs in 5 pulls – using less than half the “make-ready” paper than before.
Yellow and orange belts are now regularly earned by MET people who dedicated themselves to their own personal development. The libraries that remain at each location was comprised not only of TOC books but also include many lean manufacturing books and people were trained on how to perform a Kaizen event or do a Spaghetti diagram to identify improvement opportunities once bottlenecks were correctly identified.
The Key Performance Indicators (KPIs) were changed to TOC metrics, and the accounting personnel were trained and put in charge of administering and reviewing the weekly metrics with the operations and sales teams.
The following obstacles remain:
Many shifts had to be reduced due to sales being unable to keep up with OEE improvement.
Continuous improvement credit system is not linked to the performance reviews or incentive system for management.
Many key people have developed themselves far less than others have which raises the question: How much pull and how much push should a company use in developing their people?
MET's 40” Man Roland 8 Color Press. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2126 |
Conference Proceedings |
|
The future of CCPM |
2017 |
Berlin, Germany |
In some rare industries, improving set-up time per job does not only give you more throughput; it also reduces your material cost and the way you quote new jobs boosting your entire income statement and competitive position in the market. In 2016 MET Fine Printers (MET) was only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand. The real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by lean manufacturing techniques, and the prime measurement for any printer today is the lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in; being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE. Drum-buffer-rope was able to lift the OEE (utilization) to 12%, but still short of the industry average of 14%, and leading competitors at 30%. TOC metrics helped the team focus on lean tools such as SMED and standard work charts during Kaizen events to aim for reducing set-up times from 3 hours to less than one hour. Over an intense 6 week period of buffer management was addressed, the press operators managed to get to approved color in three pull attempts from 20+ before. This allowed MET to achieve 20% OEE (triple the throughput) with the industry leading goal of 30% OEE well within reach. The unexpected surprise: material usage dropped by 20% causing an unexpectedly large boost to their bottom line! |
A) Why was there a need for Change? In 2016 the real estate boom in the city of Vancouver had created an insatiable demand for ultra-high end books, brochures and floor plans to help developers sell more condominiums. But MET Fine Printers (“MET”) could not take advantage as they were only utilizing 7.8% of their printing press capacity on average. But the constraint was not in the market as its presses were already running around the clock to meet demand.
Step 1 – What to Change? The printing industry, which had been under intense financial pressure for decades due to the Internet, is dominated by Lean manufacturing techniques, and the prime measurement for any printer today is the Lean metric of OEE (Overall Equipment Effectiveness). MET's management team knew they had to break the vicious cycle they were in – being forced to run their printing presses on three shifts around the clock despite the low utilization of only 7.8% OEE.
In one example MET produced a simple four color presentation folder by purchasing 3,500 sheets of paper – while the customer only ordered 1,000. Where did the difference go? The industry calls it “make-ready”, but as TOC practitioners it is simply set-up. A set-up for the 40” sheetfed presses MET runs required a “pull” of about 50-100 sheets of paper, and it turns out for the average job MET required 20 pulls to get the colour perfect for their demanding customers who do press checks themselves at press.
Step 2 – What to Change To? Drum-Buffer-Rope was able to lift the OEE (“Utilization”) to 12%, but still short of the industry average of 14%, and leading competitors at 30%.
But to really break the vicious cycle MET needed more advanced tools to reduce the set-up from 20 pulls (3.5 hours) to three pulls (less than an hour).
Step 3 – How to Change? To ensure the set-up reduction will be done on a sustainable basis the knowledge of the MET people had to be addressed first. A 5-belt continuous improvement credit program was introduced as a pull system for the 100 people operating in 2 manufacturing locations. Libraries with books on TOC, lean manufacturing, general business and personal development were put in both MET locations. People earned credits for reading these books, and for participating in Kaizen events and other process improvement initiatives. The credits allow them to earn from a yellow through to a master black belt.
The next link of the people pull system was to link significant incentives to the bi-weekly payroll cycle for all shop personnel. In one early payroll cycle the entire bindery received 38% more money for setting a new benchmark in OEE performance.
Next small Kaizen events were held where a set-up will be video recorded before being analysed in a lean standard work chart and dissected for value-added and non-value added tasks. The teams soon learned that anything that is video recorded can be easily improved using this process – even visiting suppliers and helping sub-trade suppliers reduce their set-up times (which was consuming MET's paper.
B) How do you measure, refocus, sustain and grow the Change? One of the unique features of MET's CI system before the set-up reduction was daily CI meetings, complete with microphones, wide screen TV and amplified audio. It used to be more of a sales feel-good get together, but these 15 minute meetings soon gained momentum when video's started to appear of pressmen doing jobs in 5 pulls – using less than half the “make-ready” paper than before.
Yellow and orange belts are now regularly earned by MET people who dedicated themselves to their own personal development. The libraries that remain at each location was comprised not only of TOC books but also include many lean manufacturing books and people were trained on how to perform a Kaizen event or do a Spaghetti diagram to identify improvement opportunities once bottlenecks were correctly identified.
The Key Performance Indicators (KPIs) were changed to TOC metrics, and the accounting personnel were trained and put in charge of administering and reviewing the weekly metrics with the operations and sales teams.
The following obstacles remain:
Many shifts had to be reduced due to sales being unable to keep up with OEE improvement.
Continuous improvement credit system is not linked to the performance reviews or incentive system for management.
Many key people have developed themselves far less than others have which raises the question: How much pull and how much push should a company use in developing their people?
MET's 40” Man Roland 8 Color Press. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2127 |
Conference Proceedings |
Walsh, Daniel |
Reducing the walls of chronic conflict: TOC and the Dignity Model |
2017 |
Berlin, Germany |
A critical review of CCPM after 20 years. Asking the question, if it is so good why is it not being used by more organizations? Are we, the TOC practitioners part of the problem? Is CCPM a half baked solution? If so what must be done? And if so what is constraining an accelerated adaptation of CCPM? My presentation will examine the cause(s) and offer the direction of a solution.The three pillars of project management as every project manager is well aware are schedule, scope and cost. They are necessary conditions and the success of a project's execution will be measured against the planned vis-à-vis actual performance of these three criteria. In a specific project they may be co-equals or one may be more heavily weighted than the others, but make no mistake they are all important and they are all evaluated. Many companies are successfully managing their projects across every industry sector since 1997 using Critical Chain project management (CCPM) methodology. The results suggest this is a legitimate alternative to the Critical Path (CP) project management methodology. After 20 years of CCPM acclaim in the market it is time for a critical review of the effectiveness while evaluating completeness of the solution in managing the three pillars. |
Some key distinctions between CP and CCPM will be highlighted. There are some technical differences and there are some logical precepts separating the two methodologies. The CP approach has been captured and documented in the Project Management Institute's (PMI) Body of Knowledge (BOK) and the CCPM approach in the Theory of Constraints International Certification Organization (TOCICO) Dictionary.
The CP approach is well documented in the PMI's BOK and many other additional sources. The BOK provides a written roadmap covering all aspects of project management. Although the PMI recognizes CCPM, clearly their emphasis focuses on the traditional CP approach. On the other hand The TOCICO provides a written Dictionary providing the commonly used CCPM definitions while providing a roadmap by testing individual knowledge of CCPM theory leading to a TOCICO certification. Many books and papers have been published augmenting the theoretical and practical CCPM knowledge.
Having worked with companies in different industry sectors over the years I am no longer surprised by the extent of unawareness that much of the work they do are de facto projects. If they are not recognizing the work as projects they will not derive the significant advantages that could be achieved by using project management. Or even if the work is recognized as being projects, their project management performance is less than desirable, falling short of what could be achieved. This is the result of many factors such as the company's culture, previous experience and lack of training. In addition there is a general lack of leveraging the advancements in knowledge and technology to challenge some of the long accepted beliefs of what determines whether a series of tasks qualifies as a project.
We will be examining how effectively the CCPM approach provides the solution for planning, scheduling and controlling projects. This can only be fully accomplished by successfully managing the three pillars of the triumvirate. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2128 |
Conference Proceedings |
|
Reducing the walls of chronic conflict: TOC and the Dignity Model |
2017 |
Berlin, Germany |
A critical review of CCPM after 20 years. Asking the question, if it is so good why is it not being used by more organizations? Are we, the TOC practitioners part of the problem? Is CCPM a half baked solution? If so what must be done? And if so what is constraining an accelerated adaptation of CCPM? My presentation will examine the cause(s) and offer the direction of a solution.The three pillars of project management as every project manager is well aware are schedule, scope and cost. They are necessary conditions and the success of a project's execution will be measured against the planned vis-à-vis actual performance of these three criteria. In a specific project they may be co-equals or one may be more heavily weighted than the others, but make no mistake they are all important and they are all evaluated. Many companies are successfully managing their projects across every industry sector since 1997 using Critical Chain project management (CCPM) methodology. The results suggest this is a legitimate alternative to the Critical Path (CP) project management methodology. After 20 years of CCPM acclaim in the market it is time for a critical review of the effectiveness while evaluating completeness of the solution in managing the three pillars. |
Some key distinctions between CP and CCPM will be highlighted. There are some technical differences and there are some logical precepts separating the two methodologies. The CP approach has been captured and documented in the Project Management Institute's (PMI) Body of Knowledge (BOK) and the CCPM approach in the Theory of Constraints International Certification Organization (TOCICO) Dictionary.
The CP approach is well documented in the PMI's BOK and many other additional sources. The BOK provides a written roadmap covering all aspects of project management. Although the PMI recognizes CCPM, clearly their emphasis focuses on the traditional CP approach. On the other hand The TOCICO provides a written Dictionary providing the commonly used CCPM definitions while providing a roadmap by testing individual knowledge of CCPM theory leading to a TOCICO certification. Many books and papers have been published augmenting the theoretical and practical CCPM knowledge.
Having worked with companies in different industry sectors over the years I am no longer surprised by the extent of unawareness that much of the work they do are de facto projects. If they are not recognizing the work as projects they will not derive the significant advantages that could be achieved by using project management. Or even if the work is recognized as being projects, their project management performance is less than desirable, falling short of what could be achieved. This is the result of many factors such as the company's culture, previous experience and lack of training. In addition there is a general lack of leveraging the advancements in knowledge and technology to challenge some of the long accepted beliefs of what determines whether a series of tasks qualifies as a project.
We will be examining how effectively the CCPM approach provides the solution for planning, scheduling and controlling projects. This can only be fully accomplished by successfully managing the three pillars of the triumvirate. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2129 |
Conference Proceedings |
Watson, Brian |
High reliability for a highly unreliable world |
2017 |
Berlin, Germany |
After reading The Goal, the first opportunity to use this new toolset within my role as content marketing manager at Adobe presented itself. The biggest struggle for our marketing team had been identified as content creation: we just didn't have the ability to create it quickly. Once we identified that the constraint was our internal subject matter experts and their available time we focused on elevating that constraint. Our experts simply didn't have the time to generate the quantity of content we needed, but we hypothesized that we would be able to produce a greater amount of content if they partnered with an excellent writer. Thus our program, dubbed the advocates program, was born. This resolution of the constraint increased our throughput (published content) by 700% in one year. The rise in throughput was quite unexpected and much celebrated. However, the problem that was being raised was that additional content had reached a point of diminishing returns for the success of our marketing efforts. But inertia was now leading the charge. In the end, these issues were not resolved, leading to a weakened organization and vulnerabilities that were seized upon by an outside agency, which leveraged the growing concern to gain control of the entire program. Through this process we have learned a lot about the theory of constraints and its impact on organizations. First, theory of constraints is a very powerful tool that has the ability to rapidly change the throughput of an organization. Second, this rapid change can lead to great accolades, but it also changes the organization in new and different ways. Finally, if the new changes are not evaluated, managed, and injected into the strategy there is a growing risk that inertia will set in and make course corrections harder and harder to implement. |
Our introduction to the Theory of Constraints (TOC)
I was introduced to TOC in the middle of 2013. Our team had a quarterly book club and someone recommended that Eli Goldratt's The Goal would be a good book for the team to read and review. I sat down and drank that book in just as quickly as I could. It opened a whole new world of thought, process, and strategy. I'd already been somewhat of a process geek, and I felt that the theory of constraints (TOC) was a complete toolset that we could use to better our organization.
Our first real TOC application
Not long after reading that book the first opportunity to use this new toolset presented itself. At the time I was working as a Content Program Manager for Adobe's Enterprise Marketing Division. The biggest struggle we as a marketing team had identified was content: we just didn't have enough of it, nor the ability to create it quickly. Even though we had ample funds to address the problem we found ourselves struggling to solve the issue time and time again. I decided to utilize some of this new found TOC knowledge to hunt down the constraint of our content generation process that would enable us to succeed at our goals.
This hunt led directly to our knowledge experts, the product marketing managers at Adobe. First of all, you need to realize that Adobe prides itself as a thought leader in our space. And though I'm biased here, I would argue that overall Adobe does a fine job training and evangelizing our message where it really counts. However, the problem lies in the fact that the more knowledgeable an expert is at Adobe, the more demands are placed on that expert to present at conferences, answer customer's questions etc.
Another problem is that though these knowledge experts are the best of the best when it comes to presenting their message and conveying an idea, it doesn't always equate to the ability to create compelling content. They are marketers, not writers. They can talk the talk, but creating blog posts, website content, and so on demands an enormous amount of energy and time. Time is a resource that they simply don't have. There were a couple experts that had eked out a blog post from time to time, but at this point they were very much the exception and not the rule.
Elevating the constraint
Once we identified that the constraint was our experts' time we focused on elevating that constraint. Our experts simply didn't have the time to generate the quantity of content we needed, but we hypothesized that if partnered with an excellent writer we would be able to produce a greater amount of content. Thus our program, dubbed the advocates program, was born.
We found that a 30- to 60-minute interview with our content expert would lead to vast amounts of content material. We partnered each expert up with a personal writing team. We conducted interviews and transcribed the calls, then the writers would go to work creating content (articles, blogs, web pages) that could be used for our marketing purposes. It was a perfect mix of talent because our thought leaders didn't have the time to spend actually creating drafts and our writers excelled at drafting content with these inputs.
The resulting data told a compelling story. At the end of 2014 we had increased our throughput (published content) by 700%.
The beginning of the end
At the beginning of 2015 we were projecting to again double our throughput. The path was already defined by the success of earlier years; we simply needed to rinse and repeat. The rise in throughput in 2014 was quite unexpected and much celebrated. However, the new successes began to frame newer issues and problems that slowly and subtlety started to percolate through the process. The primary concern was the question, “how much content do we really need?”. These discussions later materialized in concerns that quantity was being emphasized over quality - that effectiveness was taking a back seat to efficiency.
The problem that was being raised was that additional content had reaching a point of diminishing returns for the success of our marketing efforts. Even with these concerns ringing in our ears, we persisted, stubbornly and somewhat blindly, past the point of no return. Inertia was now leading the charge. Factions began to emerge within our once unified team arguing the issues and the future strategy.
These factions and weaknesses within the organization turned into key vulnerabilities that were seized upon by an outside agency, which leveraged the growing concern to gain control of the entire program. Though some processes and resemblances of the old program were kept, once in control, the new agency gently steered the program back from a cutting edge internal program, to a standard agency content creation model. Throughput dramatically declined after the change and in 2016 resembled much of what it was like at the beginning. Content creation has again emerged as a key constraint within our organization.
Key learnings
The Theory of Constraints is a very powerful tool that has the ability to rapidly change the throughput of an organization.
This rapid change can lead to great accolades, but it also changes the organization in new and different ways.
If the new changes are not evaluated, managed, and injected into the strategy there is a growing risk that inertia will set in and make course corrections harder and harder to implement.
What I would have changed
We solved our content creation constraint, but failed to keep our overarching goal of improving marketing's efforts in mind. Keeping those goals firmly in our organization would have enabled us to make stronger course corrections along the way.
TOC thinking processes were still quite new to us. Having learned much more about evaporating clouds, FRT's and negative branches, I would have applied these processes to break some of our conflicts and remove some damaging assumptions to unify our team. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2130 |
Conference Proceedings |
|
High reliability for a highly unreliable world |
2017 |
Berlin, Germany |
After reading The Goal, the first opportunity to use this new toolset within my role as content marketing manager at Adobe presented itself. The biggest struggle for our marketing team had been identified as content creation: we just didn't have the ability to create it quickly. Once we identified that the constraint was our internal subject matter experts and their available time we focused on elevating that constraint. Our experts simply didn't have the time to generate the quantity of content we needed, but we hypothesized that we would be able to produce a greater amount of content if they partnered with an excellent writer. Thus our program, dubbed the advocates program, was born. This resolution of the constraint increased our throughput (published content) by 700% in one year. The rise in throughput was quite unexpected and much celebrated. However, the problem that was being raised was that additional content had reached a point of diminishing returns for the success of our marketing efforts. But inertia was now leading the charge. In the end, these issues were not resolved, leading to a weakened organization and vulnerabilities that were seized upon by an outside agency, which leveraged the growing concern to gain control of the entire program. Through this process we have learned a lot about the theory of constraints and its impact on organizations. First, theory of constraints is a very powerful tool that has the ability to rapidly change the throughput of an organization. Second, this rapid change can lead to great accolades, but it also changes the organization in new and different ways. Finally, if the new changes are not evaluated, managed, and injected into the strategy there is a growing risk that inertia will set in and make course corrections harder and harder to implement. |
Our introduction to the Theory of Constraints (TOC)
I was introduced to TOC in the middle of 2013. Our team had a quarterly book club and someone recommended that Eli Goldratt's The Goal would be a good book for the team to read and review. I sat down and drank that book in just as quickly as I could. It opened a whole new world of thought, process, and strategy. I'd already been somewhat of a process geek, and I felt that the theory of constraints (TOC) was a complete toolset that we could use to better our organization.
Our first real TOC application
Not long after reading that book the first opportunity to use this new toolset presented itself. At the time I was working as a Content Program Manager for Adobe's Enterprise Marketing Division. The biggest struggle we as a marketing team had identified was content: we just didn't have enough of it, nor the ability to create it quickly. Even though we had ample funds to address the problem we found ourselves struggling to solve the issue time and time again. I decided to utilize some of this new found TOC knowledge to hunt down the constraint of our content generation process that would enable us to succeed at our goals.
This hunt led directly to our knowledge experts, the product marketing managers at Adobe. First of all, you need to realize that Adobe prides itself as a thought leader in our space. And though I'm biased here, I would argue that overall Adobe does a fine job training and evangelizing our message where it really counts. However, the problem lies in the fact that the more knowledgeable an expert is at Adobe, the more demands are placed on that expert to present at conferences, answer customer's questions etc.
Another problem is that though these knowledge experts are the best of the best when it comes to presenting their message and conveying an idea, it doesn't always equate to the ability to create compelling content. They are marketers, not writers. They can talk the talk, but creating blog posts, website content, and so on demands an enormous amount of energy and time. Time is a resource that they simply don't have. There were a couple experts that had eked out a blog post from time to time, but at this point they were very much the exception and not the rule.
Elevating the constraint
Once we identified that the constraint was our experts' time we focused on elevating that constraint. Our experts simply didn't have the time to generate the quantity of content we needed, but we hypothesized that if partnered with an excellent writer we would be able to produce a greater amount of content. Thus our program, dubbed the advocates program, was born.
We found that a 30- to 60-minute interview with our content expert would lead to vast amounts of content material. We partnered each expert up with a personal writing team. We conducted interviews and transcribed the calls, then the writers would go to work creating content (articles, blogs, web pages) that could be used for our marketing purposes. It was a perfect mix of talent because our thought leaders didn't have the time to spend actually creating drafts and our writers excelled at drafting content with these inputs.
The resulting data told a compelling story. At the end of 2014 we had increased our throughput (published content) by 700%.
The beginning of the end
At the beginning of 2015 we were projecting to again double our throughput. The path was already defined by the success of earlier years; we simply needed to rinse and repeat. The rise in throughput in 2014 was quite unexpected and much celebrated. However, the new successes began to frame newer issues and problems that slowly and subtlety started to percolate through the process. The primary concern was the question, “how much content do we really need?”. These discussions later materialized in concerns that quantity was being emphasized over quality - that effectiveness was taking a back seat to efficiency.
The problem that was being raised was that additional content had reaching a point of diminishing returns for the success of our marketing efforts. Even with these concerns ringing in our ears, we persisted, stubbornly and somewhat blindly, past the point of no return. Inertia was now leading the charge. Factions began to emerge within our once unified team arguing the issues and the future strategy.
These factions and weaknesses within the organization turned into key vulnerabilities that were seized upon by an outside agency, which leveraged the growing concern to gain control of the entire program. Though some processes and resemblances of the old program were kept, once in control, the new agency gently steered the program back from a cutting edge internal program, to a standard agency content creation model. Throughput dramatically declined after the change and in 2016 resembled much of what it was like at the beginning. Content creation has again emerged as a key constraint within our organization.
Key learnings
The Theory of Constraints is a very powerful tool that has the ability to rapidly change the throughput of an organization.
This rapid change can lead to great accolades, but it also changes the organization in new and different ways.
If the new changes are not evaluated, managed, and injected into the strategy there is a growing risk that inertia will set in and make course corrections harder and harder to implement.
What I would have changed
We solved our content creation constraint, but failed to keep our overarching goal of improving marketing's efforts in mind. Keeping those goals firmly in our organization would have enabled us to make stronger course corrections along the way.
TOC thinking processes were still quite new to us. Having learned much more about evaporating clouds, FRT's and negative branches, I would have applied these processes to break some of our conflicts and remove some damaging assumptions to unify our team. |
https://www.tocico.org/page/2017ConferenceProceedings |
| 2131 |
Online Multimedia |
|
The pillars of TOC - The foundations that shape all of TOC |
2018 |
Denver, CO |
Planning and running projects discusses the problem and the basic insights behind the TOC solution CCPM, critical chain project management, is the official name for the TOC application for running projects. While quite a lot of its detailed features are still discussed and debated it is mandatory that well view again the basic ideas. Eli Schragenheim has developed a simulator, on the request of Dr. Goldratt, in order to analyze and demonstrate the problems and the proposed solution. A learning mechanism has been added to the simulator and itll be extensively used in this webinar to demonstrate the basic ideas. The art of project management depends a lot on managing the very high uncertainty in projects. The simulator is tuned for that, including the impact of the behavior of the people involved when they have to follow the planned time of every task. The problem of multi-tasking is demonstrated as well, maybe not to its full devastating impact. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2132 |
Online Multimedia |
|
The pillars of TOC - The foundations that shape all of TOC |
2018 |
Denver, CO |
Planning and running projects discusses the problem and the basic insights behind the TOC solution CCPM, critical chain project management, is the official name for the TOC application for running projects. While quite a lot of its detailed features are still discussed and debated it is mandatory that well view again the basic ideas. Eli Schragenheim has developed a simulator, on the request of Dr. Goldratt, in order to analyze and demonstrate the problems and the proposed solution. A learning mechanism has been added to the simulator and itll be extensively used in this webinar to demonstrate the basic ideas. The art of project management depends a lot on managing the very high uncertainty in projects. The simulator is tuned for that, including the impact of the behavior of the people involved when they have to follow the planned time of every task. The problem of multi-tasking is demonstrated as well, maybe not to its full devastating impact. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2133 |
Online Multimedia |
Gupta, Sanjeev |
The pillars of TOC - The foundations that shape all of TOC |
2018 |
Denver, CO |
In this masterclass, parts 2 and 3 include: planning examples and scheduling: 1. Focus & Finish Planning Examples: Infrastructure & Construction, (Physical) Product Development, Maintenance, Repair and Overhaul. and Software Development; 2. Link to Portfolio Planning; and 3. Scheduling Automation. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. |
Masterclass: Project/Portfolio Planning and Scheduling Part 2 & 3
by Sanjeev Gupta
Saturday April 21, 2018
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. About Sanjeev Gupta: Sanjeev has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2134 |
Online Multimedia |
|
The critical importance of dynamic simulation modeling in management decision making and education |
2018 |
Denver, CO |
In this masterclass, parts 2 and 3 include: planning examples and scheduling: 1. Focus & Finish Planning Examples: Infrastructure & Construction, (Physical) Product Development, Maintenance, Repair and Overhaul. and Software Development; 2. Link to Portfolio Planning; and 3. Scheduling Automation. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. |
Masterclass: Project/Portfolio Planning and Scheduling Part 2 & 3
by Sanjeev Gupta
Saturday April 21, 2018
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. About Sanjeev Gupta: Sanjeev has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2135 |
Online Multimedia |
|
The critical importance of dynamic simulation modeling in management decision making and education |
2018 |
Denver, CO |
In this masterclass, parts 2 and 3 include: planning examples and scheduling: 1. Focus & Finish Planning Examples: Infrastructure & Construction, (Physical) Product Development, Maintenance, Repair and Overhaul. and Software Development; 2. Link to Portfolio Planning; and 3. Scheduling Automation. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. |
Masterclass: Project/Portfolio Planning and Scheduling Part 2 & 3
by Sanjeev Gupta
Saturday April 21, 2018
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. About Sanjeev Gupta: Sanjeev has founded two companies to provide TOC solutions, Thru-Put Technologies and Realization Technologies. Thru-Put was named a Top 5 vendor of manufacturing planning and scheduling software by AMR Research in 1997, and Realization has helped its clients generate more than $4B in additional cash and profits by completing their projects faster. Sanjeev has an BS in Mechanical Engineering from the Indian Institute of Technology-Delhi and an MS in Management and Public Policy from Carnegie Mellon University |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2136 |
Online Multimedia |
Gupta, Sanjeev |
The critical importance of dynamic simulation modeling in management decision making and education |
2018 |
Denver, CO |
Part 1 of this masterclass covers the planning and scheduling problem including: 1. Do your projects have a planning & scheduling problem? 2. What the planning & scheduling problem is costing you; 3. Why the planning & scheduling problem exists; 4. PLANNING vs. SCHEDULING, the key differences; and 5. "Focus & Finish" as the umbrella tactic for planning & scheduling. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. This 3-part masterclass is about hardcore planning and scheduling, not about soft skills or the gobbledygook of thinking processes. |
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2137 |
Online Multimedia |
|
Basic-TOC on throughput accounting, exploring the problems of cost accounting |
2018 |
Denver, CO |
Part 1 of this masterclass covers the planning and scheduling problem including: 1. Do your projects have a planning & scheduling problem? 2. What the planning & scheduling problem is costing you; 3. Why the planning & scheduling problem exists; 4. PLANNING vs. SCHEDULING, the key differences; and 5. "Focus & Finish" as the umbrella tactic for planning & scheduling. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. This 3-part masterclass is about hardcore planning and scheduling, not about soft skills or the gobbledygook of thinking processes. |
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2138 |
Online Multimedia |
|
Basic-TOC on throughput accounting, exploring the problems of cost accounting |
2018 |
Denver, CO |
Part 1 of this masterclass covers the planning and scheduling problem including: 1. Do your projects have a planning & scheduling problem? 2. What the planning & scheduling problem is costing you; 3. Why the planning & scheduling problem exists; 4. PLANNING vs. SCHEDULING, the key differences; and 5. "Focus & Finish" as the umbrella tactic for planning & scheduling. Projects are the lifeblood of growth and development. Projects are how we build and maintain physical and virtual infrastructure; projects are how we bring products that save and improve our lives to market; and projects are increasingly how we execute new strategies. Its therefore vital that we figure out how to execute projects faster and more efficiently. Sanjeev will draw upon the 400+ multi-project implementations done by Realization Technologies, as well as more than 50+ infrastructure projects managed by the Realization team around the world, to show you how to execute projects 20% to 50% faster and increase project completion rates by 10% to 30%. This 3-part masterclass is about hardcore planning and scheduling, not about soft skills or the gobbledygook of thinking processes. |
Sanjeev Gupta is CEO of Realization Technologies. Realization's customers have achieved more than $6B in bottom line benefits using the knowledge he will share in this Masterclass. Sanjeev has been honored with Lifetime Achievement Award by TOCICO for his contributions to enterprise planning and scheduling, especially projects. P.S. The projects S&T tree authored by Dr. Goldratt is based on Realization's implementation process, as proven and presented by its customers at its Project Flow conferences. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2139 |
Online Multimedia |
Inozu, Bahadir |
Basic-TOC on throughput accounting, exploring the problems of cost accounting |
2018 |
Denver, CO |
High Reliability Organization (HRO) is an effective way that organizations can respond to crisis, chaos, and adversity. HRO gives leadership, management, and all levels of an organization a way to process challenges and overcome them as a single unit. HRO can help large teams adapt to potentially threatening and time-sensitive situations while they are still developing; it has literally been a lifesaver for those trapped in a chaotic environment. Following Naval Aviation, other high-risk industries started implementing HRO such as nuclear power plants, civil aviation, including air traffic control, and firefighters. HRO is now being widely embraced by the US healthcare industry. |
Bahadir “Baha” Inozu, Ph.D. is an accomplished executive with international experience in corporate and operational executive direction driving profit and loss accountability within high-growth operations. He is a results-oriented leader with proven success in recognizing the importance of the individual to improve and enhance interdependent processes and systems.
He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. Baha is the leading author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011) and the new book “High Reliability in a Highly Unreliable World: Preparing for Code Blue through Daily Operations in Healthcare” (CreateSpace, 2018).
He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He worked with more than 40 client organizations to improve performance across a wide spectrum of industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2140 |
Online Multimedia |
|
Basic-TOC on throughput accounting, exploring the problems of cost accounting |
2018 |
Denver, CO |
High Reliability Organization (HRO) is an effective way that organizations can respond to crisis, chaos, and adversity. HRO gives leadership, management, and all levels of an organization a way to process challenges and overcome them as a single unit. HRO can help large teams adapt to potentially threatening and time-sensitive situations while they are still developing; it has literally been a lifesaver for those trapped in a chaotic environment. Following Naval Aviation, other high-risk industries started implementing HRO such as nuclear power plants, civil aviation, including air traffic control, and firefighters. HRO is now being widely embraced by the US healthcare industry. |
Bahadir “Baha” Inozu, Ph.D. is an accomplished executive with international experience in corporate and operational executive direction driving profit and loss accountability within high-growth operations. He is a results-oriented leader with proven success in recognizing the importance of the individual to improve and enhance interdependent processes and systems.
He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. Baha is the leading author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011) and the new book “High Reliability in a Highly Unreliable World: Preparing for Code Blue through Daily Operations in Healthcare” (CreateSpace, 2018).
He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He worked with more than 40 client organizations to improve performance across a wide spectrum of industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2141 |
Online Multimedia |
|
Time buffers, stock buffers and buffer management - The key insights and their universal use |
2018 |
Denver, CO |
High Reliability Organization (HRO) is an effective way that organizations can respond to crisis, chaos, and adversity. HRO gives leadership, management, and all levels of an organization a way to process challenges and overcome them as a single unit. HRO can help large teams adapt to potentially threatening and time-sensitive situations while they are still developing; it has literally been a lifesaver for those trapped in a chaotic environment. Following Naval Aviation, other high-risk industries started implementing HRO such as nuclear power plants, civil aviation, including air traffic control, and firefighters. HRO is now being widely embraced by the US healthcare industry. |
Bahadir “Baha” Inozu, Ph.D. is an accomplished executive with international experience in corporate and operational executive direction driving profit and loss accountability within high-growth operations. He is a results-oriented leader with proven success in recognizing the importance of the individual to improve and enhance interdependent processes and systems.
He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. He is the Co-Founder and CEO of Sharp Focus, Inc. He is also a Professor Emeritus at University of New Orleans. Baha is the leading author of ""Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management"" (McGraw-Hill 2011) and the new book “High Reliability in a Highly Unreliable World: Preparing for Code Blue through Daily Operations in Healthcare” (CreateSpace, 2018).
He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He worked with more than 40 client organizations to improve performance across a wide spectrum of industries. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2142 |
Online Multimedia |
Baptista, Humberto |
Time buffers, stock buffers and buffer management - The key insights and their universal use |
2018 |
Denver, CO |
TOC is based on universal principles that underpin all solutions, processes, applications and tools in it. These principles - the "Pillars" - were verbalized by Goldratt in different occasions and in this presentation, well revisit each one and observe the relationships between the "Pillars" and the more commonly known aspects of TOC. The "Pillars" not only provide the foundations, but also determine the boundaries of TOC. These fundamental assumptions are basic beliefs thought to generally apply to all social systems: 1. People are good .... 2. Every conflict can be removed ... 3. Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... 4. Every situation can be substantially improved .... |
The Pillars of TOC - The Foundations That Shape all of TOC Presented by Humberto Baptista 3/24/2018 |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2143 |
Online Multimedia |
|
Time buffers, stock buffers and buffer management - The key insights and their universal use |
2018 |
Denver, CO |
TOC is based on universal principles that underpin all solutions, processes, applications and tools in it. These principles - the "Pillars" - were verbalized by Goldratt in different occasions and in this presentation, well revisit each one and observe the relationships between the "Pillars" and the more commonly known aspects of TOC. The "Pillars" not only provide the foundations, but also determine the boundaries of TOC. These fundamental assumptions are basic beliefs thought to generally apply to all social systems: 1. People are good .... 2. Every conflict can be removed ... 3. Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... 4. Every situation can be substantially improved .... |
The Pillars of TOC - The Foundations That Shape all of TOC Presented by Humberto Baptista 3/24/2018 |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2144 |
Online Multimedia |
|
What is this thing called the drum? |
2018 |
Denver, CO |
TOC is based on universal principles that underpin all solutions, processes, applications and tools in it. These principles - the "Pillars" - were verbalized by Goldratt in different occasions and in this presentation, well revisit each one and observe the relationships between the "Pillars" and the more commonly known aspects of TOC. The "Pillars" not only provide the foundations, but also determine the boundaries of TOC. These fundamental assumptions are basic beliefs thought to generally apply to all social systems: 1. People are good .... 2. Every conflict can be removed ... 3. Every situation (or system), no matter how complex it initially appears to be, is exceedingly simple ... 4. Every situation can be substantially improved .... |
The Pillars of TOC - The Foundations That Shape all of TOC Presented by Humberto Baptista 3/24/2018 |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2145 |
Online Multimedia |
Barnard, Alan |
What is this thing called the drum? |
2018 |
Denver, CO |
The ultimate constraint in organizations is the limited attention of management. Management wastes their limited attention when they make bad decisions or predictions and then have to deal with the consequences of these bad decisions or predictions. One of the most common types of “bad decisions” involve management making decisions that achieves local/short term optima rather than global/long term optima for the organization as a whole. The cause of this type of mistake is often reported as “local efficiency” or other local or short-term optima metrics. What is often overlooked is the practical difficulty managers face in actually considering and/or predicting the global or long-term impact of their local decisions and/or the difficulty in deciding what local decision rules to use for global rather local optima. Due to the inherent complexity and sensitivity to starting conditions, the system wide or long-term impact is often NOT predictable with simple models developed in spreadsheets or decision support models within ERP systems. Also, the intuition managers need to make challenging and often subjective decisions, are mainly developed considering the short term or local impact of their decisions. The more complex the environment, the longer it will take to develop the intuition needed, because global optima rules are often counter-intuitive from a local perspective and because there is often a long lag in space and/or time between our actions and the consequences of those actions. But is there a practical solution to these two challenges? In this webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs, will share his research and field experience insights with Eli Schragenheim, on how dynamic simulation modeling offers a practical solution to overcome these two challenges. They will discuss why it is so difficult for managers to know what rules to use for global rather than local optima and also why it is so challenging for them to consider or predict the long term/system wide impact of their decisions. He then references a few case studies, shares why dynamic simulation modeling is so critical, not only in helping managers more accurately predict the system wide and long-term impact of their decisions, but also to fast-track the development of the intuition they need to make better faster decisions. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2146 |
Online Multimedia |
|
What is this thing called the drum? |
2018 |
Denver, CO |
The ultimate constraint in organizations is the limited attention of management. Management wastes their limited attention when they make bad decisions or predictions and then have to deal with the consequences of these bad decisions or predictions. One of the most common types of “bad decisions” involve management making decisions that achieves local/short term optima rather than global/long term optima for the organization as a whole. The cause of this type of mistake is often reported as “local efficiency” or other local or short-term optima metrics. What is often overlooked is the practical difficulty managers face in actually considering and/or predicting the global or long-term impact of their local decisions and/or the difficulty in deciding what local decision rules to use for global rather local optima. Due to the inherent complexity and sensitivity to starting conditions, the system wide or long-term impact is often NOT predictable with simple models developed in spreadsheets or decision support models within ERP systems. Also, the intuition managers need to make challenging and often subjective decisions, are mainly developed considering the short term or local impact of their decisions. The more complex the environment, the longer it will take to develop the intuition needed, because global optima rules are often counter-intuitive from a local perspective and because there is often a long lag in space and/or time between our actions and the consequences of those actions. But is there a practical solution to these two challenges? In this webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs, will share his research and field experience insights with Eli Schragenheim, on how dynamic simulation modeling offers a practical solution to overcome these two challenges. They will discuss why it is so difficult for managers to know what rules to use for global rather than local optima and also why it is so challenging for them to consider or predict the long term/system wide impact of their decisions. He then references a few case studies, shares why dynamic simulation modeling is so critical, not only in helping managers more accurately predict the system wide and long-term impact of their decisions, but also to fast-track the development of the intuition they need to make better faster decisions. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2147 |
Online Multimedia |
|
Getting all on the throughput bandwagon. Strategies for increasing contribution to the bottom line |
2018 |
Denver, CO |
The ultimate constraint in organizations is the limited attention of management. Management wastes their limited attention when they make bad decisions or predictions and then have to deal with the consequences of these bad decisions or predictions. One of the most common types of “bad decisions” involve management making decisions that achieves local/short term optima rather than global/long term optima for the organization as a whole. The cause of this type of mistake is often reported as “local efficiency” or other local or short-term optima metrics. What is often overlooked is the practical difficulty managers face in actually considering and/or predicting the global or long-term impact of their local decisions and/or the difficulty in deciding what local decision rules to use for global rather local optima. Due to the inherent complexity and sensitivity to starting conditions, the system wide or long-term impact is often NOT predictable with simple models developed in spreadsheets or decision support models within ERP systems. Also, the intuition managers need to make challenging and often subjective decisions, are mainly developed considering the short term or local impact of their decisions. The more complex the environment, the longer it will take to develop the intuition needed, because global optima rules are often counter-intuitive from a local perspective and because there is often a long lag in space and/or time between our actions and the consequences of those actions. But is there a practical solution to these two challenges? In this webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs, will share his research and field experience insights with Eli Schragenheim, on how dynamic simulation modeling offers a practical solution to overcome these two challenges. They will discuss why it is so difficult for managers to know what rules to use for global rather than local optima and also why it is so challenging for them to consider or predict the long term/system wide impact of their decisions. He then references a few case studies, shares why dynamic simulation modeling is so critical, not only in helping managers more accurately predict the system wide and long-term impact of their decisions, but also to fast-track the development of the intuition they need to make better faster decisions. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2148 |
Online Multimedia |
Lang, Lisa |
Getting all on the throughput bandwagon. Strategies for increasing contribution to the bottom line |
2018 |
Denver, CO |
This webinar will include the following: 1. A short history of cost accounting and the criticism on its techniques; 2. The TOC arguments against the core concept of cost-per-unit and the distortions that come with it; 3. Definition of T, I and OE; 4. Viewing Throughput as the added value generated by the organization; Recognizing the power of delta-T and delta-OE. 5. Learning how come Throughput Accounting yields correct understanding of the current financial state and how it leads to superior decisions and performance. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2149 |
Online Multimedia |
Ganas, Beau |
Getting all on the throughput bandwagon. Strategies for increasing contribution to the bottom line |
2018 |
Denver, CO |
This webinar will include the following: 1. A short history of cost accounting and the criticism on its techniques; 2. The TOC arguments against the core concept of cost-per-unit and the distortions that come with it; 3. Definition of T, I and OE; 4. Viewing Throughput as the added value generated by the organization; Recognizing the power of delta-T and delta-OE. 5. Learning how come Throughput Accounting yields correct understanding of the current financial state and how it leads to superior decisions and performance. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2150 |
Online Multimedia |
|
Getting all on the throughput bandwagon. Strategies for increasing contribution to the bottom line |
2018 |
Denver, CO |
This webinar will include the following: 1. A short history of cost accounting and the criticism on its techniques; 2. The TOC arguments against the core concept of cost-per-unit and the distortions that come with it; 3. Definition of T, I and OE; 4. Viewing Throughput as the added value generated by the organization; Recognizing the power of delta-T and delta-OE. 5. Learning how come Throughput Accounting yields correct understanding of the current financial state and how it leads to superior decisions and performance. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2151 |
Online Multimedia |
|
Basic TOC: The five focusing steps and their universal insights |
2018 |
Denver, CO |
This webinar will include the following: 1. A short history of cost accounting and the criticism on its techniques; 2. The TOC arguments against the core concept of cost-per-unit and the distortions that come with it; 3. Definition of T, I and OE; 4. Viewing Throughput as the added value generated by the organization; Recognizing the power of delta-T and delta-OE. 5. Learning how come Throughput Accounting yields correct understanding of the current financial state and how it leads to superior decisions and performance. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2152 |
Online Multimedia |
Schragenheim, Eli |
Basic TOC: The five focusing steps and their universal insights |
2018 |
Denver, CO |
People use buffers as part of their normal life dealing with uncertainty. So, how come buffers are so central to the Theory of Constraints (TOC), which always looks for unconventional, yet common-sense, solutions? Well, TOC uses buffers quite differently than the common use. Highlighting that difference and why it is not the common approach is going to be discussed in this basic TOC webinar, aimed mainly at new-comers to TOC, but more knowledgeable TOC people might be interested in the perspective of over 30 years. The two common TOC buffers, time-buffers and stock-buffers, are going to be presented. Another insight is presented: buffer management, monitoring the actual state of the buffer in order to answer two critical questions: 1. What should be the true priorities right now? 2. Are the buffer sizes about right? Additionally, more generic questions are: Is our overall system stable? and can it sustain the pressure? |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2153 |
Online Multimedia |
|
Basic TOC: The five focusing steps and their universal insights |
2018 |
Denver, CO |
People use buffers as part of their normal life dealing with uncertainty. So, how come buffers are so central to the Theory of Constraints (TOC), which always looks for unconventional, yet common-sense, solutions? Well, TOC uses buffers quite differently than the common use. Highlighting that difference and why it is not the common approach is going to be discussed in this basic TOC webinar, aimed mainly at new-comers to TOC, but more knowledgeable TOC people might be interested in the perspective of over 30 years. The two common TOC buffers, time-buffers and stock-buffers, are going to be presented. Another insight is presented: buffer management, monitoring the actual state of the buffer in order to answer two critical questions: 1. What should be the true priorities right now? 2. Are the buffer sizes about right? Additionally, more generic questions are: Is our overall system stable? and can it sustain the pressure? |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2154 |
Online Multimedia |
|
Creating win-win collaboration between different organizations |
2018 |
Denver, CO |
People use buffers as part of their normal life dealing with uncertainty. So, how come buffers are so central to the Theory of Constraints (TOC), which always looks for unconventional, yet common-sense, solutions? Well, TOC uses buffers quite differently than the common use. Highlighting that difference and why it is not the common approach is going to be discussed in this basic TOC webinar, aimed mainly at new-comers to TOC, but more knowledgeable TOC people might be interested in the perspective of over 30 years. The two common TOC buffers, time-buffers and stock-buffers, are going to be presented. Another insight is presented: buffer management, monitoring the actual state of the buffer in order to answer two critical questions: 1. What should be the true priorities right now? 2. Are the buffer sizes about right? Additionally, more generic questions are: Is our overall system stable? and can it sustain the pressure? |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2155 |
Online Multimedia |
Mordoch, Avraham |
Creating win-win collaboration between different organizations |
2018 |
Denver, CO |
The drum is the schedule of the most critical resource in an environment. It is one component of the scheduling and execution system in production. In project management, the focus of this presentation, it is the most heavily used resource based on the capacity available. In a multi-project resource the drum resource is the staggering mechanism for releasing projects to the system. The role of the drum in a multiproject environment, good and bad multitasking, the undesirable consequences of bad multitasking; and the use of a virtual drumis are described. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2156 |
Online Multimedia |
|
Creating win-win collaboration between different organizations |
2018 |
Denver, CO |
The drum is the schedule of the most critical resource in an environment. It is one component of the scheduling and execution system in production. In project management, the focus of this presentation, it is the most heavily used resource based on the capacity available. In a multi-project resource the drum resource is the staggering mechanism for releasing projects to the system. The role of the drum in a multiproject environment, good and bad multitasking, the undesirable consequences of bad multitasking; and the use of a virtual drumis are described. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2157 |
Online Multimedia |
|
Selling blue ocean projects |
2018 |
Denver, CO |
The drum is the schedule of the most critical resource in an environment. It is one component of the scheduling and execution system in production. In project management, the focus of this presentation, it is the most heavily used resource based on the capacity available. In a multi-project resource the drum resource is the staggering mechanism for releasing projects to the system. The role of the drum in a multiproject environment, good and bad multitasking, the undesirable consequences of bad multitasking; and the use of a virtual drumis are described. |
|
https://www.tocico.org/page/2018OnlineMultimedia |
| 2158 |
Online Multimedia |
Fox, Bob |
Selling blue ocean projects |
2018 |
Denver, CO |
Organizations struggle to see and run their businesses holistically, producing much lower results than are possible as a result. In our efforts to provide measures and methods to hold people accountable and motivate them to make better decisions and to do more we often stumble into creating local/ departmental incentives that cause the parts of the organization to work against each other. (plenty of examples here of course). TOC has articulated this extremely well and highlighted the issue far better than virtually any other approach. We know that we want to create measures and incentives that promote dong what is best for the organization as a whole, but just how we do this and take it down to everyone in the business is not so easy nor clear. Providing better measurements helps and TOC has certainly moved companies further along this path. But significant gaps remain and with them opportunity to push results much higher without much additional effort. Not to mention that the vestiges of local thinking remain and must be constantly battled against. This talk will explore additional steps that can be taken to bring more people to understand, see and take better decisions and actions to grow the bottom line. It builds on the fundamental truth that people are good, and want to be part of a “winning team,” but they lack the understanding, incentives and means to do a better job of contributing. The task of changing this rests solely on the shoulders of management who are the only ones in a position to provide the direction and clarity needed. We will share strategies based on the five focusing steps for creating a much clearer picture to guide decision making at all levels of the business, along with additional incentives which further aid people in contributing much more to the bottom line performance of the organization. Well share case studies and real examples to illustrate the use and effectiveness of the concepts. |
Kevin Fox and Bob Fox
Getting All on the Throughput Bandwagon: Strategies for increasing contribution to the bottom line |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2159 |
Online Multimedia |
Fox, Kevin |
What is blocking the real potential of TOC? |
2018 |
Denver, CO |
Organizations struggle to see and run their businesses holistically, producing much lower results than are possible as a result. In our efforts to provide measures and methods to hold people accountable and motivate them to make better decisions and to do more we often stumble into creating local/ departmental incentives that cause the parts of the organization to work against each other. (plenty of examples here of course). TOC has articulated this extremely well and highlighted the issue far better than virtually any other approach. We know that we want to create measures and incentives that promote dong what is best for the organization as a whole, but just how we do this and take it down to everyone in the business is not so easy nor clear. Providing better measurements helps and TOC has certainly moved companies further along this path. But significant gaps remain and with them opportunity to push results much higher without much additional effort. Not to mention that the vestiges of local thinking remain and must be constantly battled against. This talk will explore additional steps that can be taken to bring more people to understand, see and take better decisions and actions to grow the bottom line. It builds on the fundamental truth that people are good, and want to be part of a “winning team,” but they lack the understanding, incentives and means to do a better job of contributing. The task of changing this rests solely on the shoulders of management who are the only ones in a position to provide the direction and clarity needed. We will share strategies based on the five focusing steps for creating a much clearer picture to guide decision making at all levels of the business, along with additional incentives which further aid people in contributing much more to the bottom line performance of the organization. Well share case studies and real examples to illustrate the use and effectiveness of the concepts. |
Kevin Fox and Bob Fox
Getting All on the Throughput Bandwagon: Strategies for increasing contribution to the bottom line |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2160 |
Online Multimedia |
|
What is blocking the real potential of TOC? |
2018 |
Denver, CO |
Organizations struggle to see and run their businesses holistically, producing much lower results than are possible as a result. In our efforts to provide measures and methods to hold people accountable and motivate them to make better decisions and to do more we often stumble into creating local/ departmental incentives that cause the parts of the organization to work against each other. (plenty of examples here of course). TOC has articulated this extremely well and highlighted the issue far better than virtually any other approach. We know that we want to create measures and incentives that promote dong what is best for the organization as a whole, but just how we do this and take it down to everyone in the business is not so easy nor clear. Providing better measurements helps and TOC has certainly moved companies further along this path. But significant gaps remain and with them opportunity to push results much higher without much additional effort. Not to mention that the vestiges of local thinking remain and must be constantly battled against. This talk will explore additional steps that can be taken to bring more people to understand, see and take better decisions and actions to grow the bottom line. It builds on the fundamental truth that people are good, and want to be part of a “winning team,” but they lack the understanding, incentives and means to do a better job of contributing. The task of changing this rests solely on the shoulders of management who are the only ones in a position to provide the direction and clarity needed. We will share strategies based on the five focusing steps for creating a much clearer picture to guide decision making at all levels of the business, along with additional incentives which further aid people in contributing much more to the bottom line performance of the organization. Well share case studies and real examples to illustrate the use and effectiveness of the concepts. |
Kevin Fox and Bob Fox
Getting All on the Throughput Bandwagon: Strategies for increasing contribution to the bottom line |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2161 |
Online Multimedia |
|
What is blocking the real potential of TOC? |
2018 |
Denver, CO |
Organizations struggle to see and run their businesses holistically, producing much lower results than are possible as a result. In our efforts to provide measures and methods to hold people accountable and motivate them to make better decisions and to do more we often stumble into creating local/ departmental incentives that cause the parts of the organization to work against each other. (plenty of examples here of course). TOC has articulated this extremely well and highlighted the issue far better than virtually any other approach. We know that we want to create measures and incentives that promote dong what is best for the organization as a whole, but just how we do this and take it down to everyone in the business is not so easy nor clear. Providing better measurements helps and TOC has certainly moved companies further along this path. But significant gaps remain and with them opportunity to push results much higher without much additional effort. Not to mention that the vestiges of local thinking remain and must be constantly battled against. This talk will explore additional steps that can be taken to bring more people to understand, see and take better decisions and actions to grow the bottom line. It builds on the fundamental truth that people are good, and want to be part of a “winning team,” but they lack the understanding, incentives and means to do a better job of contributing. The task of changing this rests solely on the shoulders of management who are the only ones in a position to provide the direction and clarity needed. We will share strategies based on the five focusing steps for creating a much clearer picture to guide decision making at all levels of the business, along with additional incentives which further aid people in contributing much more to the bottom line performance of the organization. Well share case studies and real examples to illustrate the use and effectiveness of the concepts. |
Kevin Fox and Bob Fox
Getting All on the Throughput Bandwagon: Strategies for increasing contribution to the bottom line |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2162 |
Online Multimedia |
Schragenheim, Eli |
Cost is not a dirty word: Bringing procurement into the throughput world |
2018 |
Denver, CO |
This webinar targets people who are new to TOC and it touches the very base of the TOC thinking. Of course, people who already know TOC well are invited as well. The Five Focusing Steps were developed in 1985 and they signaled a change from the OPT Thoughtware that preceded them. The Five Steps apply for every organization that creates value for its customers. This is an opportunity for everyone who would like to know more about TOC. |
Eli Schragenheim
Eli Schragenheim is a well-known international management educator, author and consultant active in various fields of management like corporate strategy, decision support, innovation, supply chain, project management, shop-floor control, IT and HR. He has worked with huge variety of organizations all over the world, including public-sector organizations, industrial, high-tech and start-ups.
Since he had joined Dr. Eliyahu M. Goldratt, the famous creator of the Theory of Constraints (TOC) in 1985, Eli Schragenheim has taught, spoken at conferences and consulted all over the globe, including the US, India, China, Japan, Canada, Britain, Russia, Brazil, Colombia, Israel, Germany, Italy, Belgium, South Africa and Australia. He taught and trained high-level managers and consultants to use TOC in the most effective way in all the above countries. Many of his past pupils are now practicing TOC in the highest levels.
Eli Schragenheim is also known for his own software simulators and management games designed to experience the thinking and potential of the Theory of Constraints (TOC) in complex environments.
Eli Schragenheim was a partner in the A.Y. Goldratt Institute and a director in The Goldratt Schools. He manages his own company Elyakim Management Systems (1992) Ltd. He served twice as a board member of TOCICO - the TOC International Certification Organization, a non-profit organization that was created by Dr. Goldratt to spread the TOC knowledge in the world. Lately Eli Schragenheim initiated TOC Global, an international organization of the best minds in TOC, to support TOC implementations worldwide, and generate huge value for large clients and projects all over the globe.
Eli Schragenheim is the author of several books on various aspects of management. His first book Management Dilemmas (1998) showed a variety of problematic situations in management and the rigorous analysis leading to the right solution. Next he collaborated with William H. Dettmer in writing Manufacturing at Warp Speed. In this book the new concept of Simplified-DBR, now a key concept in production planning according to TOC, was introduced. He also collaborated with Carol A. Ptak on ERP, Tools, Techniques, and Applications for Integrating the Supply Chain, and with Dr. Goldratt and Carol Ptak on Necessary but Not Sufficient. In 2009 his book Supply Chain Management at Warp Speed, with William H. Dettmer and Wayne Patterson was published. He also contributed two chapters for the Theory of Constraints Handbook, edited by Cox and Schleier published in 2010 by McGraw-Hill.
In March 2015, Eli has opened a blog, now containing more than 70 articles on various topics in TOC that everybody can access. The URL is www.elischragenheim.com |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2163 |
Online Multimedia |
|
Cost is not a dirty word: Bringing procurement into the throughput world |
2018 |
Denver, CO |
This webinar targets people who are new to TOC and it touches the very base of the TOC thinking. Of course, people who already know TOC well are invited as well. The Five Focusing Steps were developed in 1985 and they signaled a change from the OPT Thoughtware that preceded them. The Five Steps apply for every organization that creates value for its customers. This is an opportunity for everyone who would like to know more about TOC. |
Eli Schragenheim
Eli Schragenheim is a well-known international management educator, author and consultant active in various fields of management like corporate strategy, decision support, innovation, supply chain, project management, shop-floor control, IT and HR. He has worked with huge variety of organizations all over the world, including public-sector organizations, industrial, high-tech and start-ups.
Since he had joined Dr. Eliyahu M. Goldratt, the famous creator of the Theory of Constraints (TOC) in 1985, Eli Schragenheim has taught, spoken at conferences and consulted all over the globe, including the US, India, China, Japan, Canada, Britain, Russia, Brazil, Colombia, Israel, Germany, Italy, Belgium, South Africa and Australia. He taught and trained high-level managers and consultants to use TOC in the most effective way in all the above countries. Many of his past pupils are now practicing TOC in the highest levels.
Eli Schragenheim is also known for his own software simulators and management games designed to experience the thinking and potential of the Theory of Constraints (TOC) in complex environments.
Eli Schragenheim was a partner in the A.Y. Goldratt Institute and a director in The Goldratt Schools. He manages his own company Elyakim Management Systems (1992) Ltd. He served twice as a board member of TOCICO - the TOC International Certification Organization, a non-profit organization that was created by Dr. Goldratt to spread the TOC knowledge in the world. Lately Eli Schragenheim initiated TOC Global, an international organization of the best minds in TOC, to support TOC implementations worldwide, and generate huge value for large clients and projects all over the globe.
Eli Schragenheim is the author of several books on various aspects of management. His first book Management Dilemmas (1998) showed a variety of problematic situations in management and the rigorous analysis leading to the right solution. Next he collaborated with William H. Dettmer in writing Manufacturing at Warp Speed. In this book the new concept of Simplified-DBR, now a key concept in production planning according to TOC, was introduced. He also collaborated with Carol A. Ptak on ERP, Tools, Techniques, and Applications for Integrating the Supply Chain, and with Dr. Goldratt and Carol Ptak on Necessary but Not Sufficient. In 2009 his book Supply Chain Management at Warp Speed, with William H. Dettmer and Wayne Patterson was published. He also contributed two chapters for the Theory of Constraints Handbook, edited by Cox and Schleier published in 2010 by McGraw-Hill.
In March 2015, Eli has opened a blog, now containing more than 70 articles on various topics in TOC that everybody can access. The URL is www.elischragenheim.com |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2164 |
Online Multimedia |
|
Med Lab Simulation: Applying TOC concepts to a complex hands-on environment |
2018 |
Denver, CO |
This webinar targets people who are new to TOC and it touches the very base of the TOC thinking. Of course, people who already know TOC well are invited as well. The Five Focusing Steps were developed in 1985 and they signaled a change from the OPT Thoughtware that preceded them. The Five Steps apply for every organization that creates value for its customers. This is an opportunity for everyone who would like to know more about TOC. |
Eli Schragenheim
Eli Schragenheim is a well-known international management educator, author and consultant active in various fields of management like corporate strategy, decision support, innovation, supply chain, project management, shop-floor control, IT and HR. He has worked with huge variety of organizations all over the world, including public-sector organizations, industrial, high-tech and start-ups.
Since he had joined Dr. Eliyahu M. Goldratt, the famous creator of the Theory of Constraints (TOC) in 1985, Eli Schragenheim has taught, spoken at conferences and consulted all over the globe, including the US, India, China, Japan, Canada, Britain, Russia, Brazil, Colombia, Israel, Germany, Italy, Belgium, South Africa and Australia. He taught and trained high-level managers and consultants to use TOC in the most effective way in all the above countries. Many of his past pupils are now practicing TOC in the highest levels.
Eli Schragenheim is also known for his own software simulators and management games designed to experience the thinking and potential of the Theory of Constraints (TOC) in complex environments.
Eli Schragenheim was a partner in the A.Y. Goldratt Institute and a director in The Goldratt Schools. He manages his own company Elyakim Management Systems (1992) Ltd. He served twice as a board member of TOCICO - the TOC International Certification Organization, a non-profit organization that was created by Dr. Goldratt to spread the TOC knowledge in the world. Lately Eli Schragenheim initiated TOC Global, an international organization of the best minds in TOC, to support TOC implementations worldwide, and generate huge value for large clients and projects all over the globe.
Eli Schragenheim is the author of several books on various aspects of management. His first book Management Dilemmas (1998) showed a variety of problematic situations in management and the rigorous analysis leading to the right solution. Next he collaborated with William H. Dettmer in writing Manufacturing at Warp Speed. In this book the new concept of Simplified-DBR, now a key concept in production planning according to TOC, was introduced. He also collaborated with Carol A. Ptak on ERP, Tools, Techniques, and Applications for Integrating the Supply Chain, and with Dr. Goldratt and Carol Ptak on Necessary but Not Sufficient. In 2009 his book Supply Chain Management at Warp Speed, with William H. Dettmer and Wayne Patterson was published. He also contributed two chapters for the Theory of Constraints Handbook, edited by Cox and Schleier published in 2010 by McGraw-Hill.
In March 2015, Eli has opened a blog, now containing more than 70 articles on various topics in TOC that everybody can access. The URL is www.elischragenheim.com |
https://www.tocico.org/page/2018OnlineMultimedia |
| 2165 |
Interview |
Heptinstall, Ian |
Med Lab Simulation: Applying TOC concepts to a complex hands-on environment |
2018 |
Denver, CO |
Ian Heptinstall tells Eli Schragenheim about big projects with several subcontractors and the better way to generate the required collaboration for better, safer and quicker completion. How the generic idea can be translated to other types of win-win collaborations between organizations and individuals with different interests? What is the TOC contribution to creating the right rules for such collaboration to truly work? |
Ian Heptinstall:
In his early career, Ian managed projects in the process industries in the UK, France and Belgium, followed by time as a project management coach and adviser. In the late 1990's he held a lead role in an award-winning project that was one of the first to apply the Project Alliance principles developed in the Oil and Gas industry's CRINE initiative to smaller projects outside of the Oil and Gas sector. Around 2000, he moved into a global procurement role in the pharmaceutical industry, and later that decade was Chief Procurement Officer for a UK construction company before moving into full-time consultancy in 2011. Ian is a qualified mechanical engineer, and Fellow of the Chartered Institute of Procurement and Supply. He was fairly late to TOC, although he did read the Goal in the 80's and Critical Chain in the 90's. He lives in the UK and Switzerland. |
https://www.tocico.org/page/2018Interview |
| 2166 |
Interview |
|
Embraer and ToC - A Journey of Achievements: E-Jets E2 Program Development |
2018 |
Denver, CO |
Ian Heptinstall tells Eli Schragenheim about big projects with several subcontractors and the better way to generate the required collaboration for better, safer and quicker completion. How the generic idea can be translated to other types of win-win collaborations between organizations and individuals with different interests? What is the TOC contribution to creating the right rules for such collaboration to truly work? |
Ian Heptinstall:
In his early career, Ian managed projects in the process industries in the UK, France and Belgium, followed by time as a project management coach and adviser. In the late 1990's he held a lead role in an award-winning project that was one of the first to apply the Project Alliance principles developed in the Oil and Gas industry's CRINE initiative to smaller projects outside of the Oil and Gas sector. Around 2000, he moved into a global procurement role in the pharmaceutical industry, and later that decade was Chief Procurement Officer for a UK construction company before moving into full-time consultancy in 2011. Ian is a qualified mechanical engineer, and Fellow of the Chartered Institute of Procurement and Supply. He was fairly late to TOC, although he did read the Goal in the 80's and Critical Chain in the 90's. He lives in the UK and Switzerland. |
https://www.tocico.org/page/2018Interview |
| 2167 |
Interview |
|
Embraer and ToC - A Journey of Achievements: E-Jets E2 Program Development |
2018 |
Denver, CO |
Ian Heptinstall tells Eli Schragenheim about big projects with several subcontractors and the better way to generate the required collaboration for better, safer and quicker completion. How the generic idea can be translated to other types of win-win collaborations between organizations and individuals with different interests? What is the TOC contribution to creating the right rules for such collaboration to truly work? |
Ian Heptinstall:
In his early career, Ian managed projects in the process industries in the UK, France and Belgium, followed by time as a project management coach and adviser. In the late 1990's he held a lead role in an award-winning project that was one of the first to apply the Project Alliance principles developed in the Oil and Gas industry's CRINE initiative to smaller projects outside of the Oil and Gas sector. Around 2000, he moved into a global procurement role in the pharmaceutical industry, and later that decade was Chief Procurement Officer for a UK construction company before moving into full-time consultancy in 2011. Ian is a qualified mechanical engineer, and Fellow of the Chartered Institute of Procurement and Supply. He was fairly late to TOC, although he did read the Goal in the 80's and Critical Chain in the 90's. He lives in the UK and Switzerland. |
https://www.tocico.org/page/2018Interview |
| 2168 |
Conference Proceedings |
Baptista, Humberto R. |
Embraer and ToC - A Journey of Achievements: E-Jets E2 Program Development |
2019 |
Chicago, IL |
Since the publishing of The Goal, TOC can be seen as a solution or a path to a Process of Ongoing Improvement (POOGI) that, if properly executed, allow organizations to develop and execute a Blue Ocean strategy, effectively becoming Ever Flourishing companies. In order to do so there are a number of challenges inside the organizations and these are dealt with by many advances and knowledge developed in the TOC community. The role of consulting companies as agents of change and change management is a crucial one as it is rare to encounter management and ownership capable of incorporating the vision, the commitment and the technical TOC expertise needed to execute such projects without help from external agents. Therefore, it is important to reinforce the TOC Consultancy capabilities to sell and deliver Blue Ocean Projects. In this workshop, we will present and discuss a Strategy and Tactics tree (S&T) detailing all the steps from the first meeting with a suitable decision maker to the final sale of the project to measuring and controlling of the execution and its remuneration. What are the requirements on each step, how the process can be tailored and what are indispensable assumptions and the key success factors for successfully selling holistic projects or Blue Ocean Projects will be covered. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2169 |
Conference Proceedings |
|
Embraer and ToC - A Journey of Achievements: E-Jets E2 Program Development |
2019 |
Chicago, IL |
Since the publishing of The Goal, TOC can be seen as a solution or a path to a Process of Ongoing Improvement (POOGI) that, if properly executed, allow organizations to develop and execute a Blue Ocean strategy, effectively becoming Ever Flourishing companies. In order to do so there are a number of challenges inside the organizations and these are dealt with by many advances and knowledge developed in the TOC community. The role of consulting companies as agents of change and change management is a crucial one as it is rare to encounter management and ownership capable of incorporating the vision, the commitment and the technical TOC expertise needed to execute such projects without help from external agents. Therefore, it is important to reinforce the TOC Consultancy capabilities to sell and deliver Blue Ocean Projects. In this workshop, we will present and discuss a Strategy and Tactics tree (S&T) detailing all the steps from the first meeting with a suitable decision maker to the final sale of the project to measuring and controlling of the execution and its remuneration. What are the requirements on each step, how the process can be tailored and what are indispensable assumptions and the key success factors for successfully selling holistic projects or Blue Ocean Projects will be covered. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2170 |
Conference Proceedings |
Ferguson, Lisa Anne |
Embraer and ToC - A Journey of Achievements: E-Jets E2 Program Development |
2019 |
Chicago, IL |
What is limiting the success of TOC in individual applications (personally and professionally) and in becoming the main way of managing organizations, even for TOC experts? Since Dr. Eli Goldratt passed away eight years ago, TOC has continued to struggle in it spread, unexpectedly so, for top TOC experts and TOC-managed organizations. While it is true that some significant successes have happened during this time, the full potential has not been realized. Unfortunately, it seems this challenge continues to be all too common. The TOC community is fractured. Without Elis leadership and support, much less collaboration and effective performance have resulted. We intend to spend the day working with the audience (which is not limited by volume or expertise requirements) to understand how we can embark on a track towards realizing the true potential of TOC for individual happiness and success, as well as organizations becoming ever-flourishing (by sustaining exponential growth, stability and harmony). Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2171 |
Conference Proceedings |
Granot, Mickey |
Re-engineering and creating shareholder value at a diamond mine using theory of constraints (ToC) and activity-based costing (ABC) |
2019 |
Chicago, IL |
What is limiting the success of TOC in individual applications (personally and professionally) and in becoming the main way of managing organizations, even for TOC experts? Since Dr. Eli Goldratt passed away eight years ago, TOC has continued to struggle in it spread, unexpectedly so, for top TOC experts and TOC-managed organizations. While it is true that some significant successes have happened during this time, the full potential has not been realized. Unfortunately, it seems this challenge continues to be all too common. The TOC community is fractured. Without Elis leadership and support, much less collaboration and effective performance have resulted. We intend to spend the day working with the audience (which is not limited by volume or expertise requirements) to understand how we can embark on a track towards realizing the true potential of TOC for individual happiness and success, as well as organizations becoming ever-flourishing (by sustaining exponential growth, stability and harmony). Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2172 |
Conference Proceedings |
|
Re-engineering and creating shareholder value at a diamond mine using theory of constraints (ToC) and activity-based costing (ABC) |
2019 |
Chicago, IL |
What is limiting the success of TOC in individual applications (personally and professionally) and in becoming the main way of managing organizations, even for TOC experts? Since Dr. Eli Goldratt passed away eight years ago, TOC has continued to struggle in it spread, unexpectedly so, for top TOC experts and TOC-managed organizations. While it is true that some significant successes have happened during this time, the full potential has not been realized. Unfortunately, it seems this challenge continues to be all too common. The TOC community is fractured. Without Elis leadership and support, much less collaboration and effective performance have resulted. We intend to spend the day working with the audience (which is not limited by volume or expertise requirements) to understand how we can embark on a track towards realizing the true potential of TOC for individual happiness and success, as well as organizations becoming ever-flourishing (by sustaining exponential growth, stability and harmony). Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2173 |
Conference Proceedings |
Heptinstall, Ian |
IT2X: Pursuing aggressive improvement at scale |
2019 |
Chicago, IL |
Is a fear of living in the Cost World preventing us from using a significant improvement lever? Some people interpret Cost World as meaning cutting costs, and as such the perceived role of procurement (reducing prices) conflicts with the spirit of TOC. Ian Heptinstall will suggest otherwise. He thinks TOC implementations might be missing some significant improvement opportunities if they only see bought-in goods and services as commodities and facts-of-life. Procurement is much more than haggling over a price, and a good procurement professional worries as much about paying too little, as paying too much. The average business spends over 65% of revenues with suppliers, mostly as part of TVC - is not a chupchick. If the bought-in part of your TVC costs you 20% more than your competitor, you will need to win 40% more sales simply to make the same profit! This Hyde Park presentation will follow on from the TOCICO webinar that Ian presented with Eli Schragenheim in January 2018. Ian will present a few key models from the world of procurement that he thinks might be useful to TOC practitioners, and looks forward to some great questions and debate. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2174 |
Conference Proceedings |
|
IT2X: Pursuing aggressive improvement at scale |
2019 |
Chicago, IL |
Is a fear of living in the Cost World preventing us from using a significant improvement lever? Some people interpret Cost World as meaning cutting costs, and as such the perceived role of procurement (reducing prices) conflicts with the spirit of TOC. Ian Heptinstall will suggest otherwise. He thinks TOC implementations might be missing some significant improvement opportunities if they only see bought-in goods and services as commodities and facts-of-life. Procurement is much more than haggling over a price, and a good procurement professional worries as much about paying too little, as paying too much. The average business spends over 65% of revenues with suppliers, mostly as part of TVC - is not a chupchick. If the bought-in part of your TVC costs you 20% more than your competitor, you will need to win 40% more sales simply to make the same profit! This Hyde Park presentation will follow on from the TOCICO webinar that Ian presented with Eli Schragenheim in January 2018. Ian will present a few key models from the world of procurement that he thinks might be useful to TOC practitioners, and looks forward to some great questions and debate. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2175 |
Conference Proceedings |
Johnson, Russ |
IT2X: Pursuing aggressive improvement at scale |
2019 |
Chicago, IL |
Common complaints directed at simulations and games are that they are focused on manufacturing and are often perceived to be too simple to be representative of the real world. The med lab simulation was created to address just these issues. Although it was designed to represent a service environment, it has been used with microbreweries, manufacturers, hospitals and many other entities. It represents an environment with high uncertainty relative to workload from day to day, very restrictive work requirements and the use of multiple shared resources that are in limited supply. There are also response time limits and shelf life limits. There are roles for schedulers, certified test technicians, assistant technicians, test transfer specialists, quality control, apparatus managers, etc. The roles and rules of the simulation are explained and then round one commences with a 20-minute experiment. This is followed by the participants working in small groups to identify what is wrong and what they would recommend be changed to fix the situation. This is followed by a short introduction to key TOC concepts such as the five focusing steps and the need to choke the release a work into the system, Simplified Drum-Buffer-Rope, etc. The group then works to come to consensus and apply the TOC concepts to fix the situation without adding resources or any other changes that would represent significant financial investment and/or process interruption in the real world. Its one thing to read, or hear a lecture, about a concept. Its a completely different thing to actually experience it. To experience is to know. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2176 |
Conference Proceedings |
|
The case study of TOC equity partners |
2019 |
Chicago, IL |
Common complaints directed at simulations and games are that they are focused on manufacturing and are often perceived to be too simple to be representative of the real world. The med lab simulation was created to address just these issues. Although it was designed to represent a service environment, it has been used with microbreweries, manufacturers, hospitals and many other entities. It represents an environment with high uncertainty relative to workload from day to day, very restrictive work requirements and the use of multiple shared resources that are in limited supply. There are also response time limits and shelf life limits. There are roles for schedulers, certified test technicians, assistant technicians, test transfer specialists, quality control, apparatus managers, etc. The roles and rules of the simulation are explained and then round one commences with a 20-minute experiment. This is followed by the participants working in small groups to identify what is wrong and what they would recommend be changed to fix the situation. This is followed by a short introduction to key TOC concepts such as the five focusing steps and the need to choke the release a work into the system, Simplified Drum-Buffer-Rope, etc. The group then works to come to consensus and apply the TOC concepts to fix the situation without adding resources or any other changes that would represent significant financial investment and/or process interruption in the real world. Its one thing to read, or hear a lecture, about a concept. Its a completely different thing to actually experience it. To experience is to know. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2177 |
Conference Proceedings |
Aparecido, Edy |
The case study of TOC equity partners |
2019 |
Chicago, IL |
Embraer built a heritage out of challenging the impossible. The typical cycle of the development of a new Aviation Program is 7 to 9 years. The E2 Program is not only a new airplane, but also a new industrial architecture, a new supply chain, a new and more connected airplane for passengers, operations and maintenance, a new marketing plan and a new socioeconomic improvement enabler. The Theory of Constraints has been applied, making effective use of the Critical Chain. Deviations have been reported through a simple color code (green, yellow, and red). The bike race image has been used so everyone challenged to work a little bit faster and a buffer at the end of the Program accommodated unexpected delays. The Program Management team would focus all of its energy on supporting the last bikes (constraints) always using five steps focusing. The greatest achievement of the E190-E2 Program was proving that it is possible to deliver a new airliner two months ahead of a very challenging original schedule (5 years from Business Plan Approval/Program Launch to First Revenue Flight), on a very tight budget and better than the most competitive spec in its crossover jet category, with a mature entry into service. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2178 |
Conference Proceedings |
de Souza Oliveira, Priscila |
The case study of TOC equity partners |
2019 |
Chicago, IL |
Embraer built a heritage out of challenging the impossible. The typical cycle of the development of a new Aviation Program is 7 to 9 years. The E2 Program is not only a new airplane, but also a new industrial architecture, a new supply chain, a new and more connected airplane for passengers, operations and maintenance, a new marketing plan and a new socioeconomic improvement enabler. The Theory of Constraints has been applied, making effective use of the Critical Chain. Deviations have been reported through a simple color code (green, yellow, and red). The bike race image has been used so everyone challenged to work a little bit faster and a buffer at the end of the Program accommodated unexpected delays. The Program Management team would focus all of its energy on supporting the last bikes (constraints) always using five steps focusing. The greatest achievement of the E190-E2 Program was proving that it is possible to deliver a new airliner two months ahead of a very challenging original schedule (5 years from Business Plan Approval/Program Launch to First Revenue Flight), on a very tight budget and better than the most competitive spec in its crossover jet category, with a mature entry into service. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2179 |
Conference Proceedings |
Tocci Moreira, Marcelo |
Introduction to the theory of constraints (TOC) and to drum-buffer-rope (DBR) |
2019 |
Chicago, IL |
Embraer built a heritage out of challenging the impossible. The typical cycle of the development of a new Aviation Program is 7 to 9 years. The E2 Program is not only a new airplane, but also a new industrial architecture, a new supply chain, a new and more connected airplane for passengers, operations and maintenance, a new marketing plan and a new socioeconomic improvement enabler. The Theory of Constraints has been applied, making effective use of the Critical Chain. Deviations have been reported through a simple color code (green, yellow, and red). The bike race image has been used so everyone challenged to work a little bit faster and a buffer at the end of the Program accommodated unexpected delays. The Program Management team would focus all of its energy on supporting the last bikes (constraints) always using five steps focusing. The greatest achievement of the E190-E2 Program was proving that it is possible to deliver a new airliner two months ahead of a very challenging original schedule (5 years from Business Plan Approval/Program Launch to First Revenue Flight), on a very tight budget and better than the most competitive spec in its crossover jet category, with a mature entry into service. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2180 |
Conference Proceedings |
|
Introduction to the theory of constraints (TOC) and to drum-buffer-rope (DBR) |
2019 |
Chicago, IL |
Embraer built a heritage out of challenging the impossible. The typical cycle of the development of a new Aviation Program is 7 to 9 years. The E2 Program is not only a new airplane, but also a new industrial architecture, a new supply chain, a new and more connected airplane for passengers, operations and maintenance, a new marketing plan and a new socioeconomic improvement enabler. The Theory of Constraints has been applied, making effective use of the Critical Chain. Deviations have been reported through a simple color code (green, yellow, and red). The bike race image has been used so everyone challenged to work a little bit faster and a buffer at the end of the Program accommodated unexpected delays. The Program Management team would focus all of its energy on supporting the last bikes (constraints) always using five steps focusing. The greatest achievement of the E190-E2 Program was proving that it is possible to deliver a new airliner two months ahead of a very challenging original schedule (5 years from Business Plan Approval/Program Launch to First Revenue Flight), on a very tight budget and better than the most competitive spec in its crossover jet category, with a mature entry into service. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2181 |
Conference Proceedings |
|
Tata: “Octopus for Coke Ovens” - A productivity innovation case for online flue temperature in stamped charged coke oven operations |
2019 |
Chicago, IL |
Embraer built a heritage out of challenging the impossible. The typical cycle of the development of a new Aviation Program is 7 to 9 years. The E2 Program is not only a new airplane, but also a new industrial architecture, a new supply chain, a new and more connected airplane for passengers, operations and maintenance, a new marketing plan and a new socioeconomic improvement enabler. The Theory of Constraints has been applied, making effective use of the Critical Chain. Deviations have been reported through a simple color code (green, yellow, and red). The bike race image has been used so everyone challenged to work a little bit faster and a buffer at the end of the Program accommodated unexpected delays. The Program Management team would focus all of its energy on supporting the last bikes (constraints) always using five steps focusing. The greatest achievement of the E190-E2 Program was proving that it is possible to deliver a new airliner two months ahead of a very challenging original schedule (5 years from Business Plan Approval/Program Launch to First Revenue Flight), on a very tight budget and better than the most competitive spec in its crossover jet category, with a mature entry into service. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2182 |
Conference Proceedings |
Bolton, Robert |
Tata: “Octopus for Coke Ovens” - A productivity innovation case for online flue temperature in stamped charged coke oven operations |
2019 |
Chicago, IL |
An internal project team has conducted a detail analysis of an existing sizable mining operation. It has determined that an OPPORTUNITY to change the value (NPV) of this business by a paradigm shift in capacity release. The internal project team needs 4 distinct levels of approval to execute the execute the proposed change. Does this business need trusted advisor (external) help to get the assistance? Provocative point: Do need an external assistance (trusted) to obtain approval for a paradigm shift? Counter point: Do NOT need external assistance (trusted) to obtain approval for a paradigm shift. A leading 1993 the largest Diamond Mine in the world, Argyle Diamonds conducted an end to end to business review to look at the future and life of this significant asset. This project was led by the Business Analysis unit within the Argyle Diamonds Mine operations. After 6 months of analysis 100 initiatives were tabled to that could increase the life of mine for (LOM) for this asset. The #1 initiatives involved a radical approach to valuing the output of this mine. This was a radical change from the business operating assumptions. The session discusses how the approval was obtained through the 4 layers of executive and corporate management to implement the change. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2183 |
Conference Proceedings |
|
Tata: “Octopus for Coke Ovens” - A productivity innovation case for online flue temperature in stamped charged coke oven operations |
2019 |
Chicago, IL |
An internal project team has conducted a detail analysis of an existing sizable mining operation. It has determined that an OPPORTUNITY to change the value (NPV) of this business by a paradigm shift in capacity release. The internal project team needs 4 distinct levels of approval to execute the execute the proposed change. Does this business need trusted advisor (external) help to get the assistance? Provocative point: Do need an external assistance (trusted) to obtain approval for a paradigm shift? Counter point: Do NOT need external assistance (trusted) to obtain approval for a paradigm shift. A leading 1993 the largest Diamond Mine in the world, Argyle Diamonds conducted an end to end to business review to look at the future and life of this significant asset. This project was led by the Business Analysis unit within the Argyle Diamonds Mine operations. After 6 months of analysis 100 initiatives were tabled to that could increase the life of mine for (LOM) for this asset. The #1 initiatives involved a radical approach to valuing the output of this mine. This was a radical change from the business operating assumptions. The session discusses how the approval was obtained through the 4 layers of executive and corporate management to implement the change. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2184 |
Conference Proceedings |
Kriger, André |
Paradigm shift vs. shifting paradigm and its application in implementing DBR |
2019 |
Chicago, IL |
In April 2017, I was appointed CIO of VIVO, the largest telecommunications firm in Brazil, with zero experience as a leader of IT Projects organizations, and zero experience with TOC. Within three months, my leadership team and I had decided that blending the TOC Thinking Processes, Critical Chain, Agile, and Lean offered the best solution direction to pursue significant improvement of our 6,000-person IT project portfolio. We established an aggressive goal of doubling the throughput of project completions, and branded our improvement initiative accordingly as IT2X. This purpose of this presentation is to share VIVOs progress towards this objective, as well as key challenges and obstacles and how we are overcoming them. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2185 |
Conference Proceedings |
Hannan, Michael |
Paradigm shift vs. shifting paradigm and its application in implementing DBR |
2019 |
Chicago, IL |
In April 2017, I was appointed CIO of VIVO, the largest telecommunications firm in Brazil, with zero experience as a leader of IT Projects organizations, and zero experience with TOC. Within three months, my leadership team and I had decided that blending the TOC Thinking Processes, Critical Chain, Agile, and Lean offered the best solution direction to pursue significant improvement of our 6,000-person IT project portfolio. We established an aggressive goal of doubling the throughput of project completions, and branded our improvement initiative accordingly as IT2X. This purpose of this presentation is to share VIVOs progress towards this objective, as well as key challenges and obstacles and how we are overcoming them. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2186 |
Conference Proceedings |
|
Piaget and Goldratt: Structuralism and subordination - making TOC work for you |
2019 |
Chicago, IL |
In April 2017, I was appointed CIO of VIVO, the largest telecommunications firm in Brazil, with zero experience as a leader of IT Projects organizations, and zero experience with TOC. Within three months, my leadership team and I had decided that blending the TOC Thinking Processes, Critical Chain, Agile, and Lean offered the best solution direction to pursue significant improvement of our 6,000-person IT project portfolio. We established an aggressive goal of doubling the throughput of project completions, and branded our improvement initiative accordingly as IT2X. This purpose of this presentation is to share VIVOs progress towards this objective, as well as key challenges and obstacles and how we are overcoming them. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2187 |
Conference Proceedings |
Ferguson, Lisa Anne |
Piaget and Goldratt: Structuralism and subordination - making TOC work for you |
2019 |
Chicago, IL |
What is limiting the success of TOC in becoming the main way of managing organizations, even for TOC experts in TOC-managed organizations? TOC Equity Partners (TOCEP) is the case study being analyzed to further our insight into how TOC-managed organizations can become ever-flourishing (by sustaining exponential growth, stability and harmony). TOCEP is focused on buying, improving with TOC and selling (several years later) Supply Chain organizations (retail, manufacturing and distributors). The three managing directors of the organization all had some degree of TOC knowledge and skills, with the exception of Henry Camp who has a very high level of TOC expertise. Dr. Ferguson provided consulting services to TOC Equity Partners in 2013 for about six months resulting in the creation and validation of its Transformational Strategy and Tactic Tree (TSTT) to level 3. Performance dramatically improved during that time, yet that TSTT was not fully utilized, nor were the lower levels of it completed as agreed. She continued for years to try to influence the changes needed, even bringing in Eli Schragenheim to team up with Henry and her. This presentation focuses on understanding that even though TOCEP has been flourishing, it was still not to the degree possible had the TSTT and other key TOC concepts been fully embraced. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2188 |
Conference Proceedings |
Camp, Henry Fitzhugh |
Jindal Steel - Prescription for growth |
2019 |
Chicago, IL |
What is limiting the success of TOC in becoming the main way of managing organizations, even for TOC experts in TOC-managed organizations? TOC Equity Partners (TOCEP) is the case study being analyzed to further our insight into how TOC-managed organizations can become ever-flourishing (by sustaining exponential growth, stability and harmony). TOCEP is focused on buying, improving with TOC and selling (several years later) Supply Chain organizations (retail, manufacturing and distributors). The three managing directors of the organization all had some degree of TOC knowledge and skills, with the exception of Henry Camp who has a very high level of TOC expertise. Dr. Ferguson provided consulting services to TOC Equity Partners in 2013 for about six months resulting in the creation and validation of its Transformational Strategy and Tactic Tree (TSTT) to level 3. Performance dramatically improved during that time, yet that TSTT was not fully utilized, nor were the lower levels of it completed as agreed. She continued for years to try to influence the changes needed, even bringing in Eli Schragenheim to team up with Henry and her. This presentation focuses on understanding that even though TOCEP has been flourishing, it was still not to the degree possible had the TSTT and other key TOC concepts been fully embraced. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2189 |
Conference Proceedings |
|
Jindal Steel - Prescription for growth |
2019 |
Chicago, IL |
What is limiting the success of TOC in becoming the main way of managing organizations, even for TOC experts in TOC-managed organizations? TOC Equity Partners (TOCEP) is the case study being analyzed to further our insight into how TOC-managed organizations can become ever-flourishing (by sustaining exponential growth, stability and harmony). TOCEP is focused on buying, improving with TOC and selling (several years later) Supply Chain organizations (retail, manufacturing and distributors). The three managing directors of the organization all had some degree of TOC knowledge and skills, with the exception of Henry Camp who has a very high level of TOC expertise. Dr. Ferguson provided consulting services to TOC Equity Partners in 2013 for about six months resulting in the creation and validation of its Transformational Strategy and Tactic Tree (TSTT) to level 3. Performance dramatically improved during that time, yet that TSTT was not fully utilized, nor were the lower levels of it completed as agreed. She continued for years to try to influence the changes needed, even bringing in Eli Schragenheim to team up with Henry and her. This presentation focuses on understanding that even though TOCEP has been flourishing, it was still not to the degree possible had the TSTT and other key TOC concepts been fully embraced. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2190 |
Conference Proceedings |
Schragenheim, Eli |
Extreme DBR |
2019 |
Chicago, IL |
A one-day workshop for newcomers to lintroduce them to the basic methodology of TOC for any supply chain. Topics include the five focusing steps, drum-buffer-rope, simplified DBR, including the buffer management, planned-load, make-to-availability, replenishment, virtual buffers, etc. The Theory of Constraints (TOC) is a management approach, developed according to the principles of hard sciences, to guide managers of all organizations to be able to make reasonably good planning and execution decisions in environments that are complex and uncertain. Goldratt defined TOC as one word: focus. The power of TOC is directed at knowing what to focus on. A manager being able to look on the organization as a whole and identify where and how to focus attention on the few leverage points that determine organizational performance and being able to exploit and subordinate resources to accomplish the organization goal. Other insights include dealing with the regular variability through the use of visible buffers and having agood control mechanism on the consumption of the buffers. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2191 |
Conference Proceedings |
|
Extreme DBR |
2019 |
Chicago, IL |
A one-day workshop for newcomers to lintroduce them to the basic methodology of TOC for any supply chain. Topics include the five focusing steps, drum-buffer-rope, simplified DBR, including the buffer management, planned-load, make-to-availability, replenishment, virtual buffers, etc. The Theory of Constraints (TOC) is a management approach, developed according to the principles of hard sciences, to guide managers of all organizations to be able to make reasonably good planning and execution decisions in environments that are complex and uncertain. Goldratt defined TOC as one word: focus. The power of TOC is directed at knowing what to focus on. A manager being able to look on the organization as a whole and identify where and how to focus attention on the few leverage points that determine organizational performance and being able to exploit and subordinate resources to accomplish the organization goal. Other insights include dealing with the regular variability through the use of visible buffers and having agood control mechanism on the consumption of the buffers. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2192 |
Conference Proceedings |
Singh, Ranjan Kumar |
Extreme DBR |
2019 |
Chicago, IL |
Coke (used as fuel in Blast furnace) is produced in Coke Oven Batteries which consist of alternately arranged heating walls and Ovens. For efficient process, optimal heat distribution over the entire heating wall is essential which necessitates the measurement of temperature. It is done manually in 3 shifts by 3 persons daily, directly from the oven top by opening the flue caps to measure temperatures with the help of a hand-held pyrometer in harsh environment. Given that steel industry is labor intensive, manpower productivity has been at the forefront in all policy making and Tata steel is making concerted efforts in this direction. Present case explains the application of TOC in achieving the objective of improving manpower productivity at Coke Ovens. As surfaced in Core conflict cloud, it is evident that deploying more manpower provides the advantage of frequent update of data while increasing the risk involved in safety. Therefore, any underlying assumptions which give rise to the conflict should be addressed to derive suitable injections. The conflict of deployment of manpower was resolved by identifying a new win-win solution. The Innovative injection has a huge potential (patent filed) and has a scope of wide implementation across industries. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2193 |
Conference Proceedings |
Jain, Ravi |
A new TOC decisive competitive edge |
2019 |
Chicago, IL |
Coke (used as fuel in Blast furnace) is produced in Coke Oven Batteries which consist of alternately arranged heating walls and Ovens. For efficient process, optimal heat distribution over the entire heating wall is essential which necessitates the measurement of temperature. It is done manually in 3 shifts by 3 persons daily, directly from the oven top by opening the flue caps to measure temperatures with the help of a hand-held pyrometer in harsh environment. Given that steel industry is labor intensive, manpower productivity has been at the forefront in all policy making and Tata steel is making concerted efforts in this direction. Present case explains the application of TOC in achieving the objective of improving manpower productivity at Coke Ovens. As surfaced in Core conflict cloud, it is evident that deploying more manpower provides the advantage of frequent update of data while increasing the risk involved in safety. Therefore, any underlying assumptions which give rise to the conflict should be addressed to derive suitable injections. The conflict of deployment of manpower was resolved by identifying a new win-win solution. The Innovative injection has a huge potential (patent filed) and has a scope of wide implementation across industries. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2194 |
Conference Proceedings |
|
A new TOC decisive competitive edge |
2019 |
Chicago, IL |
Coke (used as fuel in Blast furnace) is produced in Coke Oven Batteries which consist of alternately arranged heating walls and Ovens. For efficient process, optimal heat distribution over the entire heating wall is essential which necessitates the measurement of temperature. It is done manually in 3 shifts by 3 persons daily, directly from the oven top by opening the flue caps to measure temperatures with the help of a hand-held pyrometer in harsh environment. Given that steel industry is labor intensive, manpower productivity has been at the forefront in all policy making and Tata steel is making concerted efforts in this direction. Present case explains the application of TOC in achieving the objective of improving manpower productivity at Coke Ovens. As surfaced in Core conflict cloud, it is evident that deploying more manpower provides the advantage of frequent update of data while increasing the risk involved in safety. Therefore, any underlying assumptions which give rise to the conflict should be addressed to derive suitable injections. The conflict of deployment of manpower was resolved by identifying a new win-win solution. The Innovative injection has a huge potential (patent filed) and has a scope of wide implementation across industries. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2195 |
Conference Proceedings |
Granot, Mickey |
Software development going beyond agile with TOC |
2019 |
Chicago, IL |
TOC solutions require people to go through paradigm shifts. Paradigm shifts are extremely challenging to adopt, to implement and to sustain as they require people to give up on their intuition and past experience and mostly to trust that the change agent can safely take them from the existing paradigm to the new one. The natural people turnover in organizations further enhance this challenge. What if it was possible to shift people paradigms without taking them through a paradigm shift, but rather through a series of changes that they have high level of certainty are required, that they chose based on their existing experience and intuition, that everyone relevant in the organization believes that the change is required and correct and that after a number of such changes the paradigm practically shifted? In this workshop we will examine the possibility of having such a process, how to apply it to different levels of the company and demonstrate how using it in production unavoidably leads from existing paradigm to the DBR paradigm. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2196 |
Conference Proceedings |
|
Software development going beyond agile with TOC |
2019 |
Chicago, IL |
TOC solutions require people to go through paradigm shifts. Paradigm shifts are extremely challenging to adopt, to implement and to sustain as they require people to give up on their intuition and past experience and mostly to trust that the change agent can safely take them from the existing paradigm to the new one. The natural people turnover in organizations further enhance this challenge. What if it was possible to shift people paradigms without taking them through a paradigm shift, but rather through a series of changes that they have high level of certainty are required, that they chose based on their existing experience and intuition, that everyone relevant in the organization believes that the change is required and correct and that after a number of such changes the paradigm practically shifted? In this workshop we will examine the possibility of having such a process, how to apply it to different levels of the company and demonstrate how using it in production unavoidably leads from existing paradigm to the DBR paradigm. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2197 |
Conference Proceedings |
Youngman, Kelvyn |
Software development going beyond agile with TOC |
2019 |
Chicago, IL |
Jean Piaget, the Swiss developmental psychologist and polymath defined structure as: wholeness, transformation, and self-regulation. Theory of Constraints 5-step focusing process consists of two different logical levels: (1) exploitation and (2) subordination and exploitation. Both are consistent structures within themselves. We most often fail when we concentrate on exploitation at the expense of subordination, this is part of the old paradigm. Theory of Constraints becomes truly transformative when we concentrate on subordination first, the remainder of the system becomes self-regulating. This presentation explores the gap that exists between different logical levels; first with examples from the natural world, secondly with similar examples from our industrial and organizational world, and finally Theory of Constraints in more detail. Several of the key enabling actions, and several of the key enabling reactions are then examined. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2198 |
Conference Proceedings |
|
TOC consulting best practices, from the client perspective |
2019 |
Chicago, IL |
Jean Piaget, the Swiss developmental psychologist and polymath defined structure as: wholeness, transformation, and self-regulation. Theory of Constraints 5-step focusing process consists of two different logical levels: (1) exploitation and (2) subordination and exploitation. Both are consistent structures within themselves. We most often fail when we concentrate on exploitation at the expense of subordination, this is part of the old paradigm. Theory of Constraints becomes truly transformative when we concentrate on subordination first, the remainder of the system becomes self-regulating. This presentation explores the gap that exists between different logical levels; first with examples from the natural world, secondly with similar examples from our industrial and organizational world, and finally Theory of Constraints in more detail. Several of the key enabling actions, and several of the key enabling reactions are then examined. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2199 |
Conference Proceedings |
Saraf, Sudhanshu |
TOC consulting best practices, from the client perspective |
2019 |
Chicago, IL |
It is indeed a huge testimonial in favor of TOC, that a business owner has asked me to run his $6Bn (in revenue) company, where I am neither from the Steel sector nor I possess any expertise in any specific function. I am a Master Black Belt in Lean & Six Sigma, practicing TOC for the last 15+ years (from an overall career of 31 years). I have had numerous success stories in the last 3.5 years with JSPL, as a TOC consultant, which I could definitely share with the TOC community, as a speaker at the July event. I have taken their Oman operations from an EBITDA of $1.5Mn a month to over $25Mn a month; I am in the process of turning around their Mining operations in Australia, increasing their market cap by 100 times; I have transformed their Long Rail production capacity from 6 panels a day to 24 a day in just 5 days; Transformed their Coke Ovens output by over 30% in two weeks ... these are just a few to list! The important point is, that in all these cases, the primary thinking and approach has been TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2200 |
Conference Proceedings |
|
TOC consultants' adventure through cashflow quadrant |
2019 |
Chicago, IL |
It is indeed a huge testimonial in favor of TOC, that a business owner has asked me to run his $6Bn (in revenue) company, where I am neither from the Steel sector nor I possess any expertise in any specific function. I am a Master Black Belt in Lean & Six Sigma, practicing TOC for the last 15+ years (from an overall career of 31 years). I have had numerous success stories in the last 3.5 years with JSPL, as a TOC consultant, which I could definitely share with the TOC community, as a speaker at the July event. I have taken their Oman operations from an EBITDA of $1.5Mn a month to over $25Mn a month; I am in the process of turning around their Mining operations in Australia, increasing their market cap by 100 times; I have transformed their Long Rail production capacity from 6 panels a day to 24 a day in just 5 days; Transformed their Coke Ovens output by over 30% in two weeks ... these are just a few to list! The important point is, that in all these cases, the primary thinking and approach has been TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2201 |
Conference Proceedings |
Patrick, Duncan |
TOC consultants' adventure through cashflow quadrant |
2019 |
Chicago, IL |
This presentation will highlight two different manufacturing environments where implementing T-DBR was absolutely critical because the constraint was internal and order sequence mattered. In these environments, implementing S-DBR would have negatively impacted throughput and due date performance. Sequencing and scheduling mattered the most. In fact, the amount of work required to precisely schedule the critical resources (the Drums) was so demanding that we refer to these two implementations as examples of Extreme Drum-Buffer-Rope (X-DBR). The bulk of the presentation will be spent on sharing our thought process as we tried to understand the problem and design the direction of the solution in two environments characterized by very high dependence. In addition, we will highlight the Drum Hours Lost measure of buffer management that we introduced to further increase throughput. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2202 |
Conference Proceedings |
Warchalowski, Jack |
TOC consultants' adventure through cashflow quadrant |
2019 |
Chicago, IL |
This presentation will highlight two different manufacturing environments where implementing T-DBR was absolutely critical because the constraint was internal and order sequence mattered. In these environments, implementing S-DBR would have negatively impacted throughput and due date performance. Sequencing and scheduling mattered the most. In fact, the amount of work required to precisely schedule the critical resources (the Drums) was so demanding that we refer to these two implementations as examples of Extreme Drum-Buffer-Rope (X-DBR). The bulk of the presentation will be spent on sharing our thought process as we tried to understand the problem and design the direction of the solution in two environments characterized by very high dependence. In addition, we will highlight the Drum Hours Lost measure of buffer management that we introduced to further increase throughput. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2203 |
Conference Proceedings |
|
How to tame a Dragon! Framing and Delivering a Complex and Highly Volatile Tech Project on Time in a Short Time with CCPM |
2019 |
Chicago, IL |
This presentation will highlight two different manufacturing environments where implementing T-DBR was absolutely critical because the constraint was internal and order sequence mattered. In these environments, implementing S-DBR would have negatively impacted throughput and due date performance. Sequencing and scheduling mattered the most. In fact, the amount of work required to precisely schedule the critical resources (the Drums) was so demanding that we refer to these two implementations as examples of Extreme Drum-Buffer-Rope (X-DBR). The bulk of the presentation will be spent on sharing our thought process as we tried to understand the problem and design the direction of the solution in two environments characterized by very high dependence. In addition, we will highlight the Drum Hours Lost measure of buffer management that we introduced to further increase throughput. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2204 |
Conference Proceedings |
Camp, Henry |
How to tame a Dragon! Framing and Delivering a Complex and Highly Volatile Tech Project on Time in a Short Time with CCPM |
2019 |
Chicago, IL |
The objective is to share a general solution for a major problem of manufacturers, particularly for Aggregating Manufacturers (A-Plants) and how one of their suppliers can capitalize on resolving it. The opportunity: There is a $10 trillion dollar in sales world market that desperately needs a solution that is already well developed within the TOC community. The problem for A-plants is: if even one raw material is missing the production is delayed. If only all suppliers to this industry were TOC companies, the problem of shortages would already be solved. My estimation is that the direct annual fees from helping this market would be $40 billion plus $10 billion in secondary services. Tertiary effects from an improving world economy, I leave to others to calculate. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2205 |
Conference Proceedings |
|
How to tame a Dragon! Framing and Delivering a Complex and Highly Volatile Tech Project on Time in a Short Time with CCPM |
2019 |
Chicago, IL |
The objective is to share a general solution for a major problem of manufacturers, particularly for Aggregating Manufacturers (A-Plants) and how one of their suppliers can capitalize on resolving it. The opportunity: There is a $10 trillion dollar in sales world market that desperately needs a solution that is already well developed within the TOC community. The problem for A-plants is: if even one raw material is missing the production is delayed. If only all suppliers to this industry were TOC companies, the problem of shortages would already be solved. My estimation is that the direct annual fees from helping this market would be $40 billion plus $10 billion in secondary services. Tertiary effects from an improving world economy, I leave to others to calculate. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2206 |
Conference Proceedings |
Roseiro, Fabio |
Resolving the TOC (balance flow) vs. lean (balance capacity) conflict |
2019 |
Chicago, IL |
Significant advance has been made in the field of software development with the introduction of Agile and Scrum. Both seek to introduce a mindset of flow and also handle the intrinsic problem of scope variance that exists in software development. Despite the significant success Agile (and Scrum) have lived with significant limitation that have not yet being solved: the difficulty to determine and deliver to specific due dates, the ways each sprint can be used to pressure resources to be locally optimized and the inducing of batches (each sprint) that work against the principles of flow. In this presentation, we will present a solution that implements the flow principles to the development of software limiting WIP and assuming a one-piece flow work release. Questions like how to measure WIP, how to choke the release and how to estimate delivery dates are treated. The solution was implemented in a large Brazilian Software company and we will show the obstacles and specificities involved as well as results like increasing global productivity of the team by 108% and reducing 58% the lead time to deliver. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2207 |
Conference Proceedings |
Baptista, Humberto R. |
Resolving the TOC (balance flow) vs. lean (balance capacity) conflict |
2019 |
Chicago, IL |
Significant advance has been made in the field of software development with the introduction of Agile and Scrum. Both seek to introduce a mindset of flow and also handle the intrinsic problem of scope variance that exists in software development. Despite the significant success Agile (and Scrum) have lived with significant limitation that have not yet being solved: the difficulty to determine and deliver to specific due dates, the ways each sprint can be used to pressure resources to be locally optimized and the inducing of batches (each sprint) that work against the principles of flow. In this presentation, we will present a solution that implements the flow principles to the development of software limiting WIP and assuming a one-piece flow work release. Questions like how to measure WIP, how to choke the release and how to estimate delivery dates are treated. The solution was implemented in a large Brazilian Software company and we will show the obstacles and specificities involved as well as results like increasing global productivity of the team by 108% and reducing 58% the lead time to deliver. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2208 |
Conference Proceedings |
|
TOC journey at TAML |
2019 |
Chicago, IL |
Significant advance has been made in the field of software development with the introduction of Agile and Scrum. Both seek to introduce a mindset of flow and also handle the intrinsic problem of scope variance that exists in software development. Despite the significant success Agile (and Scrum) have lived with significant limitation that have not yet being solved: the difficulty to determine and deliver to specific due dates, the ways each sprint can be used to pressure resources to be locally optimized and the inducing of batches (each sprint) that work against the principles of flow. In this presentation, we will present a solution that implements the flow principles to the development of software limiting WIP and assuming a one-piece flow work release. Questions like how to measure WIP, how to choke the release and how to estimate delivery dates are treated. The solution was implemented in a large Brazilian Software company and we will show the obstacles and specificities involved as well as results like increasing global productivity of the team by 108% and reducing 58% the lead time to deliver. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2209 |
Conference Proceedings |
Fernandez, Alejandro |
TOC journey at TAML |
2019 |
Chicago, IL |
How to manage the conflict between teaching and consulting in order to improve top management trust in consultants? We will elaborate an insight applying the TOC Thinking Processes to answer the POOGI questions. What are the main conflicts we all face in the process of trust generation? What are the assumptions we should recognize and invalidate? A proposal of policies, measurements and procedures to improve trust in the interaction between top management and consultants is provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2210 |
Conference Proceedings |
|
TOC journey at TAML |
2019 |
Chicago, IL |
How to manage the conflict between teaching and consulting in order to improve top management trust in consultants? We will elaborate an insight applying the TOC Thinking Processes to answer the POOGI questions. What are the main conflicts we all face in the process of trust generation? What are the assumptions we should recognize and invalidate? A proposal of policies, measurements and procedures to improve trust in the interaction between top management and consultants is provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2211 |
Conference Proceedings |
Voldemaras, Mindaugas |
Using the theory of constraints to solve ill-structured (wicked, chronic) problems: a healthcare example |
2019 |
Chicago, IL |
The discussion was over and we were rushing to find a quiet place in Berlin to rethink each thought. Late event, organized by Michael Demere, wasnt announced in the official programme of the TOCICO Annual Conference 2017, but it addressed the question of our lives. It was no doubt we finally found a solution, we just needed to calm down to connect the dots. A few hours later THE STRATEGY OF THE MOST PROFITABLE INVESTMENT FUND was ready and we, three TOC partners, toasted to inevitable success. This really seemed to be our roadmap to escape consulting. A thing that weve been doing well and at the same time hated for the last 10 years. 30 years of combined experience and combined frustration. You must be a fool to consult others how to move on the red curve while staying below the green yourself for years. 2 years later we remain on the same path. No changes in the strategy. No panic after yet another fail. No cash (as of March 2019). And no doubt our first cash-constrained plant that we run since the end of 2018 will grow from ¬ 3,5M to ¬ 100M in a few years. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2212 |
Conference Proceedings |
Balodas, Gediminas |
Using the theory of constraints to solve ill-structured (wicked, chronic) problems: a healthcare example |
2019 |
Chicago, IL |
The discussion was over and we were rushing to find a quiet place in Berlin to rethink each thought. Late event, organized by Michael Demere, wasnt announced in the official programme of the TOCICO Annual Conference 2017, but it addressed the question of our lives. It was no doubt we finally found a solution, we just needed to calm down to connect the dots. A few hours later THE STRATEGY OF THE MOST PROFITABLE INVESTMENT FUND was ready and we, three TOC partners, toasted to inevitable success. This really seemed to be our roadmap to escape consulting. A thing that weve been doing well and at the same time hated for the last 10 years. 30 years of combined experience and combined frustration. You must be a fool to consult others how to move on the red curve while staying below the green yourself for years. 2 years later we remain on the same path. No changes in the strategy. No panic after yet another fail. No cash (as of March 2019). And no doubt our first cash-constrained plant that we run since the end of 2018 will grow from ¬ 3,5M to ¬ 100M in a few years. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2213 |
Conference Proceedings |
|
Leveraging TOC in Texas government – our productivity journey |
2019 |
Chicago, IL |
The discussion was over and we were rushing to find a quiet place in Berlin to rethink each thought. Late event, organized by Michael Demere, wasnt announced in the official programme of the TOCICO Annual Conference 2017, but it addressed the question of our lives. It was no doubt we finally found a solution, we just needed to calm down to connect the dots. A few hours later THE STRATEGY OF THE MOST PROFITABLE INVESTMENT FUND was ready and we, three TOC partners, toasted to inevitable success. This really seemed to be our roadmap to escape consulting. A thing that weve been doing well and at the same time hated for the last 10 years. 30 years of combined experience and combined frustration. You must be a fool to consult others how to move on the red curve while staying below the green yourself for years. 2 years later we remain on the same path. No changes in the strategy. No panic after yet another fail. No cash (as of March 2019). And no doubt our first cash-constrained plant that we run since the end of 2018 will grow from ¬ 3,5M to ¬ 100M in a few years. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2214 |
Conference Proceedings |
Kay, Andrew |
Leveraging TOC in Texas government – our productivity journey |
2019 |
Chicago, IL |
This TOCICO presentation unpacks the elements required to deliver a successful project with CCPM in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, the company ICT manager, has found projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2215 |
Conference Proceedings |
Heerding, Daniel |
How a doctor implemented TOC and improved his ophthalmologic practice over 50% in a few weeks |
2019 |
Chicago, IL |
This TOCICO presentation unpacks the elements required to deliver a successful project with CCPM in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, the company ICT manager, has found projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2216 |
Conference Proceedings |
|
How a doctor implemented TOC and improved his ophthalmologic practice over 50% in a few weeks |
2019 |
Chicago, IL |
This TOCICO presentation unpacks the elements required to deliver a successful project with CCPM in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, the company ICT manager, has found projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2217 |
Conference Proceedings |
Johnson, Russ |
A TOC throughput accounting practice case study: “boosting sales, productivity and profits by 50% in less than 6 weeks and ongoing” introducing throughput compression and a pricing decision support tool |
2019 |
Chicago, IL |
More and more practitioners of systems improvement have come to realize that the Theory of Constraints (TOC), Lean and Six Sigma are actually very compatible and synergistic with TOC often providing the focus for where to apply the Lean and Six Sigma tools. In spite of this, TOC is not only still perceived by many as non-compatible with Lean and Six Sigma and some practitioners of Lean and/or Six Sigma continue to promote the perception of incompatibility. One source of this continuing perceived conflict is TOCs focus on balancing flow in contrast to Lean s focus of balancing capacity. Part of the underlying cause of this perceived conflict is how waste and balance are defined, specifically as it applies to individual process cycle times and capacity and how those definitions are then applied to the design of a production system. This presentation will look at how the conflict can be resolved by challenging the assumption that TAKT time and capacity should be the same. We will see how system balance can be attained by focusing Lean tools on the cycle time side of the system design and the TOC tools on the capacity side. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2218 |
Conference Proceedings |
|
A TOC throughput accounting practice case study: “boosting sales, productivity and profits by 50% in less than 6 weeks and ongoing” introducing throughput compression and a pricing decision support tool |
2019 |
Chicago, IL |
More and more practitioners of systems improvement have come to realize that the Theory of Constraints (TOC), Lean and Six Sigma are actually very compatible and synergistic with TOC often providing the focus for where to apply the Lean and Six Sigma tools. In spite of this, TOC is not only still perceived by many as non-compatible with Lean and Six Sigma and some practitioners of Lean and/or Six Sigma continue to promote the perception of incompatibility. One source of this continuing perceived conflict is TOCs focus on balancing flow in contrast to Lean s focus of balancing capacity. Part of the underlying cause of this perceived conflict is how waste and balance are defined, specifically as it applies to individual process cycle times and capacity and how those definitions are then applied to the design of a production system. This presentation will look at how the conflict can be resolved by challenging the assumption that TAKT time and capacity should be the same. We will see how system balance can be attained by focusing Lean tools on the cycle time side of the system design and the TOC tools on the capacity side. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2219 |
Conference Proceedings |
Mukherjee, S. R. |
Advanced throughput accounting workshop: How making money really works |
2019 |
Chicago, IL |
This presentation describes how Tata Advanced Materials Ltd. used TOC principles to double its operational productivity, turn-around from loss making to profit making, and sustained the profit increase over the last four years! After an overview of Tata Corp. and Tata Advanced Materials Ltd., the presentation describes the situation as: Due to the heavy investments made for the aerospace business and the time taken to ramp up the execution of orders, the losses started to go up and reached a peak of $10 mn on sales revenue of $14 mn USD in 2012-13. The spree of losses continued in 2013-14 and the 1st half of 2014-15. In October 2014, SR Mukherjee (aka SRM) joined the organization. SRM had worked in an organization previously, where TOC had been implemented. It was decided to implement TOC in TAML to improve its OTIF, throughput and profits. TOC Implementation started with a weekly dashboard and reviews every week from November 2014. The following metrics were used to build alignment in the organization: OTIF, net revenue, throughput, customer complaints, and free cash flow (FCF). The entire senior team was aligned to deliver on these parameters and discussions were focused on planned vs actual achievement, variance between the two and the corrective actions to be taken in the coming week to meet the plan. From this beginning the detailed Tata journey and results are provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2220 |
Conference Proceedings |
Gilani, Ira |
Advanced throughput accounting workshop: How making money really works |
2019 |
Chicago, IL |
This presentation describes how Tata Advanced Materials Ltd. used TOC principles to double its operational productivity, turn-around from loss making to profit making, and sustained the profit increase over the last four years! After an overview of Tata Corp. and Tata Advanced Materials Ltd., the presentation describes the situation as: Due to the heavy investments made for the aerospace business and the time taken to ramp up the execution of orders, the losses started to go up and reached a peak of $10 mn on sales revenue of $14 mn USD in 2012-13. The spree of losses continued in 2013-14 and the 1st half of 2014-15. In October 2014, SR Mukherjee (aka SRM) joined the organization. SRM had worked in an organization previously, where TOC had been implemented. It was decided to implement TOC in TAML to improve its OTIF, throughput and profits. TOC Implementation started with a weekly dashboard and reviews every week from November 2014. The following metrics were used to build alignment in the organization: OTIF, net revenue, throughput, customer complaints, and free cash flow (FCF). The entire senior team was aligned to deliver on these parameters and discussions were focused on planned vs actual achievement, variance between the two and the corrective actions to be taken in the coming week to meet the plan. From this beginning the detailed Tata journey and results are provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2221 |
Conference Proceedings |
|
Advanced throughput accounting workshop: How making money really works |
2019 |
Chicago, IL |
This presentation describes how Tata Advanced Materials Ltd. used TOC principles to double its operational productivity, turn-around from loss making to profit making, and sustained the profit increase over the last four years! After an overview of Tata Corp. and Tata Advanced Materials Ltd., the presentation describes the situation as: Due to the heavy investments made for the aerospace business and the time taken to ramp up the execution of orders, the losses started to go up and reached a peak of $10 mn on sales revenue of $14 mn USD in 2012-13. The spree of losses continued in 2013-14 and the 1st half of 2014-15. In October 2014, SR Mukherjee (aka SRM) joined the organization. SRM had worked in an organization previously, where TOC had been implemented. It was decided to implement TOC in TAML to improve its OTIF, throughput and profits. TOC Implementation started with a weekly dashboard and reviews every week from November 2014. The following metrics were used to build alignment in the organization: OTIF, net revenue, throughput, customer complaints, and free cash flow (FCF). The entire senior team was aligned to deliver on these parameters and discussions were focused on planned vs actual achievement, variance between the two and the corrective actions to be taken in the coming week to meet the plan. From this beginning the detailed Tata journey and results are provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2222 |
Conference Proceedings |
Cox III, James F. |
New insights on good constraints and bad constraints through the eyes of TOC and the Cynefin Framework |
2019 |
Chicago, IL |
Some problems are never solved and only worsen over time no matter the efforts expended. For example, look at the high and increasing costs of healthcare, government, and education and simultaneously the poor services provided. Researchers use different terms to describe these problems thought to be quite difficult or impossible to structure and solve: wicked (Rittel, 1973); Churchman (1967), ill-defined (Reitman, 1964), ill-structured (Simon, 1973), messy (Ackoff, 1979) and chronic Goldratt, 1995). These problem types have many stakeholders (for example in healthcare, common stakeholders are government, insurance companies, medical practices, hospitals, providers, patients, etc.) each with different and conflicting goals, measures and perspectives (frames) of the problem. In this presentation, a new and different methodology to structuring and solving these intractable problems is proposed and illustrated. The approach is a combination of concepts developed by Simon, Goffman and Goldratt. Simons concepts of bounded rationality (1979) and decomposition (1962), Goffman (1974) concept of framing and Goldratts concepts of inherent classification (2010), inherent simplicity ((2004), and the three processes of ongoing improvement provide the foundation for structuring and solving these problem types. This new approach for structuring and solving these problems and an application to the healthcare environment is provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2223 |
Conference Proceedings |
|
New insights on good constraints and bad constraints through the eyes of TOC and the Cynefin Framework |
2019 |
Chicago, IL |
Some problems are never solved and only worsen over time no matter the efforts expended. For example, look at the high and increasing costs of healthcare, government, and education and simultaneously the poor services provided. Researchers use different terms to describe these problems thought to be quite difficult or impossible to structure and solve: wicked (Rittel, 1973); Churchman (1967), ill-defined (Reitman, 1964), ill-structured (Simon, 1973), messy (Ackoff, 1979) and chronic Goldratt, 1995). These problem types have many stakeholders (for example in healthcare, common stakeholders are government, insurance companies, medical practices, hospitals, providers, patients, etc.) each with different and conflicting goals, measures and perspectives (frames) of the problem. In this presentation, a new and different methodology to structuring and solving these intractable problems is proposed and illustrated. The approach is a combination of concepts developed by Simon, Goffman and Goldratt. Simons concepts of bounded rationality (1979) and decomposition (1962), Goffman (1974) concept of framing and Goldratts concepts of inherent classification (2010), inherent simplicity ((2004), and the three processes of ongoing improvement provide the foundation for structuring and solving these problem types. This new approach for structuring and solving these problems and an application to the healthcare environment is provided. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2224 |
Conference Proceedings |
Mycue, Alfredo |
New insights on good constraints and bad constraints through the eyes of TOC and the Cynefin Framework |
2019 |
Chicago, IL |
This presentation demonstrates to all attendees the value of using TOC principles to improve government operations. Government effects everyones life and business, yet the drive to improve government remains mediocre at best. The presentation will inspire them to get involved with their local government with the aim of introducing TOC to government workers. If the audience is already involved in government to some degree, then the presentation will inspire them to use these proven TOC tools and principles to improve the government they are already involved with. This presentation argues that government must keep up with the increasing demands of business, population growth, aging infrastructure, and customer demands. TOC offers this promise. This presentation offers the proof. The influence of TOC can and should expand globally to meet the government capability gap that is a worldwide phenomenon. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2225 |
Conference Proceedings |
|
Better than before (B2B) |
2019 |
Chicago, IL |
This presentation demonstrates to all attendees the value of using TOC principles to improve government operations. Government effects everyones life and business, yet the drive to improve government remains mediocre at best. The presentation will inspire them to get involved with their local government with the aim of introducing TOC to government workers. If the audience is already involved in government to some degree, then the presentation will inspire them to use these proven TOC tools and principles to improve the government they are already involved with. This presentation argues that government must keep up with the increasing demands of business, population growth, aging infrastructure, and customer demands. TOC offers this promise. This presentation offers the proof. The influence of TOC can and should expand globally to meet the government capability gap that is a worldwide phenomenon. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2226 |
Conference Proceedings |
Bacelar, Gustavo |
Better than before (B2B) |
2019 |
Chicago, IL |
This case study describes a physician lead TOC implementation to improve his ophthalmologic practice in a Brazilian hospital. The work consisted of performing 2 retinal imaging exams: fundus photography and fluorescein angiography. After applying the 5 focusing steps, buffer management, and drum-buffer-rope, the practice improved continuously. In 4 weeks, the practice increased the number of appointment slots by 50% and last minute appointments by 150%. All stakeholders saw the benefits beginning on the first day. Patients flowed very smoothly through the system. More importantly, the quality of care improved after implementing TOC. Since fighting fires was eliminated, the provider and the assistant could focus on the current patient treatment, dedicate more time for each patient and also attend more patients per session. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2227 |
Conference Proceedings |
|
Impact |
2019 |
Chicago, IL |
This case study describes a physician lead TOC implementation to improve his ophthalmologic practice in a Brazilian hospital. The work consisted of performing 2 retinal imaging exams: fundus photography and fluorescein angiography. After applying the 5 focusing steps, buffer management, and drum-buffer-rope, the practice improved continuously. In 4 weeks, the practice increased the number of appointment slots by 50% and last minute appointments by 150%. All stakeholders saw the benefits beginning on the first day. Patients flowed very smoothly through the system. More importantly, the quality of care improved after implementing TOC. Since fighting fires was eliminated, the provider and the assistant could focus on the current patient treatment, dedicate more time for each patient and also attend more patients per session. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2228 |
Conference Proceedings |
Kay, Andrew |
Impact |
2019 |
Chicago, IL |
In this presentation we will learn how a small Australian family-business increased sales by 50% (an additional $2m), increased its sales quote conversion rate from 30% to over 95%, and reversed declining profit margins in the space of just 6 weeks. The Project commenced late January 2019 and is ongoing. This presentation provides a deep look into how the company applied Throughput Accounting techniques to achieve these results. We will introduce the technique of Throughput Compression based on backward and forward leveling introduced by Dr Eli Goldratt in his book The Haystack Syndrome. Whilst Dr Goldratt applied this process to internally constrained operations, this case study shows how it can be applied to market constrained operations to concurrently: a) Turn a loss-making period into a profitable one, and b) Expose and condense available capacity for the sales team to exploit using a decision support tool for Throughput Pricing. The presentation will go into some practical detail to show the process and present actual results. Part of the solution required development of a simple and practical Pricing Decision Support Tool. The presentation will also reveal some minor challenges to be overcome along the way. The following addresses the other questions for submission to the Panel. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2229 |
Conference Proceedings |
|
Increasing productivity through use of day-to-day thinking process tools |
2019 |
Chicago, IL |
In this presentation we will learn how a small Australian family-business increased sales by 50% (an additional $2m), increased its sales quote conversion rate from 30% to over 95%, and reversed declining profit margins in the space of just 6 weeks. The Project commenced late January 2019 and is ongoing. This presentation provides a deep look into how the company applied Throughput Accounting techniques to achieve these results. We will introduce the technique of Throughput Compression based on backward and forward leveling introduced by Dr Eli Goldratt in his book The Haystack Syndrome. Whilst Dr Goldratt applied this process to internally constrained operations, this case study shows how it can be applied to market constrained operations to concurrently: a) Turn a loss-making period into a profitable one, and b) Expose and condense available capacity for the sales team to exploit using a decision support tool for Throughput Pricing. The presentation will go into some practical detail to show the process and present actual results. Part of the solution required development of a simple and practical Pricing Decision Support Tool. The presentation will also reveal some minor challenges to be overcome along the way. The following addresses the other questions for submission to the Panel. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2230 |
Conference Proceedings |
Stillahn, Brad |
Increasing productivity through use of day-to-day thinking process tools |
2019 |
Chicago, IL |
With throughput accounting ALONE, a Viable Vision can be achieved and take companies to 20% ROS without taking real risks in a competitive marketplace. Think bigger! In the short-term, we claim that throughput accounting can increase Return on Sales (ROS) by 10% percentage points (like from 5% to 15% ROS). In the longer-term, throughput accounting can guide a company to make 20% ROS again without taking real risks in a competitive marketplace. The requirements of making money now and in the future: are to ensure enough of the “right” sales by ensuring a high-enough win rate on quotes and by ensuring a good product mix for productivity. To ensure enough net profit is achieved, the organization must ensure that all variable and fixed costs are covered and ensure a high-enough margin on jobs. Cost-world and throughput-world thinking is contrasted using traditional and throughput accounting using both macro- and micro-level examples. Several new terms are defined and illustrated linking markets and pricing to organization resource capabilities and profit. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2231 |
Conference Proceedings |
Ganas, Beau |
Open to buy – friend or foe? |
2019 |
Chicago, IL |
With throughput accounting ALONE, a Viable Vision can be achieved and take companies to 20% ROS without taking real risks in a competitive marketplace. Think bigger! In the short-term, we claim that throughput accounting can increase Return on Sales (ROS) by 10% percentage points (like from 5% to 15% ROS). In the longer-term, throughput accounting can guide a company to make 20% ROS again without taking real risks in a competitive marketplace. The requirements of making money now and in the future: are to ensure enough of the “right” sales by ensuring a high-enough win rate on quotes and by ensuring a good product mix for productivity. To ensure enough net profit is achieved, the organization must ensure that all variable and fixed costs are covered and ensure a high-enough margin on jobs. Cost-world and throughput-world thinking is contrasted using traditional and throughput accounting using both macro- and micro-level examples. Several new terms are defined and illustrated linking markets and pricing to organization resource capabilities and profit. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2232 |
Conference Proceedings |
|
Open to buy – friend or foe? |
2019 |
Chicago, IL |
With throughput accounting ALONE, a Viable Vision can be achieved and take companies to 20% ROS without taking real risks in a competitive marketplace. Think bigger! In the short-term, we claim that throughput accounting can increase Return on Sales (ROS) by 10% percentage points (like from 5% to 15% ROS). In the longer-term, throughput accounting can guide a company to make 20% ROS again without taking real risks in a competitive marketplace. The requirements of making money now and in the future: are to ensure enough of the “right” sales by ensuring a high-enough win rate on quotes and by ensuring a good product mix for productivity. To ensure enough net profit is achieved, the organization must ensure that all variable and fixed costs are covered and ensure a high-enough margin on jobs. Cost-world and throughput-world thinking is contrasted using traditional and throughput accounting using both macro- and micro-level examples. Several new terms are defined and illustrated linking markets and pricing to organization resource capabilities and profit. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2233 |
Conference Proceedings |
Holt, Steve |
Open to buy – friend or foe? |
2019 |
Chicago, IL |
The Cynefin Framework was first presented at TOCICO in 2010 and it has continued to evolve since then. It now uses several different forms of constraints to define the domains. This presentation will be a short update of the current state of the Cynefin Framework and then compare and contrast the Cynefin and TOC concepts of constraints as well as complexity and simplicity. We will show how borrowing some of the meaning from the way Cynefin views constraints can give us new insight into the value and need for constraints within TOC as well as increased clarity regarding Policy Constraints and the 5 Focusing Steps. And, finally, well show that the real value of TOC may come as much, or more, from the constraints we add as from the ones we remove. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2234 |
Conference Proceedings |
Field, Russell |
Prescription for growth: Building a sales machine to out-communicate your competitors |
2019 |
Chicago, IL |
The Cynefin Framework was first presented at TOCICO in 2010 and it has continued to evolve since then. It now uses several different forms of constraints to define the domains. This presentation will be a short update of the current state of the Cynefin Framework and then compare and contrast the Cynefin and TOC concepts of constraints as well as complexity and simplicity. We will show how borrowing some of the meaning from the way Cynefin views constraints can give us new insight into the value and need for constraints within TOC as well as increased clarity regarding Policy Constraints and the 5 Focusing Steps. And, finally, well show that the real value of TOC may come as much, or more, from the constraints we add as from the ones we remove. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2235 |
Conference Proceedings |
|
Prescription for growth: Building a sales machine to out-communicate your competitors |
2019 |
Chicago, IL |
The Cynefin Framework was first presented at TOCICO in 2010 and it has continued to evolve since then. It now uses several different forms of constraints to define the domains. This presentation will be a short update of the current state of the Cynefin Framework and then compare and contrast the Cynefin and TOC concepts of constraints as well as complexity and simplicity. We will show how borrowing some of the meaning from the way Cynefin views constraints can give us new insight into the value and need for constraints within TOC as well as increased clarity regarding Policy Constraints and the 5 Focusing Steps. And, finally, well show that the real value of TOC may come as much, or more, from the constraints we add as from the ones we remove. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2236 |
Conference Proceedings |
Gilani, Ravi |
Mind your mind |
2019 |
Chicago, IL |
Clients have found the Better than Before principle extremely useful in motivating teams to give their best, and improve period after period. This concept is helpful in overcoming the first layer of resistance everyone in the organization wants to improve, so there is no disagreement on the principle of Better than Before. It has a positive connotation and helps in achieving buy-in quickly. Several key points are discussed: the organization goal is making more and more money; the inability of most organizations to achieve their goal; conventional measures of making money (profit, return on investment, & free cash flow) are not easily understood by most people in the organization; and throughput, investment & operating expenses are easier to understand and correlate well with conventional financial measures. Therefore, a simple but highly effective weekly report addresses these points. The purpose of review/ measurements is to take corrective actions; this weekly review mechanism with focus on 3-5 key metrics is more appropriate; the weekly report should be available quickly - simple and approximately correct, no analysis paralysis; its only focus is corrective actions; and its purposes are to strive for continuous improvement by examining the trend of a 13-weeks average, improve cash flow by shrinking working capital, increase throughput and control OE. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2237 |
Conference Proceedings |
|
Mind your mind |
2019 |
Chicago, IL |
Clients have found the Better than Before principle extremely useful in motivating teams to give their best, and improve period after period. This concept is helpful in overcoming the first layer of resistance everyone in the organization wants to improve, so there is no disagreement on the principle of Better than Before. It has a positive connotation and helps in achieving buy-in quickly. Several key points are discussed: the organization goal is making more and more money; the inability of most organizations to achieve their goal; conventional measures of making money (profit, return on investment, & free cash flow) are not easily understood by most people in the organization; and throughput, investment & operating expenses are easier to understand and correlate well with conventional financial measures. Therefore, a simple but highly effective weekly report addresses these points. The purpose of review/ measurements is to take corrective actions; this weekly review mechanism with focus on 3-5 key metrics is more appropriate; the weekly report should be available quickly - simple and approximately correct, no analysis paralysis; its only focus is corrective actions; and its purposes are to strive for continuous improvement by examining the trend of a 13-weeks average, improve cash flow by shrinking working capital, increase throughput and control OE. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2238 |
Conference Proceedings |
Kendall, Gerald |
Accelerating results - Integrating TOC, lean, and six sigma to achieve leadership alignment and buy-in |
2019 |
Chicago, IL |
TOC is a powerful methodology, but in 25 years of implementing worldwide, Gerry Kendall found it is not sufficient to have a lasting impact. Even when applied with passion, skill and experience, TOC requires other elements to drive newsworthy results. In this presentation, Gerry shares the 5 most compelling injections with many real-life examples, which, when combined with TOC methodology, helped him and the organizations he touched succeed for years. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2239 |
Conference Proceedings |
|
Accelerating results - Integrating TOC, lean, and six sigma to achieve leadership alignment and buy-in |
2019 |
Chicago, IL |
TOC is a powerful methodology, but in 25 years of implementing worldwide, Gerry Kendall found it is not sufficient to have a lasting impact. Even when applied with passion, skill and experience, TOC requires other elements to drive newsworthy results. In this presentation, Gerry shares the 5 most compelling injections with many real-life examples, which, when combined with TOC methodology, helped him and the organizations he touched succeed for years. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2240 |
Conference Proceedings |
Austin, Kathy |
Improving quantitative reasoning skills one student at a time |
2019 |
Chicago, IL |
Do you have obstacles that prevent you (and/or your team) from being more productive (either professionally or personally)? Would you like to have tools to be more productive at making decisions, evaluating ideas, determining a course of action, mentoring, as well as to finally quit doing the work you expect others to do? This session provides insights and practical suggestions to implement immediately. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2241 |
Conference Proceedings |
|
Improving quantitative reasoning skills one student at a time |
2019 |
Chicago, IL |
Do you have obstacles that prevent you (and/or your team) from being more productive (either professionally or personally)? Would you like to have tools to be more productive at making decisions, evaluating ideas, determining a course of action, mentoring, as well as to finally quit doing the work you expect others to do? This session provides insights and practical suggestions to implement immediately. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2242 |
Conference Proceedings |
Roseiro, Fabio |
Japanese and TOC, POOGI start from “harmony building” |
2019 |
Chicago, IL |
Retail chains have long struggled with keeping within budget in purchasing of product categories. A widespread solution that has taken roots is called “Open to Buy” (OTB), in this each product manager / purchaser is given a budget and they must respect this limit in the purchasing of the respective category. OTB generates major negatives. First: being a budget makes the purchaser assume the “use or loose” mentality and buy even when they have no demand justifying the purchase. Second: the uniform treatment of new SKUs, lower performing SKUs and high performing SKUs makes it very hard to align the mix to the real demand in the chain. In clients Neogrid has come across the use of OTB and when the company implements the TOC Distribution solution the OTB generates the above negative effects and in effect prevents the significant improvement of inventory turns and invites behaviors not in line with the demand distorting and sometimes derailing the solution. There are positive aspects of OTB, namely control and a mechanism to refresh the mix with new products (NPI). In this presentation, we outline a new algorithm that replaces traditional OTB with a new version fully compatible with the TOC Solution and at the same time preserving the positive effects of traditional OTB. The result is a comprehensive and effective system to manage categories, introduce new products and align the retail (and its chain) with demand. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2243 |
Conference Proceedings |
Baptista, Humberto R. |
Japanese and TOC, POOGI start from “harmony building” |
2019 |
Chicago, IL |
Retail chains have long struggled with keeping within budget in purchasing of product categories. A widespread solution that has taken roots is called “Open to Buy” (OTB), in this each product manager / purchaser is given a budget and they must respect this limit in the purchasing of the respective category. OTB generates major negatives. First: being a budget makes the purchaser assume the “use or loose” mentality and buy even when they have no demand justifying the purchase. Second: the uniform treatment of new SKUs, lower performing SKUs and high performing SKUs makes it very hard to align the mix to the real demand in the chain. In clients Neogrid has come across the use of OTB and when the company implements the TOC Distribution solution the OTB generates the above negative effects and in effect prevents the significant improvement of inventory turns and invites behaviors not in line with the demand distorting and sometimes derailing the solution. There are positive aspects of OTB, namely control and a mechanism to refresh the mix with new products (NPI). In this presentation, we outline a new algorithm that replaces traditional OTB with a new version fully compatible with the TOC Solution and at the same time preserving the positive effects of traditional OTB. The result is a comprehensive and effective system to manage categories, introduce new products and align the retail (and its chain) with demand. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2244 |
Conference Proceedings |
|
Fast tracking a new product in finance |
2019 |
Chicago, IL |
Retail chains have long struggled with keeping within budget in purchasing of product categories. A widespread solution that has taken roots is called “Open to Buy” (OTB), in this each product manager / purchaser is given a budget and they must respect this limit in the purchasing of the respective category. OTB generates major negatives. First: being a budget makes the purchaser assume the “use or loose” mentality and buy even when they have no demand justifying the purchase. Second: the uniform treatment of new SKUs, lower performing SKUs and high performing SKUs makes it very hard to align the mix to the real demand in the chain. In clients Neogrid has come across the use of OTB and when the company implements the TOC Distribution solution the OTB generates the above negative effects and in effect prevents the significant improvement of inventory turns and invites behaviors not in line with the demand distorting and sometimes derailing the solution. There are positive aspects of OTB, namely control and a mechanism to refresh the mix with new products (NPI). In this presentation, we outline a new algorithm that replaces traditional OTB with a new version fully compatible with the TOC Solution and at the same time preserving the positive effects of traditional OTB. The result is a comprehensive and effective system to manage categories, introduce new products and align the retail (and its chain) with demand. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2245 |
Conference Proceedings |
Roff-Marsh, Justin |
Fast tracking a new product in finance |
2019 |
Chicago, IL |
Assuming that a business has a compelling product (or service), and the ability to execute flawlessly, then growth is simple. All that business must do is out-communicate its competitors. Easier said than done! In a typical organization, salespeople spend only a tiny percentage (single digits) of their time engaged in selling conversations. The balance of their time is dedicated to non-sales activities such as customer service, administration, prospecting, project management, and the like. Justins Prescription for Growth workshop will lead you through the critical changes your organization must make in order to remove ALL responsibilities other than selling conversations from salespeople, resulting in a dramatic uplift in sales activity. Conceptually simple. Complex to execute. Prescription for Growth will give you a step-by-step plan for flawless execution. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2246 |
Conference Proceedings |
|
Best marriage, TOC and digital technology |
2019 |
Chicago, IL |
Assuming that a business has a compelling product (or service), and the ability to execute flawlessly, then growth is simple. All that business must do is out-communicate its competitors. Easier said than done! In a typical organization, salespeople spend only a tiny percentage (single digits) of their time engaged in selling conversations. The balance of their time is dedicated to non-sales activities such as customer service, administration, prospecting, project management, and the like. Justins Prescription for Growth workshop will lead you through the critical changes your organization must make in order to remove ALL responsibilities other than selling conversations from salespeople, resulting in a dramatic uplift in sales activity. Conceptually simple. Complex to execute. Prescription for Growth will give you a step-by-step plan for flawless execution. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2247 |
Conference Proceedings |
Sethi, Deepak |
Best marriage, TOC and digital technology |
2019 |
Chicago, IL |
My love and passion for the subject of Thinking has its genesis in Eli Goldratts last seminal work “The Choice”. The essence of Elis message is contained in the following 2 key tenets/ action points and (1) With respect to the situation you wish to influence, use your Thinking faculty effectively to identify the correct causality [based on valid assumptions] underlying the situation of interest to you [in that he has given us a benchmark for good quality Thinking] and (2) Treat Thinking as a life skill- apply the above to all aspects of life- family, friends, work etc. Somewhere along the way, I observed that gaps existed between Elis intensity of Thinking Clearly, as envisioned in. The Choice and as practiced in the TOC community [that included me, personally]. In fact, Eli himself made 2 important observations to Clarke Ching in a 2010 interview on The Choice: because in my eyes The Choice is by far the most important book that I have ever written. My problem is that most people who have read The Choice did not fully understand it. The question that I have been probing in greater depth has been a simple one- why were people not Thinking Clearly- as per Elis vision and the benchmark set by him in The Choice...were there some additional missing pieces in the Thinking Puzzle that in some way, inhibit people from Thinking Clearly? Upon reading the Nobel Laureate, Daniel Kahnemans book, Thinking, fast and slow, I became aware that 2 significant and interesting aspects on the way we Think, viz.: a. We are lazy and halfhearted when it comes down Thinking b. We are wired to Think in 2 distinct modes and Fast (System 1-instinctive, associative, emotional, low effort) and Slow (System 2-rational, considered, cognitive, logical, deliberate, and effortful). provide us with an improved understanding of why we find it difficult to Think Clearly, and that additional counter measures would be required for them. Based on this expanded understanding, in the session Mind Your Mind at the Chicago TOCICO conference, I will highlight the need to be more Mindful in our Thinking, what all do we need to mindful of, how do we become/ remain Mindful, and more importantly, some added countermeasures. In short, I will be sharing with the community, a more expansive and a more composite view on Thinking, which includes Mindfulness as an essential component. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2248 |
Conference Proceedings |
|
Using the Theory of Constraints to solve ill-structured (wicked, messy) problems: A healthcare example |
2019 |
Chicago, IL |
My love and passion for the subject of Thinking has its genesis in Eli Goldratts last seminal work “The Choice”. The essence of Elis message is contained in the following 2 key tenets/ action points and (1) With respect to the situation you wish to influence, use your Thinking faculty effectively to identify the correct causality [based on valid assumptions] underlying the situation of interest to you [in that he has given us a benchmark for good quality Thinking] and (2) Treat Thinking as a life skill- apply the above to all aspects of life- family, friends, work etc. Somewhere along the way, I observed that gaps existed between Elis intensity of Thinking Clearly, as envisioned in. The Choice and as practiced in the TOC community [that included me, personally]. In fact, Eli himself made 2 important observations to Clarke Ching in a 2010 interview on The Choice: because in my eyes The Choice is by far the most important book that I have ever written. My problem is that most people who have read The Choice did not fully understand it. The question that I have been probing in greater depth has been a simple one- why were people not Thinking Clearly- as per Elis vision and the benchmark set by him in The Choice...were there some additional missing pieces in the Thinking Puzzle that in some way, inhibit people from Thinking Clearly? Upon reading the Nobel Laureate, Daniel Kahnemans book, Thinking, fast and slow, I became aware that 2 significant and interesting aspects on the way we Think, viz.: a. We are lazy and halfhearted when it comes down Thinking b. We are wired to Think in 2 distinct modes and Fast (System 1-instinctive, associative, emotional, low effort) and Slow (System 2-rational, considered, cognitive, logical, deliberate, and effortful). provide us with an improved understanding of why we find it difficult to Think Clearly, and that additional counter measures would be required for them. Based on this expanded understanding, in the session Mind Your Mind at the Chicago TOCICO conference, I will highlight the need to be more Mindful in our Thinking, what all do we need to mindful of, how do we become/ remain Mindful, and more importantly, some added countermeasures. In short, I will be sharing with the community, a more expansive and a more composite view on Thinking, which includes Mindfulness as an essential component. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2249 |
Conference Proceedings |
Krug, Max |
Using the Theory of Constraints to solve ill-structured (wicked, messy) problems: A healthcare example |
2019 |
Chicago, IL |
The focus of this presentation is to provide a how to process to accelerate the achievement and sustainment of results when helping companies transition into becoming a high performing organization. The scope of the presentation is on accelerating the process of helping an organization in building the internal capability necessary to allow the organization to capitalize on a decisive competitive edge in the market. The presentation will focus on the techniques used to achieving leadership alignment and buy-in by overcoming the first three layers of resistance. The presentation will discuss the integration of TOC thinking processes, along with Lean and Six Sigma methods to improve communication and to obtain leadership agreement, alignment, and consensus on What to Change, What to Change to, and How to Cause the Change. Topics will include the Thinking Processes, Force Field Analysis, VATI plant configurations, Throughout Accounting, Value Stream Map, Fault Tree Analysis, Goal Tree, Critical Success Factors, Key Performance Indicators, and Critical Chain. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2250 |
Conference Proceedings |
|
Using the Theory of Constraints to solve ill-structured (wicked, messy) problems: A healthcare example |
2019 |
Chicago, IL |
The focus of this presentation is to provide a how to process to accelerate the achievement and sustainment of results when helping companies transition into becoming a high performing organization. The scope of the presentation is on accelerating the process of helping an organization in building the internal capability necessary to allow the organization to capitalize on a decisive competitive edge in the market. The presentation will focus on the techniques used to achieving leadership alignment and buy-in by overcoming the first three layers of resistance. The presentation will discuss the integration of TOC thinking processes, along with Lean and Six Sigma methods to improve communication and to obtain leadership agreement, alignment, and consensus on What to Change, What to Change to, and How to Cause the Change. Topics will include the Thinking Processes, Force Field Analysis, VATI plant configurations, Throughout Accounting, Value Stream Map, Fault Tree Analysis, Goal Tree, Critical Success Factors, Key Performance Indicators, and Critical Chain. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2251 |
Conference Proceedings |
Sirias, Danilo |
From throughput accounting to throughput economics |
2019 |
Chicago, IL |
The need for a better math education is clear. With the ever-increasing advancement in technology and the tighter integration of the global economy, relevant social and business problems are more complex. Industries which require technology and science-based solutions are becoming the engine fueling countries growth. Math offers a rigorous and systematic process to improve problem-solving skills, which are useful not only for the highly complex but also for many daily life decisions. However, despite an abundance of teaching and learning resources, success in improving math education is still minimal. The purpose of this presentation is to show that by focusing on developing key thinking processes, students can improve their quantitative reasoning skills. The proposed thinking skills are inductive thinking, deductive thinking, and analysis. To enhance those thinking skills, three graphic organizers referred to as Problem Solving Maps (PSM) and that were developed after years of using TOCFE tools will be presented. I will talk about the analysis that was conducted to create the PSM system, an introduction to the system, my personal experience using it with my two daughters, and finally, different case studies including one from the Philippines were hundreds of teachers were trained, impacting thousands of children. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2252 |
Conference Proceedings |
|
From throughput accounting to throughput economics |
2019 |
Chicago, IL |
The need for a better math education is clear. With the ever-increasing advancement in technology and the tighter integration of the global economy, relevant social and business problems are more complex. Industries which require technology and science-based solutions are becoming the engine fueling countries growth. Math offers a rigorous and systematic process to improve problem-solving skills, which are useful not only for the highly complex but also for many daily life decisions. However, despite an abundance of teaching and learning resources, success in improving math education is still minimal. The purpose of this presentation is to show that by focusing on developing key thinking processes, students can improve their quantitative reasoning skills. The proposed thinking skills are inductive thinking, deductive thinking, and analysis. To enhance those thinking skills, three graphic organizers referred to as Problem Solving Maps (PSM) and that were developed after years of using TOCFE tools will be presented. I will talk about the analysis that was conducted to create the PSM system, an introduction to the system, my personal experience using it with my two daughters, and finally, different case studies including one from the Philippines were hundreds of teachers were trained, impacting thousands of children. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2253 |
Conference Proceedings |
Murakami, Satoru |
From throughput accounting to throughput economics |
2019 |
Chicago, IL |
Dr. Eli Goldratt said that the Japanese came from another planets…with WA (Harmony). While Japanese companies measure the results of their activities with motivation and collaboration. Goldratt concluded: Don‘t get poisoned by the ways of western management methods. TOC and Japan are equally in HARMONY. So, you have to learn from Japan! In western management terms, the true impact of TOC is revealed when we evaluate Hitachis company bottom line performance in light of the fact that during the period of 2002 to 2007 the price of raw materials (metals) increased by about 60% while the selling price of cutting tools stayed the same. Under such conditions the profits of the company should have vanished. Instead, the annual net profit before taxes of Hitachi increased from 0.98 billion yen in the fiscal year ending March 2002 to 5.3 billion yen in the year ending in March 2007 – a five-fold increase in net profit in five years. The profit ratio of Hitachi increased from about 10% in 2002 to 22% in 2007, the highest ratio ever achieved in this type of industry. The 20-year journey of using TOC applications and thinking processes in Hitachi is described. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2254 |
Conference Proceedings |
|
From throughput accounting to throughput economics |
2019 |
Chicago, IL |
Dr. Eli Goldratt said that the Japanese came from another planets…with WA (Harmony). While Japanese companies measure the results of their activities with motivation and collaboration. Goldratt concluded: Don‘t get poisoned by the ways of western management methods. TOC and Japan are equally in HARMONY. So, you have to learn from Japan! In western management terms, the true impact of TOC is revealed when we evaluate Hitachis company bottom line performance in light of the fact that during the period of 2002 to 2007 the price of raw materials (metals) increased by about 60% while the selling price of cutting tools stayed the same. Under such conditions the profits of the company should have vanished. Instead, the annual net profit before taxes of Hitachi increased from 0.98 billion yen in the fiscal year ending March 2002 to 5.3 billion yen in the year ending in March 2007 – a five-fold increase in net profit in five years. The profit ratio of Hitachi increased from about 10% in 2002 to 22% in 2007, the highest ratio ever achieved in this type of industry. The 20-year journey of using TOC applications and thinking processes in Hitachi is described. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2255 |
Conference Proceedings |
Bolton, Robert |
From throughput accounting to throughput economics |
2019 |
Chicago, IL |
Once you have a project goal (deliverable) and a basic network, you dont estimate from the resources until the work is to commence. The executive management gut feel and buffer estimate will be good enough. Provocative point: Do NOT need a resource to provide an estimate. Counter point: Need the skilled resources (legal, risk and credit) to give estimates to meet aggressive time frames. A leading Australian Investment Bank (BT) wanted to gain competitive advantage by launching a new product. This was a Separately Managed Account (SMA) active equity open ended fund. To gain early market launch it needed to develop this product in 4 months. The current practice was 15 to 18 months. A project team estimated, planned and developed this product. It utilised network building and the facilitation to determine suitable prerequisites. The project introduced the Project Flow based on the number of tasks and phased task definition. The phased task definition used in this flow schematic were Not Defined (N), Defined (D) and Complete (c). This team at commencement advised the BT executive that with this type of project task number would typically double. This estimated task number and the predicted effect was welcomed by the executive management. The executive management were actively engaged to support the team and adjudicate with resources when required. It was developed and approved by the regulator in 14 weeks in time for the annual sales launch. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2256 |
Conference Proceedings |
|
Utilizing TOC to improve sub-recipient monitoring at the Texas Workforce Commission |
2019 |
Chicago, IL |
Once you have a project goal (deliverable) and a basic network, you dont estimate from the resources until the work is to commence. The executive management gut feel and buffer estimate will be good enough. Provocative point: Do NOT need a resource to provide an estimate. Counter point: Need the skilled resources (legal, risk and credit) to give estimates to meet aggressive time frames. A leading Australian Investment Bank (BT) wanted to gain competitive advantage by launching a new product. This was a Separately Managed Account (SMA) active equity open ended fund. To gain early market launch it needed to develop this product in 4 months. The current practice was 15 to 18 months. A project team estimated, planned and developed this product. It utilised network building and the facilitation to determine suitable prerequisites. The project introduced the Project Flow based on the number of tasks and phased task definition. The phased task definition used in this flow schematic were Not Defined (N), Defined (D) and Complete (c). This team at commencement advised the BT executive that with this type of project task number would typically double. This estimated task number and the predicted effect was welcomed by the executive management. The executive management were actively engaged to support the team and adjudicate with resources when required. It was developed and approved by the regulator in 14 weeks in time for the annual sales launch. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2257 |
Conference Proceedings |
Watanabe, Kaoru |
Utilizing TOC to improve sub-recipient monitoring at the Texas Workforce Commission |
2019 |
Chicago, IL |
It is known that there are so many failures of Digitalization Project utilizing Internet of Things (IoT), Data Analytics, Big Data or Artificial Intelligence (AI). Hitachi investigated many failure cases of digitalization projects in manufacturing industry, and identified the most critical and important cause of such failures. It is the perception and communication gap between Information Technology (IT) engineers and Operation Technology (OT) engineers. Based on several trial projects, Hitachi found that TOC Flow application has a power to improve the perception and communication gap between IT engineers and OT engineers. The TOC Flow application helps OT Engineers to verbalize their operation, UDEs and experiences, and the TOC Flow application provides the IT Engineer with a foundation to understand Operation Technology. Furthermore, the six questions specific to any technology is the most practical way to communicate about the reality of Technology and to exploit the power of Technology. This presentation intends to share lessons learned and a new principle. Marriage with TOC is the best way to exploit the power of Digital Technology. The presenter also intends to discuss with audiences about his idea. Marriage with Digital Technology is a good way to exploit more power of and to realize more positive outcomes by TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2258 |
Conference Proceedings |
|
Using TOC to turn chaos into calm |
2019 |
Chicago, IL |
It is known that there are so many failures of Digitalization Project utilizing Internet of Things (IoT), Data Analytics, Big Data or Artificial Intelligence (AI). Hitachi investigated many failure cases of digitalization projects in manufacturing industry, and identified the most critical and important cause of such failures. It is the perception and communication gap between Information Technology (IT) engineers and Operation Technology (OT) engineers. Based on several trial projects, Hitachi found that TOC Flow application has a power to improve the perception and communication gap between IT engineers and OT engineers. The TOC Flow application helps OT Engineers to verbalize their operation, UDEs and experiences, and the TOC Flow application provides the IT Engineer with a foundation to understand Operation Technology. Furthermore, the six questions specific to any technology is the most practical way to communicate about the reality of Technology and to exploit the power of Technology. This presentation intends to share lessons learned and a new principle. Marriage with TOC is the best way to exploit the power of Digital Technology. The presenter also intends to discuss with audiences about his idea. Marriage with Digital Technology is a good way to exploit more power of and to realize more positive outcomes by TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2259 |
Online Multimedia |
Cox III, James F. |
Using TOC to turn chaos into calm |
2020 |
Hamburg, NY |
The world is faced with massive problems today: healthcare, government and education costs are skyrocketing while services are deteriorating. These problem environments have been termed as wicked (ill-defined, ill-structured, messy, chronic and chaotic) in the literature for over fifty years with no satisfactory solution methodology available for addressing them. Some say most problem environments are wicked. How does one solve these types problems? In this webinar, a direction for a solution for solving wicked problems is proposed and illustrated using healthcare as a detailed example. Other examples such as the education system and recidivism are also discussed. This webinar is a significant expansion of the 45-minute keynote address given on the same topic at the TOCICO annual conference. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2260 |
Online Multimedia |
|
Using TOC to turn chaos into calm |
2020 |
Hamburg, NY |
The world is faced with massive problems today: healthcare, government and education costs are skyrocketing while services are deteriorating. These problem environments have been termed as wicked (ill-defined, ill-structured, messy, chronic and chaotic) in the literature for over fifty years with no satisfactory solution methodology available for addressing them. Some say most problem environments are wicked. How does one solve these types problems? In this webinar, a direction for a solution for solving wicked problems is proposed and illustrated using healthcare as a detailed example. Other examples such as the education system and recidivism are also discussed. This webinar is a significant expansion of the 45-minute keynote address given on the same topic at the TOCICO annual conference. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2261 |
Online Multimedia |
|
Add millions to the selling price of your company |
2020 |
Hamburg, NY |
The world is faced with massive problems today: healthcare, government and education costs are skyrocketing while services are deteriorating. These problem environments have been termed as wicked (ill-defined, ill-structured, messy, chronic and chaotic) in the literature for over fifty years with no satisfactory solution methodology available for addressing them. Some say most problem environments are wicked. How does one solve these types problems? In this webinar, a direction for a solution for solving wicked problems is proposed and illustrated using healthcare as a detailed example. Other examples such as the education system and recidivism are also discussed. This webinar is a significant expansion of the 45-minute keynote address given on the same topic at the TOCICO annual conference. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2262 |
Online Multimedia |
Schragenheim, Eli |
Add millions to the selling price of your company |
2019 |
Chicago, IL |
What is the need for this book?
We claim that in order to make good decisions using T, I and OE, we must expand the boundries of the current BOK; Thus, we stand on the shoulders of our giant mentor and look out further in our book; In this webinar, well raise some key questions that challenge several underlying assumptions behind the current BOK; were, of course, open to reservations (actually, we believe this community should openly discuss controversial ideas. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2263 |
Online Multimedia |
Camp, Henry |
Add millions to the selling price of your company |
2019 |
Chicago, IL |
What is the need for this book?
We claim that in order to make good decisions using T, I and OE, we must expand the boundries of the current BOK; Thus, we stand on the shoulders of our giant mentor and look out further in our book; In this webinar, well raise some key questions that challenge several underlying assumptions behind the current BOK; were, of course, open to reservations (actually, we believe this community should openly discuss controversial ideas. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2264 |
Online Multimedia |
Surace, Rocco |
Add millions to the selling price of your company |
2019 |
Chicago, IL |
What is the need for this book?
We claim that in order to make good decisions using T, I and OE, we must expand the boundries of the current BOK; Thus, we stand on the shoulders of our giant mentor and look out further in our book; In this webinar, well raise some key questions that challenge several underlying assumptions behind the current BOK; were, of course, open to reservations (actually, we believe this community should openly discuss controversial ideas. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2265 |
Online Multimedia |
|
Diving deep into the PQ – Drawing more lessons |
2019 |
Chicago, IL |
What is the need for this book?
We claim that in order to make good decisions using T, I and OE, we must expand the boundries of the current BOK; Thus, we stand on the shoulders of our giant mentor and look out further in our book; In this webinar, well raise some key questions that challenge several underlying assumptions behind the current BOK; were, of course, open to reservations (actually, we believe this community should openly discuss controversial ideas. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2266 |
Online Multimedia |
|
Diving deep into the PQ – Drawing more lessons |
2019 |
Chicago, IL |
What is the need for this book?
We claim that in order to make good decisions using T, I and OE, we must expand the boundries of the current BOK; Thus, we stand on the shoulders of our giant mentor and look out further in our book; In this webinar, well raise some key questions that challenge several underlying assumptions behind the current BOK; were, of course, open to reservations (actually, we believe this community should openly discuss controversial ideas. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2267 |
Conference Proceedings |
Coneby, Jonathan |
Diving deep into the PQ – Drawing more lessons |
2019 |
Chicago, IL |
In 2016, Texas Workforce Commissions Sub-Recipient Monitoring Department was having trouble completing their monitoring reports after their monitoring visits. They were falling behind month after month cumulating in over a years worth of backlog (79 monitoring reports). In some cases, they would be going on-site to monitor a sub-recipient who hadnt received their report for the previous year. Utilizing TOC through the TWC Rapid Process Improvement methodology, the department was able to completely eliminate their backlogged reports within 14 months and create a sustainable monitoring methodology for their department that provided oversight over more risk for the agency. They are now doing more with less effort. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2268 |
Conference Proceedings |
|
The core of theory of constraints: A discussion between Eli Schragenheim and Sanjeev Gupta |
2019 |
Chicago, IL |
In 2016, Texas Workforce Commissions Sub-Recipient Monitoring Department was having trouble completing their monitoring reports after their monitoring visits. They were falling behind month after month cumulating in over a years worth of backlog (79 monitoring reports). In some cases, they would be going on-site to monitor a sub-recipient who hadnt received their report for the previous year. Utilizing TOC through the TWC Rapid Process Improvement methodology, the department was able to completely eliminate their backlogged reports within 14 months and create a sustainable monitoring methodology for their department that provided oversight over more risk for the agency. They are now doing more with less effort. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2269 |
Online Multimedia |
Thorby, Peter |
The core of theory of constraints: A discussion between Eli Schragenheim and Sanjeev Gupta |
2019 |
Chicago, IL |
ViAGO International specialises in workflow productivity. Our productivity solutions increase teamwork, inter-team and inter-branch co-operation, job efficiency, and create workforce flexibility. We deliver this through visualising the workflows in real time, advanced job routing, and controlled escalation procedures to prevent fires before they start. For over 20 years we have been implementing workflow productivity solutions in many industries. Our consultants are experts in the analysis, solution, planning, and implementation processes. Combining our workflow productivity experience with our consulting processes we implement fast and reliable change projects supported strongly with software. We also provide education and training in both our workflow productivity and consulting processes. Training can be completed in a classroom environment or through online workshops. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2270 |
Online Multimedia |
|
The core of theory of constraints: A discussion between Eli Schragenheim and Sanjeev Gupta |
2019 |
Chicago, IL |
ViAGO International specialises in workflow productivity. Our productivity solutions increase teamwork, inter-team and inter-branch co-operation, job efficiency, and create workforce flexibility. We deliver this through visualising the workflows in real time, advanced job routing, and controlled escalation procedures to prevent fires before they start. For over 20 years we have been implementing workflow productivity solutions in many industries. Our consultants are experts in the analysis, solution, planning, and implementation processes. Combining our workflow productivity experience with our consulting processes we implement fast and reliable change projects supported strongly with software. We also provide education and training in both our workflow productivity and consulting processes. Training can be completed in a classroom environment or through online workshops. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2271 |
Online Multimedia |
|
The core of theory of constraints: A discussion between Eli Schragenheim and Sanjeev Gupta |
2019 |
Chicago, IL |
ViAGO International specialises in workflow productivity. Our productivity solutions increase teamwork, inter-team and inter-branch co-operation, job efficiency, and create workforce flexibility. We deliver this through visualising the workflows in real time, advanced job routing, and controlled escalation procedures to prevent fires before they start. For over 20 years we have been implementing workflow productivity solutions in many industries. Our consultants are experts in the analysis, solution, planning, and implementation processes. Combining our workflow productivity experience with our consulting processes we implement fast and reliable change projects supported strongly with software. We also provide education and training in both our workflow productivity and consulting processes. Training can be completed in a classroom environment or through online workshops. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2272 |
Online Multimedia |
van der Zel, Kobus |
Finance and Measures Certification Exam Review Workshop (pdf only) |
2019 |
Chicago, IL |
Highlights include: 20 year history of rescuing companies with TOC – just like Alex Rogo; Impact of TOC during the sale of a company – “The Best Kept Secret in the World”; How to leave enough on the table for the buyer; The role of people in selling the plan; and using business cycles to leap past competition. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2273 |
Online Multimedia |
Bolton, Robert |
Finance and Measures Certification Exam Review Workshop (pdf only) |
2019 |
Chicago, IL |
Highlights include: 20 year history of rescuing companies with TOC – just like Alex Rogo; Impact of TOC during the sale of a company – “The Best Kept Secret in the World”; How to leave enough on the table for the buyer; The role of people in selling the plan; and using business cycles to leap past competition. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2274 |
Online Multimedia |
|
Finance and Measures Certification Exam Review Workshop (pdf only) |
2019 |
Chicago, IL |
Highlights include: 20 year history of rescuing companies with TOC – just like Alex Rogo; Impact of TOC during the sale of a company – “The Best Kept Secret in the World”; How to leave enough on the table for the buyer; The role of people in selling the plan; and using business cycles to leap past competition. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2275 |
Online Multimedia |
|
Critical chain project management certification exam review workshop (pdf only) |
2019 |
Chicago, IL |
Highlights include: 20 year history of rescuing companies with TOC – just like Alex Rogo; Impact of TOC during the sale of a company – “The Best Kept Secret in the World”; How to leave enough on the table for the buyer; The role of people in selling the plan; and using business cycles to leap past competition. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2276 |
Online Multimedia |
Schragenheim, Eli |
Critical chain project management certification exam review workshop (pdf only) |
2019 |
Chicago, IL |
The P&Q is an example designed by Dr. Goldratt that became famous for its simple and effective attack on traditional cost accounting, demonstrating how wrong it can be. Based on that example the concept of Throughput by Constraint-unit, T/CU, is explained. However, that concept has to be treated with extra care, as is clarified by this webinar. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2277 |
Online Multimedia |
|
Reality engineering and Magic Druids |
2019 |
Chicago, IL |
The P&Q is an example designed by Dr. Goldratt that became famous for its simple and effective attack on traditional cost accounting, demonstrating how wrong it can be. Based on that example the concept of Throughput by Constraint-unit, T/CU, is explained. However, that concept has to be treated with extra care, as is clarified by this webinar. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2278 |
Online Multimedia |
|
Reality engineering and Magic Druids |
2019 |
Chicago, IL |
The P&Q is an example designed by Dr. Goldratt that became famous for its simple and effective attack on traditional cost accounting, demonstrating how wrong it can be. Based on that example the concept of Throughput by Constraint-unit, T/CU, is explained. However, that concept has to be treated with extra care, as is clarified by this webinar. |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2279 |
Online Multimedia |
Schragenheim, Eli |
The strategy and tactics tree: Projects - Viable Vision implementations |
2019 |
Chicago, IL |
Hear two TOC “rockstars” discuss and debate the core principles of TOC. Re-read “The Goal” and bring your questions. Join Eli and Sanjeev for a lively discussion! |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2280 |
Online Multimedia |
Gupta, Sanjeev |
The strategy and tactics tree: Projects - Viable Vision implementations |
2019 |
Chicago, IL |
Hear two TOC “rockstars” discuss and debate the core principles of TOC. Re-read “The Goal” and bring your questions. Join Eli and Sanjeev for a lively discussion! |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2281 |
Online Multimedia |
|
Using simulation modeling to find the optimum … for one of the largest resource companies in the world |
2019 |
Chicago, IL |
Hear two TOC “rockstars” discuss and debate the core principles of TOC. Re-read “The Goal” and bring your questions. Join Eli and Sanjeev for a lively discussion! |
|
https://www.tocico.org/page/2019OnlineMultimedia |
| 2282 |
Online Multimedia |
|
Using simulation modeling to find the optimum … for one of the largest resource companies in the world |
2019 |
Chicago, IL |
Hear two TOC “rockstars” discuss and debate the core principles of TOC. Re-read “The Goal” and bring your questions. Join Eli and Sanjeev for a lively discussion! |
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https://www.tocico.org/page/2019OnlineMultimedia |
| 2283 |
Conference Proceedings |
Smith, Debra |
Using simulation modeling to find the optimum … for one of the largest resource companies in the world |
2005 |
Barcelona, Spain |
This is a four part exam the fourth part being an integrated case. Each segment is 2 hours. Part I - Finance and Accounting Fundamentals Part II - TOC Thinking Process-Finance & Measures Part III - Finance and Logistical Solutions Part IV - HOLISTIC Decision Making Case. Each major part is further divided into subpart. Each subpart is described with supporting materials and a case study is provided. |
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https://www.tocico.org/page/2005ConferenceProceedings |
| 2284 |
Conference Proceedings |
Reynolds, Maryanne |
TOC for academic research - moving from common sense to common practice |
2005 |
Barcelona, Spain |
This is a four part exam the fourth part being an integrated case. Each segment is 2 hours. Part I - Finance and Accounting Fundamentals Part II - TOC Thinking Process-Finance & Measures Part III - Finance and Logistical Solutions Part IV - HOLISTIC Decision Making Case. Each major part is further divided into subpart. Each subpart is described with supporting materials and a case study is provided. |
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https://www.tocico.org/page/2005ConferenceProceedings |
| 2285 |
Conference Proceedings |
|
TOC for academic research - moving from common sense to common practice |
2005 |
Barcelona, Spain |
This is a four part exam the fourth part being an integrated case. Each segment is 2 hours. Part I - Finance and Accounting Fundamentals Part II - TOC Thinking Process-Finance & Measures Part III - Finance and Logistical Solutions Part IV - HOLISTIC Decision Making Case. Each major part is further divided into subpart. Each subpart is described with supporting materials and a case study is provided. |
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https://www.tocico.org/page/2005ConferenceProceedings |
| 2286 |
Conference Proceedings |
Cerveny, Janice F. |
TOC for academic research - moving from common sense to common practice |
2005 |
Barcelona, Spain |
An expectation of candidates is a given base level understanding. This base-level competency related to critical chain project management that is evaluated in the Fundamentals Exam (thus presumed to be in place) includes: 1. The ability to identify the critical chain and its length in a single project network (given padded activity times and (some) resource contention); 2. Recognizes that activity times should be cut by 50% in the beginning – and by a bit less later; 3. Buffers should be 50% of reduced durations. 4. Correctly removes resource contention to minimize total project lead time; 5. Scheduling via pushing all tasks as late in time as possible and working backwards; and 6. The ability to correctly size and position the required buffers. The Project Management Exam represents A TOC expert certification in project management which certifies that the individual has sufficient knowledge and tools (capability) to successfully practice TOCs critical chain application where needed in organizations. Three elements being evaluated in the project management experts certification exam: 1. Project management fundamentals (2 hours); 2. TOC TP processes in project management (2 Hours); 3. Project management logistics (2 hours) + (2 hour buffer). Part I: CCPM fundamentals. The objectives of part I demonstrate: 1. Base knowledge regarding CCPM beyond that which is evaluated in the Fundamentals Exam; 2. Ability to compare and contrast the differences between Theory of Constraints critical chain and traditional project management methodologies. Part II: CCPM & thinking process tools. The objectives of part II demonstrate: the ability to analyze any environment and its project management system using the four fundamental questions of the thinking process. Part III: CCPM, the logistical solutions and holistic perspective. The objectives of part III demonstrate: Understanding of the role and that one has sufficient capability to ensure the project management system successfully supports a process of on-going improvement. |
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https://www.tocico.org/page/2005ConferenceProceedings |
| 2287 |
Conference Proceedings |
|
TOC for academic research - moving from common sense to common practice |
2005 |
Barcelona, Spain |
An expectation of candidates is a given base level understanding. This base-level competency related to critical chain project management that is evaluated in the Fundamentals Exam (thus presumed to be in place) includes: 1. The ability to identify the critical chain and its length in a single project network (given padded activity times and (some) resource contention); 2. Recognizes that activity times should be cut by 50% in the beginning – and by a bit less later; 3. Buffers should be 50% of reduced durations. 4. Correctly removes resource contention to minimize total project lead time; 5. Scheduling via pushing all tasks as late in time as possible and working backwards; and 6. The ability to correctly size and position the required buffers. The Project Management Exam represents A TOC expert certification in project management which certifies that the individual has sufficient knowledge and tools (capability) to successfully practice TOCs critical chain application where needed in organizations. Three elements being evaluated in the project management experts certification exam: 1. Project management fundamentals (2 hours); 2. TOC TP processes in project management (2 Hours); 3. Project management logistics (2 hours) + (2 hour buffer). Part I: CCPM fundamentals. The objectives of part I demonstrate: 1. Base knowledge regarding CCPM beyond that which is evaluated in the Fundamentals Exam; 2. Ability to compare and contrast the differences between Theory of Constraints critical chain and traditional project management methodologies. Part II: CCPM & thinking process tools. The objectives of part II demonstrate: the ability to analyze any environment and its project management system using the four fundamental questions of the thinking process. Part III: CCPM, the logistical solutions and holistic perspective. The objectives of part III demonstrate: Understanding of the role and that one has sufficient capability to ensure the project management system successfully supports a process of on-going improvement. |
|
https://www.tocico.org/page/2005ConferenceProceedings |
| 2288 |
Conference Proceedings |
Powell, James |
TOC for academic research - moving from common sense to common practice |
2019 |
Chicago, IL |
In this presentation the following topic is presented: Rapid analysis using the “Magic Druids” simple dilemma clouds. Traditionally, the creation of a current reality tree (CrT) analysis for a subject area can be long and tedious for the participants. Developing the logic map to the core problem, or core conflict, can be a real drag and takes a lot of cognitive effort for the participants. The “Magic Druids” simple dilemma clouds is an innovation that WiseTech Global uses that speeds up this phase of the TOC thinking processes (TP). The typical results of this are greater CRT clarity and more time in the solutions design and execution phases (i.e. What to change to? And how to cause the change?). This in turns leads to more robust solutions being designed; A feature of this innovation is the order of the analysis activities. It commences with a fun exercise that induces fluency in tools use. This exercise occurs well before the theory on why it works. Please bring along a subject you would like create a CRT analysis of in 3.5 hours. James and his team will assist with the new process of how to create a CRT with the core problem / conflict suitably identified in a much shorter time frame. Video length: . PDF: slides. |
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https://www.tocico.org/page/2019ConferenceProceedings |
| 2289 |
Conference Proceedings |
|
Focusing steps – The invisible made visible: Understanding, challenging and expanding fundamental processes – the focusing steps - through the strategy and tactic tree |
2019 |
Chicago, IL |
In this presentation the following topic is presented: Rapid analysis using the “Magic Druids” simple dilemma clouds. Traditionally, the creation of a current reality tree (CrT) analysis for a subject area can be long and tedious for the participants. Developing the logic map to the core problem, or core conflict, can be a real drag and takes a lot of cognitive effort for the participants. The “Magic Druids” simple dilemma clouds is an innovation that WiseTech Global uses that speeds up this phase of the TOC thinking processes (TP). The typical results of this are greater CRT clarity and more time in the solutions design and execution phases (i.e. What to change to? And how to cause the change?). This in turns leads to more robust solutions being designed; A feature of this innovation is the order of the analysis activities. It commences with a fun exercise that induces fluency in tools use. This exercise occurs well before the theory on why it works. Please bring along a subject you would like create a CRT analysis of in 3.5 hours. James and his team will assist with the new process of how to create a CRT with the core problem / conflict suitably identified in a much shorter time frame. Video length: . PDF: slides. |
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https://www.tocico.org/page/2019ConferenceProceedings |
| 2290 |
Conference Proceedings |
Goldratt, Eliyahu M. |
Focusing steps – The invisible made visible: Understanding, challenging and expanding fundamental processes – the focusing steps - through the strategy and tactic tree |
2007 |
Las Vegas, NV |
This presentation is about strategy and tactics (S&T) trees: putting companies on the process of ongoing improvement, the red curve. The discussion is about the Viable Vision (VV) solution (templates given 2005 in Barcelona) as the overall guiding direction for the company. The VV is not a linear sequence of functional implementations. Our first approach was to look at individual prerequisite trees and compare them to integrate them into a comprehensive document. Injections are missing, choopchik injections, etc. The solution is the S&T tree. Building the S&T tree took six weeks. Zycon (RRR= reliability, rapid response) was the first template. This day is devoted to presenting the first S&T tree in great detail. History: The S&T was constructed in December 1985 before the thinking processes. Motivation was that Creative Output, the agent of change became hard to move. The Race was the presentation of the competitive edge that Goldratt gave to Creative Output. A person will judge what he sees according to his frame (his logic that he used before). If you are giving a different frame you have to give the logic of what and why your frame is right. The framework was constructed then put on the shelf. One problem that the thinking processes cannot solve: how to measure the individuals contribution in an organization. If we will connect the top of the organization to the individual contribution by perfect logic then we can measure an individuals contribution. Eli Abramo and Rami Goldratt worked for a year with Elis guidance to develop the rules for the S&T tree. Traditionally strategy (the what for?) is thought to be at the top and tactic (the how?) is thought to be at the bottom. The S&T redefines the strategy and tactic and each element of the S&T is defined, discussed and examples given from the RRR S&T tree. |
DVD 1, 2 hours 10 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 2291 |
Conference Proceedings |
|
Applying theory of constraints to improve retailers equity for service offer to retailers |
2007 |
Las Vegas, NV |
This presentation is about strategy and tactics (S&T) trees: putting companies on the process of ongoing improvement, the red curve. The discussion is about the Viable Vision (VV) solution (templates given 2005 in Barcelona) as the overall guiding direction for the company. The VV is not a linear sequence of functional implementations. Our first approach was to look at individual prerequisite trees and compare them to integrate them into a comprehensive document. Injections are missing, choopchik injections, etc. The solution is the S&T tree. Building the S&T tree took six weeks. Zycon (RRR= reliability, rapid response) was the first template. This day is devoted to presenting the first S&T tree in great detail. History: The S&T was constructed in December 1985 before the thinking processes. Motivation was that Creative Output, the agent of change became hard to move. The Race was the presentation of the competitive edge that Goldratt gave to Creative Output. A person will judge what he sees according to his frame (his logic that he used before). If you are giving a different frame you have to give the logic of what and why your frame is right. The framework was constructed then put on the shelf. One problem that the thinking processes cannot solve: how to measure the individuals contribution in an organization. If we will connect the top of the organization to the individual contribution by perfect logic then we can measure an individuals contribution. Eli Abramo and Rami Goldratt worked for a year with Elis guidance to develop the rules for the S&T tree. Traditionally strategy (the what for?) is thought to be at the top and tactic (the how?) is thought to be at the bottom. The S&T redefines the strategy and tactic and each element of the S&T is defined, discussed and examples given from the RRR S&T tree. |
DVD 1, 2 hours 10 minutes |
https://www.tocico.org/page/2007ConferenceProceedings |
| 2292 |
Conference Proceedings |
Barnard, Alan |
Applying theory of constraints to improve retailers equity for service offer to retailers |
2015 |
Cape Town, SA |
One of the worlds largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges weve overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 2293 |
Conference Proceedings |
Mankhanov, Andrey |
Lessons learned from Premier Foods' Viable Vision journey |
2015 |
Cape Town, SA |
One of the worlds largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges weve overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 2294 |
Conference Proceedings |
|
Lessons learned from Premier Foods' Viable Vision journey |
2015 |
Cape Town, SA |
One of the worlds largest mineral resources companies plans to establish a long-term mining business and develop an outbound logistic network to deliver the finished product to customers all over the world. During the identification phase study, the company needed to evaluate the most optimum logistic network configurations, compare and choose stock management policies that will provide highest availability at lower cost and determine required quantity of rail cars and storage volumes at sea ports and distribution hubs to achieved desired world class service levels. An AnyLogic model was developed by Goldratt Research Labs to support the study. The model covers production of 2 grades of finished products at the mine, loading the product to trains, transportation to hubs and ports, loading to sea vessels at ports and land distribution across several countries via Hub to customers by trucks. The simulation was able to demonstrate that using PULL stock management policy with dynamic target stock adjustment algorithm instead of traditional PUSH policy allowed Amalgama to reach 12% higher service level and provide world class performance with 16% less storage capacity in ports and hubs. In the presentation, the team leads from GLR and Amalgama will talk about the challenges weve overcome during the project, demonstrate the model and discuss the business value of the results achieved with the help of simulation. |
|
https://www.tocico.org/page/2015ConferenceProceedings |
| 2295 |
Conference Proceedings |
Mabin, Vicky |
Lessons learned from Premier Foods' Viable Vision journey |
2016 |
Leesburg, VA |
Academic research into complex problems draws from a range of research methods which often include the methods of qualitative research. These methods have served the social science research community well, and assisted researchers to explore fascinating topics, collect rich data, and engage in intriguing discourse. The methods have been used by millions of researchers worldwide and are in widespread use throughout the academic world. The methods have been honed to overcome many difficulties, with many improvements and refinements such as greater reliability and ethicality of the research, and dissemination of results. However, researchers still face many difficulties at various steps in the research process: for example, constructing initial workable research questions, collecting the right data, making sense of the data, and communicating the logic of the findings. Over a decade of academic research involving several postgraduate research projects, we have explored the use of TOC tools to address these concerns, and especially to complement qualitative research methods. This has been applied to a variety of deductive, inductive and abductive research and in combination with a range of qualitative methods, including questionnaires, interviews, action research, case study, and sets of case studies, and using various approaches within the TOC tools. The result of combining both methodologies - qualitative and TOC - allows us to use each method to complement gaps in the other, forming threads of validation, to make the research logical and coherent. This paper will draw on a number of these research projects to describe the different benefits of qualitative and TOC methods and how they complement each other. |
TOC for Academic Research - Moving From Common Sense to Common Practice
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2296 |
Conference Proceedings |
Davies, John |
Critical Chain Basics workshop |
2016 |
Leesburg, VA |
Academic research into complex problems draws from a range of research methods which often include the methods of qualitative research. These methods have served the social science research community well, and assisted researchers to explore fascinating topics, collect rich data, and engage in intriguing discourse. The methods have been used by millions of researchers worldwide and are in widespread use throughout the academic world. The methods have been honed to overcome many difficulties, with many improvements and refinements such as greater reliability and ethicality of the research, and dissemination of results. However, researchers still face many difficulties at various steps in the research process: for example, constructing initial workable research questions, collecting the right data, making sense of the data, and communicating the logic of the findings. Over a decade of academic research involving several postgraduate research projects, we have explored the use of TOC tools to address these concerns, and especially to complement qualitative research methods. This has been applied to a variety of deductive, inductive and abductive research and in combination with a range of qualitative methods, including questionnaires, interviews, action research, case study, and sets of case studies, and using various approaches within the TOC tools. The result of combining both methodologies - qualitative and TOC - allows us to use each method to complement gaps in the other, forming threads of validation, to make the research logical and coherent. This paper will draw on a number of these research projects to describe the different benefits of qualitative and TOC methods and how they complement each other. |
TOC for Academic Research - Moving From Common Sense to Common Practice
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2297 |
Conference Proceedings |
Kimani,Sarah |
Critical Chain Basics workshop |
2016 |
Leesburg, VA |
Academic research into complex problems draws from a range of research methods which often include the methods of qualitative research. These methods have served the social science research community well, and assisted researchers to explore fascinating topics, collect rich data, and engage in intriguing discourse. The methods have been used by millions of researchers worldwide and are in widespread use throughout the academic world. The methods have been honed to overcome many difficulties, with many improvements and refinements such as greater reliability and ethicality of the research, and dissemination of results. However, researchers still face many difficulties at various steps in the research process: for example, constructing initial workable research questions, collecting the right data, making sense of the data, and communicating the logic of the findings. Over a decade of academic research involving several postgraduate research projects, we have explored the use of TOC tools to address these concerns, and especially to complement qualitative research methods. This has been applied to a variety of deductive, inductive and abductive research and in combination with a range of qualitative methods, including questionnaires, interviews, action research, case study, and sets of case studies, and using various approaches within the TOC tools. The result of combining both methodologies - qualitative and TOC - allows us to use each method to complement gaps in the other, forming threads of validation, to make the research logical and coherent. This paper will draw on a number of these research projects to describe the different benefits of qualitative and TOC methods and how they complement each other. |
TOC for Academic Research - Moving From Common Sense to Common Practice
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2298 |
Conference Proceedings |
Mirzaei, Maryam |
How I used TOC to guide my daughters healing through the worst disease you never heard of |
2016 |
Leesburg, VA |
Academic research into complex problems draws from a range of research methods which often include the methods of qualitative research. These methods have served the social science research community well, and assisted researchers to explore fascinating topics, collect rich data, and engage in intriguing discourse. The methods have been used by millions of researchers worldwide and are in widespread use throughout the academic world. The methods have been honed to overcome many difficulties, with many improvements and refinements such as greater reliability and ethicality of the research, and dissemination of results. However, researchers still face many difficulties at various steps in the research process: for example, constructing initial workable research questions, collecting the right data, making sense of the data, and communicating the logic of the findings. Over a decade of academic research involving several postgraduate research projects, we have explored the use of TOC tools to address these concerns, and especially to complement qualitative research methods. This has been applied to a variety of deductive, inductive and abductive research and in combination with a range of qualitative methods, including questionnaires, interviews, action research, case study, and sets of case studies, and using various approaches within the TOC tools. The result of combining both methodologies - qualitative and TOC - allows us to use each method to complement gaps in the other, forming threads of validation, to make the research logical and coherent. This paper will draw on a number of these research projects to describe the different benefits of qualitative and TOC methods and how they complement each other. |
TOC for Academic Research - Moving From Common Sense to Common Practice
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2299 |
Conference Proceedings |
|
How I used TOC to guide my daughters healing through the worst disease you never heard of |
2016 |
Leesburg, VA |
Academic research into complex problems draws from a range of research methods which often include the methods of qualitative research. These methods have served the social science research community well, and assisted researchers to explore fascinating topics, collect rich data, and engage in intriguing discourse. The methods have been used by millions of researchers worldwide and are in widespread use throughout the academic world. The methods have been honed to overcome many difficulties, with many improvements and refinements such as greater reliability and ethicality of the research, and dissemination of results. However, researchers still face many difficulties at various steps in the research process: for example, constructing initial workable research questions, collecting the right data, making sense of the data, and communicating the logic of the findings. Over a decade of academic research involving several postgraduate research projects, we have explored the use of TOC tools to address these concerns, and especially to complement qualitative research methods. This has been applied to a variety of deductive, inductive and abductive research and in combination with a range of qualitative methods, including questionnaires, interviews, action research, case study, and sets of case studies, and using various approaches within the TOC tools. The result of combining both methodologies - qualitative and TOC - allows us to use each method to complement gaps in the other, forming threads of validation, to make the research logical and coherent. This paper will draw on a number of these research projects to describe the different benefits of qualitative and TOC methods and how they complement each other. |
TOC for Academic Research - Moving From Common Sense to Common Practice
Vicky Mabin, Professor of Management at Victoria Business School, Victoria University of Wellington
Dr. Vicky Mabin is a Professor of Management at Victoria Business School, Victoria University of Wellington, NZ, specializing in TOC and the decision sciences. Prior to joining VUW, she worked for NZ's scientific and industrial research organisation, working as a consultant to business, government and industry on a wide range of strategic and operational problems.
Vicky holds BSc(Hons) and PhD degrees and a Postgraduate Certificate in Higher Education Learning and Teaching. She is certificated in the TOC Thinking Processes, Operations Management and Distribution Management, and an academic Jonah. She is a Fellow of the Operational Research Society (UK) and has held numerous positions with ORSNZ including President, and NZPICS.
She has published widely in books and international journals, co-authored The World of the Theory of Constraints, and the lead chapter on the TOC Thinking Processes in the TOC Handbook, published by McGraw-Hill in 2010, and has given numerous academic and practitioner presentations and workshops. She is leading the team developing the TOC Research Database, has served on the examinations board for TOCICO, and as an editor for the Decision Sciences Journal of Innovative Education, and International Transactions in Operational Research, and for the TOCICO white paper series. |
https://www.tocico.org/page/2016ConferenceProceedings |
| 2300 |
Conference Proceedings |
Baptista, Humberto R. |
Using TOC to improve the delivery of chemotherapy for cancer treatments in a large public hospital |
2019 |
Chicago, IL |
The fundamental processes of TOC, strategic questions, focusing steps, buy-in layers, etc. are at the same time generic, versatile and highly effective. The best known TOC process - the focusing steps - have been used and delivering results for many years in a huge number of instances. Still there are times that it does not deliver results as it should and since there arent any assumptions explicitly stated in the process it is hard to know where the problem lies. In this presentation well present a short strategy and tactic (S&T) tree that details the Focusing Steps and serves both as a guide to enhance and, when necessary, adapt its use and also as a template to detail other fundamental TOC processes. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2301 |
Conference Proceedings |
|
Using TOC to improve the delivery of chemotherapy for cancer treatments in a large public hospital |
2019 |
Chicago, IL |
The fundamental processes of TOC, strategic questions, focusing steps, buy-in layers, etc. are at the same time generic, versatile and highly effective. The best known TOC process - the focusing steps - have been used and delivering results for many years in a huge number of instances. Still there are times that it does not deliver results as it should and since there arent any assumptions explicitly stated in the process it is hard to know where the problem lies. In this presentation well present a short strategy and tactic (S&T) tree that details the Focusing Steps and serves both as a guide to enhance and, when necessary, adapt its use and also as a template to detail other fundamental TOC processes. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2302 |
Conference Proceedings |
Barnard, Alan |
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
Over the past two decades, revenue growth and net margins of brick&mortar retailers have been under more and more pressure as consumers are making more and more purchases online. At the same time, online sales still make up only a small % of total sales revenues, and brick&mortar retailers still too frequently suffer from having too much of the products customers do not want and too little of the ones they do. Retailers that have adopted Demand-Driven supply chain management rules like Theory of Constraints Dynamic Buffer Management rules have typically achieved reductions of inventories by 25% while increasing product availability and profitability. With such incredible results, why are not more brick&mortar retailers adopting the TOC solution? In this presentation, Dr. Alan Barnard, CEO of Goldratt Research Labs presents a new win:win that could help accelerate the adoption as it minimizes the risk while maximizing the reward to both retailers and TOC implementation partners using two innovations - a new dynamic simulation modeling platform and a profit-share or equity-share business model. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2303 |
Conference Proceedings |
|
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
Over the past two decades, revenue growth and net margins of brick&mortar retailers have been under more and more pressure as consumers are making more and more purchases online. At the same time, online sales still make up only a small % of total sales revenues, and brick&mortar retailers still too frequently suffer from having too much of the products customers do not want and too little of the ones they do. Retailers that have adopted Demand-Driven supply chain management rules like Theory of Constraints Dynamic Buffer Management rules have typically achieved reductions of inventories by 25% while increasing product availability and profitability. With such incredible results, why are not more brick&mortar retailers adopting the TOC solution? In this presentation, Dr. Alan Barnard, CEO of Goldratt Research Labs presents a new win:win that could help accelerate the adoption as it minimizes the risk while maximizing the reward to both retailers and TOC implementation partners using two innovations - a new dynamic simulation modeling platform and a profit-share or equity-share business model. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2304 |
Conference Proceedings |
Visser, Ian |
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
In this presentation, Ian Visser, ex-CEO of Premier Foods, and Dr. Alan Barnard, Premier Foods Viable Vision Project Auditor and CEO of Goldratt Research Labs, will share, not just the successes, but also the insights gained from these success as well as (in hindsight), from the avoidable failures and delays experienced during Premier Foods Viable Vision journey. Premier Foods was established in 1852 and is one of South Africas leading staple foods producers. Its main activity is the milling, marketing, selling and distribution of branded maize and flour products as well as the branding, marketing, selling and distribution of bread. Premier Foods makes 30,000 deliveries a day across South Africa feeds 10 million people a day. In 2004, Premier Foods was in dire straits. In the previous year, it had a record loss of 10% of its revenues. Shortly after Ian Visser was appointed as CEO in 2004, they embarked on their Viable Vision journey. Ian and his executive team worked closely with Dr. Eli Goldratt and Dr. Alan Barnard to design and implement a profitable growth turnaround strategy. The operations and supply chain performance was improved using TOC principles, risk was dramatically reduced and the company turned around. Combined with a series of innovatively financed transactions, ordinary shareholders realised a 7000% return on capital from then to July 2012. That was higher than any company listed on the Johannesburg Stock Exchange over this time period. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2305 |
Conference Proceedings |
Barnard, Alan |
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
In this presentation, Ian Visser, ex-CEO of Premier Foods, and Dr. Alan Barnard, Premier Foods Viable Vision Project Auditor and CEO of Goldratt Research Labs, will share, not just the successes, but also the insights gained from these success as well as (in hindsight), from the avoidable failures and delays experienced during Premier Foods Viable Vision journey. Premier Foods was established in 1852 and is one of South Africas leading staple foods producers. Its main activity is the milling, marketing, selling and distribution of branded maize and flour products as well as the branding, marketing, selling and distribution of bread. Premier Foods makes 30,000 deliveries a day across South Africa feeds 10 million people a day. In 2004, Premier Foods was in dire straits. In the previous year, it had a record loss of 10% of its revenues. Shortly after Ian Visser was appointed as CEO in 2004, they embarked on their Viable Vision journey. Ian and his executive team worked closely with Dr. Eli Goldratt and Dr. Alan Barnard to design and implement a profitable growth turnaround strategy. The operations and supply chain performance was improved using TOC principles, risk was dramatically reduced and the company turned around. Combined with a series of innovatively financed transactions, ordinary shareholders realised a 7000% return on capital from then to July 2012. That was higher than any company listed on the Johannesburg Stock Exchange over this time period. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2306 |
Conference Proceedings |
|
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
In this presentation, Ian Visser, ex-CEO of Premier Foods, and Dr. Alan Barnard, Premier Foods Viable Vision Project Auditor and CEO of Goldratt Research Labs, will share, not just the successes, but also the insights gained from these success as well as (in hindsight), from the avoidable failures and delays experienced during Premier Foods Viable Vision journey. Premier Foods was established in 1852 and is one of South Africas leading staple foods producers. Its main activity is the milling, marketing, selling and distribution of branded maize and flour products as well as the branding, marketing, selling and distribution of bread. Premier Foods makes 30,000 deliveries a day across South Africa feeds 10 million people a day. In 2004, Premier Foods was in dire straits. In the previous year, it had a record loss of 10% of its revenues. Shortly after Ian Visser was appointed as CEO in 2004, they embarked on their Viable Vision journey. Ian and his executive team worked closely with Dr. Eli Goldratt and Dr. Alan Barnard to design and implement a profitable growth turnaround strategy. The operations and supply chain performance was improved using TOC principles, risk was dramatically reduced and the company turned around. Combined with a series of innovatively financed transactions, ordinary shareholders realised a 7000% return on capital from then to July 2012. That was higher than any company listed on the Johannesburg Stock Exchange over this time period. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2307 |
Conference Proceedings |
Cooper, Joe |
Using dynamic buffer management (DBM) to reduce shortages and surpluses in book publishers supply chain |
2019 |
Chicago, IL |
This Critical Chain Project Management basics workshop is intended to provide a practical, easy to understand, and actionable introduction to the foundational concepts and principles of Critical Chain. The format is engaging for audiences as I frequently look for their inputs into their everyday experiences on projects as well as the concepts being discussed. In addition to the key concepts of Critical Chain, I also emphasize the importance of fostering a high-trust workplace which accelerates and maximizes the expected results. Three key areas covered: Focus, 50/50 estimates, and buffers. Focus Versus Multitasking on Projects: How much more successful could projects be if nonproductive multitasking could be minimized? A McKinsey Quarterly article indicates that multitasking damages productivity, slows people down, hampers creativity, makes employees anxious, and is addictive. Supporting these findings, a recent multitasking study states, “multitasking makes people less productive, less creative, and more likely to get thrown off by distractions”. Multitasking can also be a significant cause of extended project durations as illustrated in Exhibit 1. If a project team member has three project tasks to complete, A, B, and C, each task takes much longer to complete when multitasking. Context switching between tasks increases the completion times even further and causes the project team members to have to stop frequently to remember where they were each time they switch to a different task. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2308 |
Conference Proceedings |
|
Baja Electricals Ltd. (consumer products) building a world class distribution highway with TOC |
2019 |
Chicago, IL |
This Critical Chain Project Management basics workshop is intended to provide a practical, easy to understand, and actionable introduction to the foundational concepts and principles of Critical Chain. The format is engaging for audiences as I frequently look for their inputs into their everyday experiences on projects as well as the concepts being discussed. In addition to the key concepts of Critical Chain, I also emphasize the importance of fostering a high-trust workplace which accelerates and maximizes the expected results. Three key areas covered: Focus, 50/50 estimates, and buffers. Focus Versus Multitasking on Projects: How much more successful could projects be if nonproductive multitasking could be minimized? A McKinsey Quarterly article indicates that multitasking damages productivity, slows people down, hampers creativity, makes employees anxious, and is addictive. Supporting these findings, a recent multitasking study states, “multitasking makes people less productive, less creative, and more likely to get thrown off by distractions”. Multitasking can also be a significant cause of extended project durations as illustrated in Exhibit 1. If a project team member has three project tasks to complete, A, B, and C, each task takes much longer to complete when multitasking. Context switching between tasks increases the completion times even further and causes the project team members to have to stop frequently to remember where they were each time they switch to a different task. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2309 |
Conference Proceedings |
Delfield, Brian |
Baja Electricals Ltd. (consumer products) building a world class distribution highway with TOC |
2019 |
Chicago, IL |
This presentation will tell the story of how Ive used TOC to help manage the ongoing healing of my daughter from a little known, auto-immune illness (PANDAS/PANS) that attacks her brain and causes intense personal suffering and family chaos from strong OCD, anxiety, intrusive thoughts, and other mental health dynamics. All while juggling a career as a partner in a fast-paced private equity business. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2310 |
Conference Proceedings |
|
Baja Electricals Ltd. (consumer products) building a world class distribution highway with TOC |
2019 |
Chicago, IL |
This presentation will tell the story of how Ive used TOC to help manage the ongoing healing of my daughter from a little known, auto-immune illness (PANDAS/PANS) that attacks her brain and causes intense personal suffering and family chaos from strong OCD, anxiety, intrusive thoughts, and other mental health dynamics. All while juggling a career as a partner in a fast-paced private equity business. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2311 |
Conference Proceedings |
Mabin, Vicky |
Baja Electricals Ltd. (consumer products) building a world class distribution highway with TOC |
2019 |
Chicago, IL |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2312 |
Conference Proceedings |
|
Baja Electricals Ltd. (consumer products) building a world class distribution highway with TOC |
2019 |
Chicago, IL |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2313 |
Conference Proceedings |
Barnard, Alan |
Three compelling views coming from three different perspectives of TOC: "management attention" as the ultimate constraint |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2314 |
Conference Proceedings |
Vosloo, Jaco-Ben |
Three compelling views coming from three different perspectives of TOC: "management attention" as the ultimate constraint |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2315 |
Conference Proceedings |
Pennock, Laura |
Three compelling views coming from three different perspectives of TOC: "management attention" as the ultimate constraint |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2316 |
Conference Proceedings |
Rasche, Janet |
Three compelling views coming from three different perspectives of TOC: "management attention" as the ultimate constraint |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2317 |
Conference Proceedings |
Marx, Kyle |
An introduction to demand-driven concepts |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2318 |
Conference Proceedings |
|
An introduction to demand-driven concepts |
2019 |
Chicago, IL |
Following the successful implementation of an end-to-end supply chain solution for Microsoft in 2015, Goldratt Research Labs (GRL) was approached by a major book publisher in 2018 to help improve their supply chain by reducing shortages and surpluses. The objective was firstly to investigate the extent, consequences and causes of surpluses and shortages of their titles within retailers and their own DCs. Secondly, they aimed to jointly develop and test a solution that could significantly reduce shortages and surpluses and the related lost sales and profitability potential for both themselves and their retail customers. The model also contains more complex inventory management rules including Dynamic Minimum Order Quantities and Dynamic Safety Stock calculations Simulating a book publisher supply chain proved to be a challenging exercise as the type of demand and production characteristics is very unique to the industry. The model provided a way to test, evaluate and optimize the proposed Dynamic Buffer Management (DBM) solution in a safe risk-free space which would otherwise have been impractical to test in the real world. The model provides invaluable insight for both the publisher and its retail partners. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2319 |
Conference Proceedings |
Poddar, Anuj |
Why management attention can never be the constraint and why "constraint" and "CCR" must always be synonymous |
2019 |
Chicago, IL |
Bajaj Electricals Limited is located in India, has turnover of US $675 mn and part of US $6.0 billion Bajaj Group. Bajaj has diversified interests in small appliances, lighting, luminaires, engineering and projects. Bajaj manufactures small appliances, fans and lighting accounts for 50% of topline. Bajaj includes 3 manufacturing units, 60 Indian suppliers, and 55 international suppliers. Undesirable effects include constant churning of distributors, poor retail reach, loss of sales, high working capital requirements, poor predictability of category level sales, and unreliable vender base. The core issue was forecast-based sales and stock management. The direction of the solution was to reduce replenishment lead times, improve reliability of supply, and release investment (for Bajaj, vendors & channel partners). The solution included realigning the supply and distribution chain to respond to buffer signals from the consumer market. All measures across the supply chain improved significantly with the retail sales increasing 21%, inventory reductions and ROI increases occurring at the retailers, distributors and central warehouse. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2320 |
Conference Proceedings |
Raman, Krishna |
Why management attention can never be the constraint and why "constraint" and "CCR" must always be synonymous |
2019 |
Chicago, IL |
Bajaj Electricals Limited is located in India, has turnover of US $675 mn and part of US $6.0 billion Bajaj Group. Bajaj has diversified interests in small appliances, lighting, luminaires, engineering and projects. Bajaj manufactures small appliances, fans and lighting accounts for 50% of topline. Bajaj includes 3 manufacturing units, 60 Indian suppliers, and 55 international suppliers. Undesirable effects include constant churning of distributors, poor retail reach, loss of sales, high working capital requirements, poor predictability of category level sales, and unreliable vender base. The core issue was forecast-based sales and stock management. The direction of the solution was to reduce replenishment lead times, improve reliability of supply, and release investment (for Bajaj, vendors & channel partners). The solution included realigning the supply and distribution chain to respond to buffer signals from the consumer market. All measures across the supply chain improved significantly with the retail sales increasing 21%, inventory reductions and ROI increases occurring at the retailers, distributors and central warehouse. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2321 |
Conference Proceedings |
Kulraj, Puneet |
Why-oh-why do so few managers know about TOC? |
2019 |
Chicago, IL |
Bajaj Electricals Limited is located in India, has turnover of US $675 mn and part of US $6.0 billion Bajaj Group. Bajaj has diversified interests in small appliances, lighting, luminaires, engineering and projects. Bajaj manufactures small appliances, fans and lighting accounts for 50% of topline. Bajaj includes 3 manufacturing units, 60 Indian suppliers, and 55 international suppliers. Undesirable effects include constant churning of distributors, poor retail reach, loss of sales, high working capital requirements, poor predictability of category level sales, and unreliable vender base. The core issue was forecast-based sales and stock management. The direction of the solution was to reduce replenishment lead times, improve reliability of supply, and release investment (for Bajaj, vendors & channel partners). The solution included realigning the supply and distribution chain to respond to buffer signals from the consumer market. All measures across the supply chain improved significantly with the retail sales increasing 21%, inventory reductions and ROI increases occurring at the retailers, distributors and central warehouse. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2322 |
Conference Proceedings |
Sudheer, S. |
Why-oh-why do so few managers know about TOC? |
2019 |
Chicago, IL |
Bajaj Electricals Limited is located in India, has turnover of US $675 mn and part of US $6.0 billion Bajaj Group. Bajaj has diversified interests in small appliances, lighting, luminaires, engineering and projects. Bajaj manufactures small appliances, fans and lighting accounts for 50% of topline. Bajaj includes 3 manufacturing units, 60 Indian suppliers, and 55 international suppliers. Undesirable effects include constant churning of distributors, poor retail reach, loss of sales, high working capital requirements, poor predictability of category level sales, and unreliable vender base. The core issue was forecast-based sales and stock management. The direction of the solution was to reduce replenishment lead times, improve reliability of supply, and release investment (for Bajaj, vendors & channel partners). The solution included realigning the supply and distribution chain to respond to buffer signals from the consumer market. All measures across the supply chain improved significantly with the retail sales increasing 21%, inventory reductions and ROI increases occurring at the retailers, distributors and central warehouse. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2323 |
Conference Proceedings |
|
The Thinking Processes (TP) Basics Workshop |
2019 |
Chicago, IL |
Bajaj Electricals Limited is located in India, has turnover of US $675 mn and part of US $6.0 billion Bajaj Group. Bajaj has diversified interests in small appliances, lighting, luminaires, engineering and projects. Bajaj manufactures small appliances, fans and lighting accounts for 50% of topline. Bajaj includes 3 manufacturing units, 60 Indian suppliers, and 55 international suppliers. Undesirable effects include constant churning of distributors, poor retail reach, loss of sales, high working capital requirements, poor predictability of category level sales, and unreliable vender base. The core issue was forecast-based sales and stock management. The direction of the solution was to reduce replenishment lead times, improve reliability of supply, and release investment (for Bajaj, vendors & channel partners). The solution included realigning the supply and distribution chain to respond to buffer signals from the consumer market. All measures across the supply chain improved significantly with the retail sales increasing 21%, inventory reductions and ROI increases occurring at the retailers, distributors and central warehouse. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2324 |
Conference Proceedings |
Schragenheim, Eli |
The Thinking Processes (TP) Basics Workshop |
2019 |
Chicago, IL |
Three complementing views coming from three different perspectives of TOC, by Eli Schragenheim, Henry Camp and Rocco Surace, the authors of "Throughput Economics, Making Good Management Decisions".?Eli Goldratt defined "management attention" as the ultimate constraint. The capacity of any human being is tricky to measure, but it is obviously limited. One of the key insights of TOC is the realization that it is enough that one resource lacks the required capacity to deliver all the market demand to cause considerable damage to the organizational performance now and in the future. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2325 |
Conference Proceedings |
Camp, Henry |
The Erlanger NICU prototypes: A bridge from “The Goal” to COVID 19 and back to the future |
2019 |
Chicago, IL |
Three complementing views coming from three different perspectives of TOC, by Eli Schragenheim, Henry Camp and Rocco Surace, the authors of "Throughput Economics, Making Good Management Decisions".?Eli Goldratt defined "management attention" as the ultimate constraint. The capacity of any human being is tricky to measure, but it is obviously limited. One of the key insights of TOC is the realization that it is enough that one resource lacks the required capacity to deliver all the market demand to cause considerable damage to the organizational performance now and in the future. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2326 |
Conference Proceedings |
Surace, Rocco |
The Erlanger NICU prototypes: A bridge from “The Goal” to COVID 19 and back to the future |
2019 |
Chicago, IL |
Three complementing views coming from three different perspectives of TOC, by Eli Schragenheim, Henry Camp and Rocco Surace, the authors of "Throughput Economics, Making Good Management Decisions".?Eli Goldratt defined "management attention" as the ultimate constraint. The capacity of any human being is tricky to measure, but it is obviously limited. One of the key insights of TOC is the realization that it is enough that one resource lacks the required capacity to deliver all the market demand to cause considerable damage to the organizational performance now and in the future. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2327 |
Conference Proceedings |
|
Project management the TOC way: Combining critical chain project management and the 5 focusing steps for extraordinary results |
2019 |
Chicago, IL |
Three complementing views coming from three different perspectives of TOC, by Eli Schragenheim, Henry Camp and Rocco Surace, the authors of "Throughput Economics, Making Good Management Decisions".?Eli Goldratt defined "management attention" as the ultimate constraint. The capacity of any human being is tricky to measure, but it is obviously limited. One of the key insights of TOC is the realization that it is enough that one resource lacks the required capacity to deliver all the market demand to cause considerable damage to the organizational performance now and in the future. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2328 |
Conference Proceedings |
Lenhartz, Christoph |
Tools and Techniques That Could Enable Your View for Improvement and Overall Operations |
2019 |
Chicago, IL |
Demand Driven Material Requirements Planning (DDMRP) is a multi-echelon supply chain planning and execution methodology protecting and promoting the flow of relevant information and materials with strategically placed stock buffers. First presented by Ptak and Smith in the TOC Handbook and based on flow-based principles, it combines still relevant aspects of MRP and DRP with the pull and visibility emphases of Lean and TOC, Six Sigmas aim for reducing variability, and some innovations to create a supply order generation and management model for todays volatile and complex supply chains requiring short lead times and agility. Companies implementing DDMRP report significant improvements: nearly perfect availability, lower lead times (up to 80%), inventory (30-45%), and cost. Demand Driven concepts have evolved to the full Demand Driven Adaptive Enterprise (DDAE) model, enabling companies to adapt to todays complex and volatile business environment. DDAE uses a constant system of innovation and feedback between three components: a Demand Driven Operating Model (including DDMRP), Demand Driven S&OP and Adaptive S&OP in order to protect and promote the flow of relevant information and materials across the strategic, tactical and operational decision making horizons to drive sustained financial performance. This presentation presents the methodology, its implementation and results. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2329 |
Conference Proceedings |
|
Tools and Techniques That Could Enable Your View for Improvement and Overall Operations |
2019 |
Chicago, IL |
Demand Driven Material Requirements Planning (DDMRP) is a multi-echelon supply chain planning and execution methodology protecting and promoting the flow of relevant information and materials with strategically placed stock buffers. First presented by Ptak and Smith in the TOC Handbook and based on flow-based principles, it combines still relevant aspects of MRP and DRP with the pull and visibility emphases of Lean and TOC, Six Sigmas aim for reducing variability, and some innovations to create a supply order generation and management model for todays volatile and complex supply chains requiring short lead times and agility. Companies implementing DDMRP report significant improvements: nearly perfect availability, lower lead times (up to 80%), inventory (30-45%), and cost. Demand Driven concepts have evolved to the full Demand Driven Adaptive Enterprise (DDAE) model, enabling companies to adapt to todays complex and volatile business environment. DDAE uses a constant system of innovation and feedback between three components: a Demand Driven Operating Model (including DDMRP), Demand Driven S&OP and Adaptive S&OP in order to protect and promote the flow of relevant information and materials across the strategic, tactical and operational decision making horizons to drive sustained financial performance. This presentation presents the methodology, its implementation and results. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2330 |
Conference Proceedings |
Roff-Marsh, Justin |
Tools and Techniques That Could Enable Your View for Improvement and Overall Operations |
2019 |
Chicago, IL |
This presentation tackles a common claim in the TOC world (Management Attention is the Ultimate Constraint) and argues that it is false. It argues that its false because: 1. There is an equivocation embedded in the claim 2. If the claim were true it would damage the central formulation upon which TOC rests Justin then takes a step back and explores two additional claims (arguing that each is also false): 1. The constraint can be a policy 2. The constraint can be in the market Justin then generalizes from these examples to propose that its critical we insist that Constraint and Capacity Constraint Resource are synonymous. He argues that Constraint is such a critical concept that we must insist on absolute precision when it comes to both the formal definition and the general usage of this word, in the context of TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2331 |
Conference Proceedings |
|
How to achieve breakthrough improvement in healthcare services applying TOC principles and tools |
2019 |
Chicago, IL |
This presentation tackles a common claim in the TOC world (Management Attention is the Ultimate Constraint) and argues that it is false. It argues that its false because: 1. There is an equivocation embedded in the claim 2. If the claim were true it would damage the central formulation upon which TOC rests Justin then takes a step back and explores two additional claims (arguing that each is also false): 1. The constraint can be a policy 2. The constraint can be in the market Justin then generalizes from these examples to propose that its critical we insist that Constraint and Capacity Constraint Resource are synonymous. He argues that Constraint is such a critical concept that we must insist on absolute precision when it comes to both the formal definition and the general usage of this word, in the context of TOC. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2332 |
Conference Proceedings |
Heptinstall, Ian |
How to achieve breakthrough improvement in healthcare services applying TOC principles and tools |
2019 |
Chicago, IL |
The aim of this Hyde Park session is to capture, in a structured way, the thoughts of attendees about why TOC is an also-ran in the field of management and organisational improvement methods. It seems the power of TOC is not reflected in its popularity. The discussion is not about using TOC it is about knowing. The hypothesis is that the more people know about its methods, the more are likely to actually use it. I don t mean have read The Goal, that is insufficient. This is a topic that has troubled the TOC community member for decades. Eli Goldratt wrote Letter 14 in the POOGI Forum series on this very topic. That was over 15 years ago, and many would say that not much has changed since. Since this would no doubt be a topic of discussion over meals and drinks at the conference, I thought it would be good to put it on the agenda and use it to gather input for the TOCICO committee. We will present two short inputs on our prognosis, based on our different perspectives and then facilitate comment, argument, and other ideas. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2333 |
Conference Proceedings |
|
How to achieve breakthrough improvement in healthcare services applying TOC principles and tools |
2019 |
Chicago, IL |
The aim of this Hyde Park session is to capture, in a structured way, the thoughts of attendees about why TOC is an also-ran in the field of management and organisational improvement methods. It seems the power of TOC is not reflected in its popularity. The discussion is not about using TOC it is about knowing. The hypothesis is that the more people know about its methods, the more are likely to actually use it. I don t mean have read The Goal, that is insufficient. This is a topic that has troubled the TOC community member for decades. Eli Goldratt wrote Letter 14 in the POOGI Forum series on this very topic. That was over 15 years ago, and many would say that not much has changed since. Since this would no doubt be a topic of discussion over meals and drinks at the conference, I thought it would be good to put it on the agenda and use it to gather input for the TOCICO committee. We will present two short inputs on our prognosis, based on our different perspectives and then facilitate comment, argument, and other ideas. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2334 |
Conference Proceedings |
Mabin, Vicky |
Theory of constraints… the journey at Tata Steel (3 case studies) |
2019 |
Chicago, IL |
This sessions objectives are to understand the nature of TOCs thinking processes, provide a quick introduction to the thinking processes, learn how to read and understand the TP tools, and gain an appreciation of the role the TP tools play in managing change. Coverage includes managing change, key questions for successful change, the thinking processes with examples, logic basics, how the TP fit together, harnessing resistance to change, and managing change the TOC way. While TOC is ‘common sense it is not commonly applied. Solutions often seem obvious in hindsight. The keys to success are to focus on the constraint, use the right measures, and understand causal relationships in the system. One must re-examine policies, procedures and measures, involve people, understand behaviors, consider the wider context … capturing the whole, while focusing on the important parts. But how can we do this reliably? Immanuel Kant said: Theory without practice is empty; practice without theory is blind. In TOC three key questions must be addressed in any improvement process: 1. What to change? 2. What to change to? 3. How to cause that change? Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2335 |
Conference Proceedings |
|
Theory of constraints… the journey at Tata Steel (3 case studies) |
2019 |
Chicago, IL |
This sessions objectives are to understand the nature of TOCs thinking processes, provide a quick introduction to the thinking processes, learn how to read and understand the TP tools, and gain an appreciation of the role the TP tools play in managing change. Coverage includes managing change, key questions for successful change, the thinking processes with examples, logic basics, how the TP fit together, harnessing resistance to change, and managing change the TOC way. While TOC is ‘common sense it is not commonly applied. Solutions often seem obvious in hindsight. The keys to success are to focus on the constraint, use the right measures, and understand causal relationships in the system. One must re-examine policies, procedures and measures, involve people, understand behaviors, consider the wider context … capturing the whole, while focusing on the important parts. But how can we do this reliably? Immanuel Kant said: Theory without practice is empty; practice without theory is blind. In TOC three key questions must be addressed in any improvement process: 1. What to change? 2. What to change to? 3. How to cause that change? Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2336 |
Conference Proceedings |
Taylor, Bill |
Theory of constraints… the journey at Tata Steel (3 case studies) |
2020 |
Virtual |
TOC claims that the more complex the situation, the simpler the solution must be. One of the greatest challenges the world has faced is the current pandemic. World leaders have oscillated between shutdowns and business as usual amid a turbulent cascade of dilemmas, difficulties and doubts. The human and economic consequences of the leaders actions are still unfolding, as is the evolving penetration of COVID19 into humanitys herd immune system. Is it possible to find inherent simplicity in this chaos? Is there a way to better prepare for the things that mother nature will continue to throw at us? Can solutions be found using the tried and tested TOC thinking processes, identifying and exploiting constraints and adapting CCPM to healthcare? The development of Exepron Health, a patient centered, forward looking length of stay (LOS) management system at the Erlanger Childrens Hospital NICU (Neonatal Intensive Care Unit) has shown the way to handle significant oscillations in ICU demand and appropriately manage future resource requirements. The analysis of four years of data provides predictive insights into the impact of co-morbidities and the combination of this data with artificial intelligence can generate new insights. Finally, a reflection on the impact of “The Goal” on a personal journey from “Bottles to Babies” and beyond. is testimony to the lasting impact of Eli Goldratts masterpiece. Video length: 1:00:04. PDF: 71 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2337 |
Conference Proceedings |
|
Theory of constraints… the journey at Tata Steel (3 case studies) |
2020 |
Virtual |
TOC claims that the more complex the situation, the simpler the solution must be. One of the greatest challenges the world has faced is the current pandemic. World leaders have oscillated between shutdowns and business as usual amid a turbulent cascade of dilemmas, difficulties and doubts. The human and economic consequences of the leaders actions are still unfolding, as is the evolving penetration of COVID19 into humanitys herd immune system. Is it possible to find inherent simplicity in this chaos? Is there a way to better prepare for the things that mother nature will continue to throw at us? Can solutions be found using the tried and tested TOC thinking processes, identifying and exploiting constraints and adapting CCPM to healthcare? The development of Exepron Health, a patient centered, forward looking length of stay (LOS) management system at the Erlanger Childrens Hospital NICU (Neonatal Intensive Care Unit) has shown the way to handle significant oscillations in ICU demand and appropriately manage future resource requirements. The analysis of four years of data provides predictive insights into the impact of co-morbidities and the combination of this data with artificial intelligence can generate new insights. Finally, a reflection on the impact of “The Goal” on a personal journey from “Bottles to Babies” and beyond. is testimony to the lasting impact of Eli Goldratts masterpiece. Video length: 1:00:04. PDF: 71 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2338 |
Conference Proceedings |
Marris, Philip |
Theory of constraints… the journey at Tata Steel (3 case studies) |
2019 |
Chicago, IL |
The combination of critical chain project management and the theory of constraints 5 focusing steps enable extraordinary results to be obtained very quickly. Capacity constraints in project portfolios can be identified immediately (Step 1) and exploited (Step 2) so as to instantaneously produce 2 or 3 times more (productivity & Throughput multiplied by >2). Critical chain project management (CCPM) can simultaneously put all projects under control, provide excellent visibility, reduce project durations by over 40%... and finish nearly all projects on time. Several recent case studies will be used to provide practical examples. If you think all projects are doomed to be painful semi-failures, think again. If you are looking to boost your growth you need to boost your project performance, this conference will explain how easy this could be. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2339 |
Conference Proceedings |
Mycue, Alfredo |
Theory of constraints… the journey at Tata Steel (3 case studies) |
2019 |
Chicago, IL |
This presentation introduces four new tools to effectively improve government. The strategic compassthroughput operating system is based on the 5 focusing steps and allows one to focus on what is important and provides organizational alignments. The journey board capacity model illustrates “what good looks like”, visual management, and future reality trees and allows one to focus on goal-setting, responsibility, and accountability. The standard operating procedures - value stream map ensures full-kit, standard work, and best practices while providing common expectations, smooth hand-offs, and flow. These four new tools provide effective visual management. Each is described in detail and illustrated through numerous examples. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2340 |
Conference Proceedings |
|
Adaptive sales and operations planning: Embracing change and driving adaptation |
2019 |
Chicago, IL |
This presentation introduces four new tools to effectively improve government. The strategic compassthroughput operating system is based on the 5 focusing steps and allows one to focus on what is important and provides organizational alignments. The journey board capacity model illustrates “what good looks like”, visual management, and future reality trees and allows one to focus on goal-setting, responsibility, and accountability. The standard operating procedures - value stream map ensures full-kit, standard work, and best practices while providing common expectations, smooth hand-offs, and flow. These four new tools provide effective visual management. Each is described in detail and illustrated through numerous examples. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2341 |
Conference Proceedings |
|
Adaptive sales and operations planning: Embracing change and driving adaptation |
2019 |
Chicago, IL |
This presentation introduces four new tools to effectively improve government. The strategic compassthroughput operating system is based on the 5 focusing steps and allows one to focus on what is important and provides organizational alignments. The journey board capacity model illustrates “what good looks like”, visual management, and future reality trees and allows one to focus on goal-setting, responsibility, and accountability. The standard operating procedures - value stream map ensures full-kit, standard work, and best practices while providing common expectations, smooth hand-offs, and flow. These four new tools provide effective visual management. Each is described in detail and illustrated through numerous examples. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2342 |
Conference Proceedings |
Bacelar, Gustavo |
Adaptive sales and operations planning: Embracing change and driving adaptation |
2020 |
Virtual |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Despite an ever-increasing investment in healthcare, lack of capacity and timeliness are still affecting every country. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur in the same problems: high investments and long implementation time. Healthcare organizations that adequately applied the TOC achieved impressive results. A recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Applying TOC basic principles and three POOGIs can be implemented in a few weeks and usually does not require additional cost. TOC principles and POOGIs can be applied in healthcare to address the core conflicts and undesirable effects. Examples include family medicine practice, imaging practice, emergency departments, inpatient bed management, and home care. Video length: 48:41. PDF: 60 slides. |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Long wait lists for appointments, emergency departments crowding, shortages of hospital beds, and cancellations of elective surgeries are some examples of chronic problems. Despite an unprecedented investment in healthcare, lack of capacity and timeliness are still problems that affect every country, even the wealthier. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the core problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur the same problems: high investments and long implementation times. Healthcare organizations that adequately applied the Theory of Constraints (TOC) achieved impressive results. In a recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings), Bacelar, Cox, and Rodrigues (under review) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Furthermore, TOC provided mean reductions of 50% in waiting time and 38% in length of stay, and mean improvements of 43% in elective surgery operations and 31% in throughput. Applying TOC basic principles and three processes of ongoing improvement (POOGIs) can be implemented in a few weeks and usually not require additional cost. Each healthcare environment will have different needs, but TOC principles and POOGI can be applied accordingly to address the core conflicts and undesirable effects (UDEs). Even when a university hospital in Finland applied just the basic principles of TOC, it was possible to achieve a productivity improvement in heart surgery higher than 50%. Other examples include family medicine practice, ophthalmology imaging practice, emergency departments, inpatient bed management, and home care. |
https://www.tocico.org/page/2020ConferenceProceedings |
| 2343 |
Conference Proceedings |
Cox III, James F. |
Boosting rocket production using theory of constraints |
2020 |
Virtual |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Despite an ever-increasing investment in healthcare, lack of capacity and timeliness are still affecting every country. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur in the same problems: high investments and long implementation time. Healthcare organizations that adequately applied the TOC achieved impressive results. A recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Applying TOC basic principles and three POOGIs can be implemented in a few weeks and usually does not require additional cost. TOC principles and POOGIs can be applied in healthcare to address the core conflicts and undesirable effects. Examples include family medicine practice, imaging practice, emergency departments, inpatient bed management, and home care. Video length: 48:41. PDF: 60 slides. |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Long wait lists for appointments, emergency departments crowding, shortages of hospital beds, and cancellations of elective surgeries are some examples of chronic problems. Despite an unprecedented investment in healthcare, lack of capacity and timeliness are still problems that affect every country, even the wealthier. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the core problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur the same problems: high investments and long implementation times. Healthcare organizations that adequately applied the Theory of Constraints (TOC) achieved impressive results. In a recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings), Bacelar, Cox, and Rodrigues (under review) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Furthermore, TOC provided mean reductions of 50% in waiting time and 38% in length of stay, and mean improvements of 43% in elective surgery operations and 31% in throughput. Applying TOC basic principles and three processes of ongoing improvement (POOGIs) can be implemented in a few weeks and usually not require additional cost. Each healthcare environment will have different needs, but TOC principles and POOGI can be applied accordingly to address the core conflicts and undesirable effects (UDEs). Even when a university hospital in Finland applied just the basic principles of TOC, it was possible to achieve a productivity improvement in heart surgery higher than 50%. Other examples include family medicine practice, ophthalmology imaging practice, emergency departments, inpatient bed management, and home care. |
https://www.tocico.org/page/2020ConferenceProceedings |
| 2344 |
Conference Proceedings |
|
Boosting rocket production using theory of constraints |
2020 |
Virtual |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Despite an ever-increasing investment in healthcare, lack of capacity and timeliness are still affecting every country. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur in the same problems: high investments and long implementation time. Healthcare organizations that adequately applied the TOC achieved impressive results. A recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Applying TOC basic principles and three POOGIs can be implemented in a few weeks and usually does not require additional cost. TOC principles and POOGIs can be applied in healthcare to address the core conflicts and undesirable effects. Examples include family medicine practice, imaging practice, emergency departments, inpatient bed management, and home care. Video length: 48:41. PDF: 60 slides. |
The last century was the stage of an impressive evolution in healthcare: we are living longer, and the population is growing. However, these improvements led to a higher and rising demand for healthcare services. Long wait lists for appointments, emergency departments crowding, shortages of hospital beds, and cancellations of elective surgeries are some examples of chronic problems. Despite an unprecedented investment in healthcare, lack of capacity and timeliness are still problems that affect every country, even the wealthier. Current management methods are not providing an effective solution to this crisis. Frequently, the bad/outdated policies that healthcare organizations are using to manage their resources and patient flow are the core problem. Potential solutions, like Lean and Six Sigma, provide limited benefits and still incur the same problems: high investments and long implementation times. Healthcare organizations that adequately applied the Theory of Constraints (TOC) achieved impressive results. In a recent study about TOC in healthcare (based on academic articles and TOCICO video proceedings), Bacelar, Cox, and Rodrigues (under review) reported improvements in productivity – more patients treated – and in the timeliness of care – which leads to better outcomes. Furthermore, TOC provided mean reductions of 50% in waiting time and 38% in length of stay, and mean improvements of 43% in elective surgery operations and 31% in throughput. Applying TOC basic principles and three processes of ongoing improvement (POOGIs) can be implemented in a few weeks and usually not require additional cost. Each healthcare environment will have different needs, but TOC principles and POOGI can be applied accordingly to address the core conflicts and undesirable effects (UDEs). Even when a university hospital in Finland applied just the basic principles of TOC, it was possible to achieve a productivity improvement in heart surgery higher than 50%. Other examples include family medicine practice, ophthalmology imaging practice, emergency departments, inpatient bed management, and home care. |
https://www.tocico.org/page/2020ConferenceProceedings |
| 2345 |
Conference Proceedings |
Gupta, Avneesh |
Boosting operational performance with the theory of constraints |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2346 |
Conference Proceedings |
Banka, Vivek |
Boosting operational performance with the theory of constraints |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2347 |
Conference Proceedings |
Singh, Om Prakash Kumar |
CASH – The new constraint |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2348 |
Conference Proceedings |
Patnaik, Amit |
CASH – The new constraint |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2349 |
Conference Proceedings |
Singh, Prakash |
Theory of constraints - A success in open pit mining |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2350 |
Conference Proceedings |
|
Theory of constraints - A success in open pit mining |
2020 |
Virtual |
Avneesh Gupta presents an overview of the Tata Steel journey then three case studies are presented. Video 1: Video length: 26:27. PDF slide 1-11.
CASE STUDY 1
Banka, Vivek and Singh, Om Prakash Kumar. Pushing beyond limits (Achieving world benchmark using CCPM)
Tata Steel Ltd, Jamshedpur, LD#1 is the long product division. LD1 having 3 billet casters, CC1, 2&3. CC2 production is 1.26 mtpa it‚ the best among LD1 Caster. Turret is the equipment which is used to exchange the ladle and keep the continuous casting of billets. Due to Logistic problem, CC2 Turret is very complex in design and its non-conventional independent arm type Turret. This Turret has two slew bearing & it facilitates rotation of turret arm with 300 tons load. Due to its life, bearing needed a replacement. Video 1. Video length: 26:28-56:57. PDF slide start: 12-51.
CASH STUDY 2
Patnaik, Amit and Singh, Prakash. What could not have been done in 6 years, lets do it in 6 months! (Application of TOC ‘Change Matrix Cloud Process in Human Resource Management -Capability Development)
There was gap of 18KT in performance of supplies of Medium Carbon-High Carbon(MCHC) to Market in FY 18. MCHC Corten is considered to be high Margin Product while at the same time it is very difficult grade to cast and roll. Availability of the grade is restricted due to: i) Casting in Narrow Width‚ (Requirement of Hot Strip Mill ii) Slow Casting Speed---Affects Caster Throughput iii) Requirement of Hot Charge. To avoid Slab crack and scrapping of slabs. Presentation describes how Five focussing Steps is used to identify constraint and Undesirable Effect which affects the performance. Video 2: 0 to 23:26. PDF slides: 1-15.
CASE STUDY 3
Patnaik, Amit. “Niche Product vs Regular Product” – Dilemma resolved through application of TOC-Thinking Process (Increase in production of value added products to serve market demand)
ECBS is Enterprise Capability Building System, introduced in 2012 in Tata Steel with an objective to develop and use a scientific method for assessing desired and present knowledge/skill level of individual employees to identify their training needs as well as evaluate the effectiveness of training process. Even after 6 yrs of introduction of this concept the penetration at Raw Material (RM) locations was merely at 33% level (H1 FY19). TOC project was taken to enhance ECBS performance to 100% in 2 years span. TOC Change Matrix Cloud Process was used to resolve the conflict and verbalize all the Yes and buts‚ that need to be addressed to move from a half-baked‚ to a fully-baked, win-win solution. Video 2: start 23:27-57:02. PDF slide start: 16-46. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2351 |
Conference Proceedings |
Ling, Richard (Dick) C. |
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
Are you looking to dramatically change the trajectory of your organization and overhaul the way your business connects strategy to operations, and operations to strategy? This session will explore what remains the same, what is new, and what is now possible in S&OP. The presentation led by Dick Ling and Carol Ptak will provide a review of the history of S&OP and its primary objectives, and will outline the prerequisites of relevant information that will put a company on a path of growth. It will also introduce the principals of the Demand Driven Demand Adaptive Enterprise Model that spans the operational, tactical, and strategic ranges of an organization, enabling it to continuously and successfully adapt to complex and volatile supply chains. Video length: 45:18. PDF: 17 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2352 |
Conference Proceedings |
Ptak, Carol |
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
Are you looking to dramatically change the trajectory of your organization and overhaul the way your business connects strategy to operations, and operations to strategy? This session will explore what remains the same, what is new, and what is now possible in S&OP. The presentation led by Dick Ling and Carol Ptak will provide a review of the history of S&OP and its primary objectives, and will outline the prerequisites of relevant information that will put a company on a path of growth. It will also introduce the principals of the Demand Driven Demand Adaptive Enterprise Model that spans the operational, tactical, and strategic ranges of an organization, enabling it to continuously and successfully adapt to complex and volatile supply chains. Video length: 45:18. PDF: 17 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2353 |
Conference Proceedings |
|
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
Are you looking to dramatically change the trajectory of your organization and overhaul the way your business connects strategy to operations, and operations to strategy? This session will explore what remains the same, what is new, and what is now possible in S&OP. The presentation led by Dick Ling and Carol Ptak will provide a review of the history of S&OP and its primary objectives, and will outline the prerequisites of relevant information that will put a company on a path of growth. It will also introduce the principals of the Demand Driven Demand Adaptive Enterprise Model that spans the operational, tactical, and strategic ranges of an organization, enabling it to continuously and successfully adapt to complex and volatile supply chains. Video length: 45:18. PDF: 17 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2354 |
Conference Proceedings |
Jauffret, Christine |
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
EuroCryospace is a subsidiary of Air Liquide and Ariane Group based in Les Moureaux, France. The company manufactures the main “stage one” cryogenic tank for the Ariane 5 rockets. Facing difficulties to meet the customers need and changes in external & internal context of the aerospace activity, the situation prompted the facility to implement the theory of constraints at the end of 2016 in order to increase the production rates. Initially, Eurocryospaces teams worked on identifying the bottleneck of the company: the welding bench appeared to be the constraint as its productivity did not meet the customers needs. Then the teams planned and scheduled the bottleneck activities by applying Critical Chain Project Management principles, also called CCPM (focused durations, buffer to protect the lead time, monitoring using a fever chart). In parallel, silos between services have been reduced: for instance to improve the performance of the reception quality control, using controllers from other areas. Quick results came in: the waiting time at reception quality control has been reduced by 85%; the outstanding bottleneck of the sections has been reduced by 60%,; the delivery rate of the tanks has been increased by 25%.
Video length: 41:53. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2355 |
Conference Proceedings |
|
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
EuroCryospace is a subsidiary of Air Liquide and Ariane Group based in Les Moureaux, France. The company manufactures the main “stage one” cryogenic tank for the Ariane 5 rockets. Facing difficulties to meet the customers need and changes in external & internal context of the aerospace activity, the situation prompted the facility to implement the theory of constraints at the end of 2016 in order to increase the production rates. Initially, Eurocryospaces teams worked on identifying the bottleneck of the company: the welding bench appeared to be the constraint as its productivity did not meet the customers needs. Then the teams planned and scheduled the bottleneck activities by applying Critical Chain Project Management principles, also called CCPM (focused durations, buffer to protect the lead time, monitoring using a fever chart). In parallel, silos between services have been reduced: for instance to improve the performance of the reception quality control, using controllers from other areas. Quick results came in: the waiting time at reception quality control has been reduced by 85%; the outstanding bottleneck of the sections has been reduced by 60%,; the delivery rate of the tanks has been increased by 25%.
Video length: 41:53. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2356 |
Conference Proceedings |
Bisson, Eric |
How TOC dramatically improved the delivery of chemotherapy treatments in a large public hospital |
2020 |
Virtual |
McDonalds in France have over 1,400 restaurants. The French market is recognized as the most difficult market in the world because clients eat at very specific times and the culinary expectations are very high. It has for many years been one of the most innovative of McDonalds markets. When rolling out the new “Made for You” global operational model they took the opportunity to rethink how they managed operations in their restaurants. Using a mixture of theory of constraints, lean and common sense they redefined how they managed flow. As a result, client service times were significantly reduced and global efficiency increased. It also made their process robust, easily absorbing micro rushes that had historically been significant disrupting factors. The design of the new system will be described as well as the challenge of rolling it out to tens of thousands of people in many small facilities and how, after this successful proof of concept in a very demanding environment, it was decided to implement this approach in other geographies. It will highlight among other things what it means to apply the theory of constraints in this kind of services industry. Video length: 39:37. PDF: 82 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2357 |
Conference Proceedings |
|
Smash the bottleneck: Fixing patient flow - A providers guide to TOC in health care |
2020 |
Virtual |
McDonalds in France have over 1,400 restaurants. The French market is recognized as the most difficult market in the world because clients eat at very specific times and the culinary expectations are very high. It has for many years been one of the most innovative of McDonalds markets. When rolling out the new “Made for You” global operational model they took the opportunity to rethink how they managed operations in their restaurants. Using a mixture of theory of constraints, lean and common sense they redefined how they managed flow. As a result, client service times were significantly reduced and global efficiency increased. It also made their process robust, easily absorbing micro rushes that had historically been significant disrupting factors. The design of the new system will be described as well as the challenge of rolling it out to tens of thousands of people in many small facilities and how, after this successful proof of concept in a very demanding environment, it was decided to implement this approach in other geographies. It will highlight among other things what it means to apply the theory of constraints in this kind of services industry. Video length: 39:37. PDF: 82 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2358 |
Conference Proceedings |
Abuhab, Miguel |
Smash the bottleneck: Fixing patient flow - A providers guide to TOC in health care |
2020 |
Virtual |
Once most of the companies were impacted by pandemic, cash became the new constraint. In this presentation Abuhab will talk about how manufacturers and retailers used to exploit their past constraints and how to exploit the new constraint. Video length: 1:00:07. PDF: 32 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2359 |
Conference Proceedings |
|
Smash the bottleneck: Fixing patient flow - A providers guide to TOC in health care |
2020 |
Virtual |
Once most of the companies were impacted by pandemic, cash became the new constraint. In this presentation Abuhab will talk about how manufacturers and retailers used to exploit their past constraints and how to exploit the new constraint. Video length: 1:00:07. PDF: 32 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2360 |
Conference Proceedings |
Ngcangca, Siyabulela |
How to take a TOC journey from build to capitalize-pivoting a business offering due to COVID |
2020 |
Virtual |
The presentation title is ""Theory of Constraints - A success in open pit mining"". For years the mining industry has been struggling due to higher operational cost and lower commodity prices. This has really resulted in closure of many mines and many jobs were lost. In a continent like Africa this has played out to be a serious problem knowing their circumstances. Every job kept in Africa feeds 10 more people. Mining has been the back bone of many African countries economic growth. TOC has proved to be one of the best solutions that should be implemented by mining companies to improve productivity and essentially increase profits in Africa. The research objective here is to analyse and trace the dramatic improvements and where theory of constraints was successfully implemented in south African mines. The following specific objectives will assist in comprehending this research model all the more: To assess knowledge levels on TOC of mining companies which executed theory of constraints; To assess the effect of the TOC when applied in mining companies; To analyse the dramatic change after the implementation of the TOC; To analyse the whole process i.e. before, during and after the implementation of TOC. Video length: 46:07. PDF: 35 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2361 |
Conference Proceedings |
|
How to take a TOC journey from build to capitalize-pivoting a business offering due to COVID |
2020 |
Virtual |
The presentation title is ""Theory of Constraints - A success in open pit mining"". For years the mining industry has been struggling due to higher operational cost and lower commodity prices. This has really resulted in closure of many mines and many jobs were lost. In a continent like Africa this has played out to be a serious problem knowing their circumstances. Every job kept in Africa feeds 10 more people. Mining has been the back bone of many African countries economic growth. TOC has proved to be one of the best solutions that should be implemented by mining companies to improve productivity and essentially increase profits in Africa. The research objective here is to analyse and trace the dramatic improvements and where theory of constraints was successfully implemented in south African mines. The following specific objectives will assist in comprehending this research model all the more: To assess knowledge levels on TOC of mining companies which executed theory of constraints; To assess the effect of the TOC when applied in mining companies; To analyse the dramatic change after the implementation of the TOC; To analyse the whole process i.e. before, during and after the implementation of TOC. Video length: 46:07. PDF: 35 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2362 |
Conference Proceedings |
Mabin, Vicky |
Improving service delivery fast: Lessons from 15 years of implementing TOC in service organisations |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2363 |
Conference Proceedings |
Yee, Julie |
Improving service delivery fast: Lessons from 15 years of implementing TOC in service organisations |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2364 |
Conference Proceedings |
Caldwell, Vanessa |
Improving service delivery fast: Lessons from 15 years of implementing TOC in service organisations |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2365 |
Conference Proceedings |
Babington, Sally |
Building a bridge of understanding |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2366 |
Conference Proceedings |
Moore, Robyn |
Building a bridge of understanding |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2367 |
Conference Proceedings |
|
The process of ongoing improvement for profit |
2020 |
Virtual |
Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters. Video length: 50:32. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2368 |
Conference Proceedings |
Strear, Christopher |
The process of ongoing improvement for profit |
2020 |
Virtual |
In this presentation, we will show the results of the collaboration between a medical practitioner, Christopher Strear, and an academic, Danilo Sirias, proposing a practical approach to implementing TOC to improve patient flow. This collaboration started after Chris, without any TOC training (just reading the Goal), applied the 5FS to a hospital where inpatient lengths of stay were too long, and the ED was closed to ambulance traffic for 60 hours every month, on average, due to overcrowding. Within months of applying TOC to the hospitals system, they had virtually eliminated ambulance diversion. Their rates of patients who left without being seen rate in the ED fell sharply, and inpatient length of stay was reduced to levels below the national benchmark. This was accomplished during a devastating influenza epidemic, a period of record ED patient volumes, record ambulance traffic, and record numbers of admissions. Danilo found this case while doing a literature review of TOC cases in healthcare and contacted Chris. For years, they had many conversations about the potential applications of TOC to improve patient flow and the idea of writing a book was born. They recently published their work: Smash the Bottleneck: Fixing Patient Flow for Better Care. Video length: 59:20. PDF: 176 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2369 |
Conference Proceedings |
Sirias, Danilo |
The process of ongoing improvement for profit |
2020 |
Virtual |
In this presentation, we will show the results of the collaboration between a medical practitioner, Christopher Strear, and an academic, Danilo Sirias, proposing a practical approach to implementing TOC to improve patient flow. This collaboration started after Chris, without any TOC training (just reading the Goal), applied the 5FS to a hospital where inpatient lengths of stay were too long, and the ED was closed to ambulance traffic for 60 hours every month, on average, due to overcrowding. Within months of applying TOC to the hospitals system, they had virtually eliminated ambulance diversion. Their rates of patients who left without being seen rate in the ED fell sharply, and inpatient length of stay was reduced to levels below the national benchmark. This was accomplished during a devastating influenza epidemic, a period of record ED patient volumes, record ambulance traffic, and record numbers of admissions. Danilo found this case while doing a literature review of TOC cases in healthcare and contacted Chris. For years, they had many conversations about the potential applications of TOC to improve patient flow and the idea of writing a book was born. They recently published their work: Smash the Bottleneck: Fixing Patient Flow for Better Care. Video length: 59:20. PDF: 176 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2370 |
Conference Proceedings |
|
Managing the TOC way: how to stop warring divisions & work together to reach the goal |
2020 |
Virtual |
In this presentation, we will show the results of the collaboration between a medical practitioner, Christopher Strear, and an academic, Danilo Sirias, proposing a practical approach to implementing TOC to improve patient flow. This collaboration started after Chris, without any TOC training (just reading the Goal), applied the 5FS to a hospital where inpatient lengths of stay were too long, and the ED was closed to ambulance traffic for 60 hours every month, on average, due to overcrowding. Within months of applying TOC to the hospitals system, they had virtually eliminated ambulance diversion. Their rates of patients who left without being seen rate in the ED fell sharply, and inpatient length of stay was reduced to levels below the national benchmark. This was accomplished during a devastating influenza epidemic, a period of record ED patient volumes, record ambulance traffic, and record numbers of admissions. Danilo found this case while doing a literature review of TOC cases in healthcare and contacted Chris. For years, they had many conversations about the potential applications of TOC to improve patient flow and the idea of writing a book was born. They recently published their work: Smash the Bottleneck: Fixing Patient Flow for Better Care. Video length: 59:20. PDF: 176 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2371 |
Conference Proceedings |
Steyn, Johan |
Managing the TOC way: how to stop warring divisions & work together to reach the goal |
2020 |
Virtual |
Aerosud is a fully and explicitly theory of constraints company from operational flow management on the shop floor to its strategy described in the form of a goal tree. The company, based in South Africa, produces aeronautical equipment for Boeing, Airbus and other key actors. Their TOC journey started in 2010. It first applied TOC to its supply chain and manufacturing with great success. It later implemented critical chain project management to its new product development and broke the world record in performance finishing 98% of its projects on time. It then applied the logical thinking processes to redefine its strategy and launch a new service offering. Then in March 2020 the Covid-19 pandemic struck them and the aeronautical industry. Their response was to trigger and co-lead a South African initiative to rapidly develop the products that the country needed to face the crisis. Today they have repositioned themselves to continue to thrive in the new context. Video length: 51:40. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2372 |
Conference Proceedings |
|
Managing the TOC way: how to stop warring divisions & work together to reach the goal |
2020 |
Virtual |
Aerosud is a fully and explicitly theory of constraints company from operational flow management on the shop floor to its strategy described in the form of a goal tree. The company, based in South Africa, produces aeronautical equipment for Boeing, Airbus and other key actors. Their TOC journey started in 2010. It first applied TOC to its supply chain and manufacturing with great success. It later implemented critical chain project management to its new product development and broke the world record in performance finishing 98% of its projects on time. It then applied the logical thinking processes to redefine its strategy and launch a new service offering. Then in March 2020 the Covid-19 pandemic struck them and the aeronautical industry. Their response was to trigger and co-lead a South African initiative to rapidly develop the products that the country needed to face the crisis. Today they have repositioned themselves to continue to thrive in the new context. Video length: 51:40. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2373 |
Conference Proceedings |
Steenpoorte, Hans |
Anchor points: Navigating oceans of data to drive to the goal |
2020 |
Virtual |
The service landscape is huge and heterogeneous. A sizeable part of it are not for profit service organisations, like: child protection, relief work, mental health care, health service organisations, communal/governmental services, legal services, and internal service providers (legal, HR, IT etc.). Although quite diverse, these organisations seem to have similar symptoms (UDEs): long waiting lists, long lead times, pressure to start new services immediately/fast, high wip, high perceived work pressure, inconsistent quality, and friction between workers/disciplines. Over the last 14 years, Hans and Michel have done dozens of implementations in similar service organisations. Today, they will share with you: how to create rapid insight into WIP (distribution) and lead-times from their primary system; how to create management reports and buffer management lists to speed up completion; how to drastically cut WIP (‘intermediate sprint) and keep it down; how to eliminate waiting lists; how to create consistent quality of semis and end products; how to improve financial health by understanding and improving T vs. OE; how to increase output. Video length: 59:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2374 |
Conference Proceedings |
Stijlen, Michel |
Anchor points: Navigating oceans of data to drive to the goal |
2020 |
Virtual |
The service landscape is huge and heterogeneous. A sizeable part of it are not for profit service organisations, like: child protection, relief work, mental health care, health service organisations, communal/governmental services, legal services, and internal service providers (legal, HR, IT etc.). Although quite diverse, these organisations seem to have similar symptoms (UDEs): long waiting lists, long lead times, pressure to start new services immediately/fast, high wip, high perceived work pressure, inconsistent quality, and friction between workers/disciplines. Over the last 14 years, Hans and Michel have done dozens of implementations in similar service organisations. Today, they will share with you: how to create rapid insight into WIP (distribution) and lead-times from their primary system; how to create management reports and buffer management lists to speed up completion; how to drastically cut WIP (‘intermediate sprint) and keep it down; how to eliminate waiting lists; how to create consistent quality of semis and end products; how to improve financial health by understanding and improving T vs. OE; how to increase output. Video length: 59:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2375 |
Conference Proceedings |
|
Cash crisis with Covid-19 and what to do & and what not to do |
2020 |
Virtual |
The service landscape is huge and heterogeneous. A sizeable part of it are not for profit service organisations, like: child protection, relief work, mental health care, health service organisations, communal/governmental services, legal services, and internal service providers (legal, HR, IT etc.). Although quite diverse, these organisations seem to have similar symptoms (UDEs): long waiting lists, long lead times, pressure to start new services immediately/fast, high wip, high perceived work pressure, inconsistent quality, and friction between workers/disciplines. Over the last 14 years, Hans and Michel have done dozens of implementations in similar service organisations. Today, they will share with you: how to create rapid insight into WIP (distribution) and lead-times from their primary system; how to create management reports and buffer management lists to speed up completion; how to drastically cut WIP (‘intermediate sprint) and keep it down; how to eliminate waiting lists; how to create consistent quality of semis and end products; how to improve financial health by understanding and improving T vs. OE; how to increase output. Video length: 59:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2376 |
Conference Proceedings |
Surace, Rocco |
Cash crisis with Covid-19 and what to do & and what not to do |
2020 |
Virtual |
Business, the sciences, organizations, societies and individuals are embedded and invested in norms, rules, regulations and controls that are valid and needed if for no other reason that anarchy cannot be an option. History is full of both great and disappointing lessons of new discoveries having great difficulty in gaining acceptance, even when the results have been demonstrated, without dispute. There are many instances where "the rules" are applied broadly in ways never intended. There are many instances in which the original reasons for "the rules" no longer exist, yet these rules are firmly embedded in behavior, policies and even laws. This session will demonstrate the thinking that is required of the change agent to bring their targeted audience on the journey that will include BUILDING A BRIDGE OF UNDERSTANDING so that one can feel safe on their journey to acceptance. Video length: 52:04. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2377 |
Conference Proceedings |
|
Weekly review - An alternative review process |
2020 |
Virtual |
Business, the sciences, organizations, societies and individuals are embedded and invested in norms, rules, regulations and controls that are valid and needed if for no other reason that anarchy cannot be an option. History is full of both great and disappointing lessons of new discoveries having great difficulty in gaining acceptance, even when the results have been demonstrated, without dispute. There are many instances where "the rules" are applied broadly in ways never intended. There are many instances in which the original reasons for "the rules" no longer exist, yet these rules are firmly embedded in behavior, policies and even laws. This session will demonstrate the thinking that is required of the change agent to bring their targeted audience on the journey that will include BUILDING A BRIDGE OF UNDERSTANDING so that one can feel safe on their journey to acceptance. Video length: 52:04. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2378 |
Conference Proceedings |
Stillahn, Brad |
Weekly review - An alternative review process |
2020 |
Virtual |
“Anything that improves the bottom line is an improvement,” Dr. Goldratt said. “Anything else is an ego trip.” TOC defines three ways by which an organization can enact POOGI: 1) the five focusing steps, 2) the change question sequence and 3) buffer management. Think of these items, and all the many derivations of buffer management. Do you notice something? There is no POOGI dedicated to the goal – making money now and in the future. Theres POOGI for production, projects, distribution, but theres not one specifically dedicated to profit. One could even argue all existing forms of POOGI, while great unto themselves, are actually local optima. You can be in the green zone of existing buffers all the while losing money. How can we be led to say theres nothing to improve? How can this be? Why is there no POOGI for profit, when profit is the goal? Did we in the TOC community commit the very sin we rail against? We think so. However, we have found the way. We learned how to institute POOGI for profit, and thats what were going to unveil in this presentation. Well demonstrate how using the concepts from throughput accounting a process of ongoing improvement can be instituted that enables companies to maximize their profitability. Video length: 59:54. PDF: 48 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2379 |
Conference Proceedings |
Ganas, Beau |
How lead and lag measures are vital for rapid implementations |
2020 |
Virtual |
“Anything that improves the bottom line is an improvement,” Dr. Goldratt said. “Anything else is an ego trip.” TOC defines three ways by which an organization can enact POOGI: 1) the five focusing steps, 2) the change question sequence and 3) buffer management. Think of these items, and all the many derivations of buffer management. Do you notice something? There is no POOGI dedicated to the goal – making money now and in the future. Theres POOGI for production, projects, distribution, but theres not one specifically dedicated to profit. One could even argue all existing forms of POOGI, while great unto themselves, are actually local optima. You can be in the green zone of existing buffers all the while losing money. How can we be led to say theres nothing to improve? How can this be? Why is there no POOGI for profit, when profit is the goal? Did we in the TOC community commit the very sin we rail against? We think so. However, we have found the way. We learned how to institute POOGI for profit, and thats what were going to unveil in this presentation. Well demonstrate how using the concepts from throughput accounting a process of ongoing improvement can be instituted that enables companies to maximize their profitability. Video length: 59:54. PDF: 48 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2380 |
Conference Proceedings |
|
How lead and lag measures are vital for rapid implementations |
2020 |
Virtual |
“Anything that improves the bottom line is an improvement,” Dr. Goldratt said. “Anything else is an ego trip.” TOC defines three ways by which an organization can enact POOGI: 1) the five focusing steps, 2) the change question sequence and 3) buffer management. Think of these items, and all the many derivations of buffer management. Do you notice something? There is no POOGI dedicated to the goal – making money now and in the future. Theres POOGI for production, projects, distribution, but theres not one specifically dedicated to profit. One could even argue all existing forms of POOGI, while great unto themselves, are actually local optima. You can be in the green zone of existing buffers all the while losing money. How can we be led to say theres nothing to improve? How can this be? Why is there no POOGI for profit, when profit is the goal? Did we in the TOC community commit the very sin we rail against? We think so. However, we have found the way. We learned how to institute POOGI for profit, and thats what were going to unveil in this presentation. Well demonstrate how using the concepts from throughput accounting a process of ongoing improvement can be instituted that enables companies to maximize their profitability. Video length: 59:54. PDF: 48 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2381 |
Conference Proceedings |
Stillahn, Brad |
Crucial lessons from the Covid pandemic |
2020 |
Virtual |
This action-packed presentation is designed specifically for the leaders of corporate divisions or business units who want to rise above the normal process of sand bagging at budget time and praying at year-end for a “miracle adjustment” to only achieve so-so results. We are going to tell you how to add – at least – 5 percentage points (not a measly 5%) straight to your bottom-line – in the next twelve months, not in some distant, promised, never to be seen future. This hardcore, results-focused presentation is for managers that want to make real money, take control and get real results. If you implement what we discuss in this presentation, you can beat the budget and wont have to rely on excuses at review time ever again. Youre going to know exactly where you stand and where you need to go to produce the results you want. You can be the envy of your peers and held up as a star performer, year after year. You see, the tools of TOC should be used for making money, now and in the future. They should not be used to improve flow, lead-times, quality, process or anything else. Those are positive side-effects. The reason the tools exist are to be used to make more money, now and in the future. As Dr. Goldratt said, “Anything that improves the bottom line is an improvement. Anything else is an ego trip.” We couldnt agree more and thats exactly what were talking about in this presentation: improving the bottom line. So, leave your ego at the door. With Throughput Accounting, the real situation is brought into focus and what emerges is the unavoidable truth. Knowing the real numbers that Throughput Accounting provides allows one to take control and dictate their future, not simply unintentionally reacting to events deemed beyond their control. Video length: 1:00:00. PDF: 55 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2382 |
Conference Proceedings |
Ganas, Beau |
Crucial lessons from the Covid pandemic |
2020 |
Virtual |
This action-packed presentation is designed specifically for the leaders of corporate divisions or business units who want to rise above the normal process of sand bagging at budget time and praying at year-end for a “miracle adjustment” to only achieve so-so results. We are going to tell you how to add – at least – 5 percentage points (not a measly 5%) straight to your bottom-line – in the next twelve months, not in some distant, promised, never to be seen future. This hardcore, results-focused presentation is for managers that want to make real money, take control and get real results. If you implement what we discuss in this presentation, you can beat the budget and wont have to rely on excuses at review time ever again. Youre going to know exactly where you stand and where you need to go to produce the results you want. You can be the envy of your peers and held up as a star performer, year after year. You see, the tools of TOC should be used for making money, now and in the future. They should not be used to improve flow, lead-times, quality, process or anything else. Those are positive side-effects. The reason the tools exist are to be used to make more money, now and in the future. As Dr. Goldratt said, “Anything that improves the bottom line is an improvement. Anything else is an ego trip.” We couldnt agree more and thats exactly what were talking about in this presentation: improving the bottom line. So, leave your ego at the door. With Throughput Accounting, the real situation is brought into focus and what emerges is the unavoidable truth. Knowing the real numbers that Throughput Accounting provides allows one to take control and dictate their future, not simply unintentionally reacting to events deemed beyond their control. Video length: 1:00:00. PDF: 55 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2383 |
Conference Proceedings |
|
TOC and Blue Ocean Shift: A perfect match |
2020 |
Virtual |
This action-packed presentation is designed specifically for the leaders of corporate divisions or business units who want to rise above the normal process of sand bagging at budget time and praying at year-end for a “miracle adjustment” to only achieve so-so results. We are going to tell you how to add – at least – 5 percentage points (not a measly 5%) straight to your bottom-line – in the next twelve months, not in some distant, promised, never to be seen future. This hardcore, results-focused presentation is for managers that want to make real money, take control and get real results. If you implement what we discuss in this presentation, you can beat the budget and wont have to rely on excuses at review time ever again. Youre going to know exactly where you stand and where you need to go to produce the results you want. You can be the envy of your peers and held up as a star performer, year after year. You see, the tools of TOC should be used for making money, now and in the future. They should not be used to improve flow, lead-times, quality, process or anything else. Those are positive side-effects. The reason the tools exist are to be used to make more money, now and in the future. As Dr. Goldratt said, “Anything that improves the bottom line is an improvement. Anything else is an ego trip.” We couldnt agree more and thats exactly what were talking about in this presentation: improving the bottom line. So, leave your ego at the door. With Throughput Accounting, the real situation is brought into focus and what emerges is the unavoidable truth. Knowing the real numbers that Throughput Accounting provides allows one to take control and dictate their future, not simply unintentionally reacting to events deemed beyond their control. Video length: 1:00:00. PDF: 55 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2384 |
Conference Proceedings |
Hoefle, Wiliam |
TOC and Blue Ocean Shift: A perfect match |
2020 |
Virtual |
The anchor points concept combines the best of theory of constraints and other methodologies such as lean, within the context of getting back to focus in managing and competing successfully in industry. In the ever deepening oceans of data and fast paced currents of change, how do we identify and exploit solid (Anchor) points of information, metrics, and measurements relevant for good decision making? Like a ship in fast moving water, we must identify those relatively few critical points which can keep us in control, and off the rocks. The questions of “what to change”, “to what to change”, and “how to cause the change” are demonstrated and answered via an theoretical case study, amalgamated from several real life applications. At its core, anchor points is about getting back to basics - utilizing the throughput accounting measures of throughput (T), inventory (I) and operating expenses (OE), and merging them with lean flow and drum-buffer-rope and other TOC tactical applications, the approach centers on focus and the need to ignore most of what is going on around you and subordinate it to the critical, solid anchor points of information. T, I and OE factor dashboards vs. segmented KPIs - real actionable anchor points of information, not terabytes of data in ERP systems. In todays world of always on global presence, matrix organizations, multiple software systems and far too many KPIs to count, many organizations have lost their way and are floundering in on time delivery, cost, pricing, and market share. What is worse, in our efforts to bring our large systems under control, we continue to break them up into more and more pieces delivering to one another ... creating misalignment, internal conflicts, conflicting KPIs, adding cost and lengthening development and supply chains unnecessarily. This presentation focuses on root causes of existing issues in manufacturing, the false belief that the west cannot afford to compete in manufacturing due to labour costs, how to get our systems focused and back under control --- utilizing proven TOC approaches such as drum buffer rope, critical chain and throughput accounting. Video length: 59:00. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2385 |
Conference Proceedings |
|
Golden goose: Use your clients' interference diagram to hatch a goal tree |
2020 |
Virtual |
The anchor points concept combines the best of theory of constraints and other methodologies such as lean, within the context of getting back to focus in managing and competing successfully in industry. In the ever deepening oceans of data and fast paced currents of change, how do we identify and exploit solid (Anchor) points of information, metrics, and measurements relevant for good decision making? Like a ship in fast moving water, we must identify those relatively few critical points which can keep us in control, and off the rocks. The questions of “what to change”, “to what to change”, and “how to cause the change” are demonstrated and answered via an theoretical case study, amalgamated from several real life applications. At its core, anchor points is about getting back to basics - utilizing the throughput accounting measures of throughput (T), inventory (I) and operating expenses (OE), and merging them with lean flow and drum-buffer-rope and other TOC tactical applications, the approach centers on focus and the need to ignore most of what is going on around you and subordinate it to the critical, solid anchor points of information. T, I and OE factor dashboards vs. segmented KPIs - real actionable anchor points of information, not terabytes of data in ERP systems. In todays world of always on global presence, matrix organizations, multiple software systems and far too many KPIs to count, many organizations have lost their way and are floundering in on time delivery, cost, pricing, and market share. What is worse, in our efforts to bring our large systems under control, we continue to break them up into more and more pieces delivering to one another ... creating misalignment, internal conflicts, conflicting KPIs, adding cost and lengthening development and supply chains unnecessarily. This presentation focuses on root causes of existing issues in manufacturing, the false belief that the west cannot afford to compete in manufacturing due to labour costs, how to get our systems focused and back under control --- utilizing proven TOC approaches such as drum buffer rope, critical chain and throughput accounting. Video length: 59:00. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2386 |
Conference Proceedings |
Gilani, Ravi |
Golden goose: Use your clients' interference diagram to hatch a goal tree |
2020 |
Virtual |
We are experiencing a unique situation that no one could have visualized that the whole world would be at an almost stand still for months altogether. This has resulted in an extreme disruptions for both material and services. In turn these disruptions have created shortages of input materials. Almost all organizations require more than one input material to manufacture finished products. And a shortage of just one input material does not permit making of the finished product. Of course there can be no sale without dispatches. Accordingly disruption in supply of just one part is enough to shrink sales, throughput, and profits significantly. Since supply chain disruptions would create shortages of parts, On Time In Full (OTIF) delivery performance would also be impacted negatively. In turn customers will find justification in delaying the payments. Reduction in profits along with increased working capital required will squeeze cash even more. We all know that the very first step in improving any system is to identify the systems constraint. In my assessment more than 50% of the organizations in the world will have a constraint in CASH, another 30-35% in supplies, about 10% in orders, and a few 5-10% in operations. Incidentally even organizations that currently do not have a constraint in cash may get into cash constraint subsequently since sales, profits, & cash inflows are likely to go down. Accordingly managing cash will be of extreme importance irrespective of the current constraint. To overcome the above, this presentation will share:: changes required in measurements and policies; use of concept of cash velocity for deciding corrective actions; cash as protective capacity; practical tips for- reducing inventories, and account receivables and managing suppliers with limited cash; collecting additional funds from disputed amounts; increasing throughput through cash velocity based product selection; converting some of the OE into variable expenses; and creating additional credit opportunities. Video length: 1:00. PDF: 22 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2387 |
Conference Proceedings |
|
Flourish or perish, the 5E model for growth and well-being |
2020 |
Virtual |
We are experiencing a unique situation that no one could have visualized that the whole world would be at an almost stand still for months altogether. This has resulted in an extreme disruptions for both material and services. In turn these disruptions have created shortages of input materials. Almost all organizations require more than one input material to manufacture finished products. And a shortage of just one input material does not permit making of the finished product. Of course there can be no sale without dispatches. Accordingly disruption in supply of just one part is enough to shrink sales, throughput, and profits significantly. Since supply chain disruptions would create shortages of parts, On Time In Full (OTIF) delivery performance would also be impacted negatively. In turn customers will find justification in delaying the payments. Reduction in profits along with increased working capital required will squeeze cash even more. We all know that the very first step in improving any system is to identify the systems constraint. In my assessment more than 50% of the organizations in the world will have a constraint in CASH, another 30-35% in supplies, about 10% in orders, and a few 5-10% in operations. Incidentally even organizations that currently do not have a constraint in cash may get into cash constraint subsequently since sales, profits, & cash inflows are likely to go down. Accordingly managing cash will be of extreme importance irrespective of the current constraint. To overcome the above, this presentation will share:: changes required in measurements and policies; use of concept of cash velocity for deciding corrective actions; cash as protective capacity; practical tips for- reducing inventories, and account receivables and managing suppliers with limited cash; collecting additional funds from disputed amounts; increasing throughput through cash velocity based product selection; converting some of the OE into variable expenses; and creating additional credit opportunities. Video length: 1:00. PDF: 22 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2388 |
Conference Proceedings |
Gilani, Ravi |
Flourish or perish, the 5E model for growth and well-being |
2020 |
Virtual |
The only purpose of any review, similar to measurements purpose, is to help take better decisions. Most organizations measure a large number of parameters, and typically review monthly. Since the only purpose of review is to take decisions for corrective actions, the monthly review frequency for a large majority of organizations is not appropriate due to the long period between incidence time and corrective action. In my 20+ years experienceof helping organizations for achieving quantum improvement, one common practice has been a weekly review process. Typically the CEO and the direct reports of the CEO / all functional heads / business heads constitute the review team. In the weekly reviews, we review not only the planned and actual results, but also review the trend of the previous 13 week moving average. The 13-week moving average helps in overcoming resistance layer 1 i.e. not accepting the problem. Weekly reviews shrink the time between incidence and corrective action. It also helps develop capabilities of review team members to train them as potential CEOs. Faster reviews along with faster corrective actions generate faster results. Weekly reviews help participants understand the cause-and-effect relationships between different parts of the organization to help increase achievement of the organizational goal. Understanding cause and effect between different functions help reduce local optimization. Reduction in local optimization, in turn, helps increase organizational goal units. Increased organizational performance increases teamwork between different functions / business units. Sharing below the experience of Mr. Mahesh Sharma CEO Flexituff International. The weekly planning vis-a-vis earlier monthly scheduling is perhaps the single biggest change in our approach towards production planning dispatch scheduling and receiveable collection that seemingly has changed our entire working focus. First time, in the month of July 2013, we did not observe month-end syndrome where over 40% dispatchs used to take place in the last week. (The functional heads though now complain of having shifted month-end pressure to now weekend pressure as throughput is measured and monitored at the end of each week!). Weekly planning is resulting in more dispatches and higher payment collection. Video length: 1:00:31. PDF: 16 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2389 |
Conference Proceedings |
|
Building a happier career through resolving conflicts among our desires |
2020 |
Virtual |
The only purpose of any review, similar to measurements purpose, is to help take better decisions. Most organizations measure a large number of parameters, and typically review monthly. Since the only purpose of review is to take decisions for corrective actions, the monthly review frequency for a large majority of organizations is not appropriate due to the long period between incidence time and corrective action. In my 20+ years experienceof helping organizations for achieving quantum improvement, one common practice has been a weekly review process. Typically the CEO and the direct reports of the CEO / all functional heads / business heads constitute the review team. In the weekly reviews, we review not only the planned and actual results, but also review the trend of the previous 13 week moving average. The 13-week moving average helps in overcoming resistance layer 1 i.e. not accepting the problem. Weekly reviews shrink the time between incidence and corrective action. It also helps develop capabilities of review team members to train them as potential CEOs. Faster reviews along with faster corrective actions generate faster results. Weekly reviews help participants understand the cause-and-effect relationships between different parts of the organization to help increase achievement of the organizational goal. Understanding cause and effect between different functions help reduce local optimization. Reduction in local optimization, in turn, helps increase organizational goal units. Increased organizational performance increases teamwork between different functions / business units. Sharing below the experience of Mr. Mahesh Sharma CEO Flexituff International. The weekly planning vis-a-vis earlier monthly scheduling is perhaps the single biggest change in our approach towards production planning dispatch scheduling and receiveable collection that seemingly has changed our entire working focus. First time, in the month of July 2013, we did not observe month-end syndrome where over 40% dispatchs used to take place in the last week. (The functional heads though now complain of having shifted month-end pressure to now weekend pressure as throughput is measured and monitored at the end of each week!). Weekly planning is resulting in more dispatches and higher payment collection. Video length: 1:00:31. PDF: 16 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2390 |
Conference Proceedings |
Watt, Andy |
Building a happier career through resolving conflicts among our desires |
2020 |
Virtual |
This presentation introduces our latest developments on delivering results fast. We will share how we have developed our approach, and the speed at which our clients have seen results. We will walk you through examples that illustrate our rapid implementation process, and how we are using lead and lag measure on projects: Overcoming the natural resistance to change thats the biggest barrier to fast, sustainable results; minimising disruption to working processes; removing the risk of people reverting to the old ways of working (increasing that valuable buy-in). Video length: 1:00:10. PDF: 26 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2391 |
Conference Proceedings |
|
Revolutionize government with TOC |
2020 |
Virtual |
This presentation introduces our latest developments on delivering results fast. We will share how we have developed our approach, and the speed at which our clients have seen results. We will walk you through examples that illustrate our rapid implementation process, and how we are using lead and lag measure on projects: Overcoming the natural resistance to change thats the biggest barrier to fast, sustainable results; minimising disruption to working processes; removing the risk of people reverting to the old ways of working (increasing that valuable buy-in). Video length: 1:00:10. PDF: 26 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2392 |
Conference Proceedings |
Barnard, Alan |
Revolutionize government with TOC |
2020 |
Virtual |
In this keynote presentation, Dr. Alan Barnard, CEO of Goldratt Research Labs, will share, a number of key lessons we can learn from the way individuals, organizations and countries responded to the Covid19 pandemic. In many cases, there was initially an under-reaction by decision makers. The number of cases and deaths were low. But as soon as decision makers realized it was growing exponentially, they reacted. In some cases, it triggered over-reactions, trying to secure as many of resources as possible, driving up prices and overloading an already constrained supply. When there are so many unknowns and uncertainties, how can decision makers ensure they do not under-react or over-react? In this presentation, Dr. Barnard will share his insights on this question, and specifically, how the principles and applications of theory of constraints can help decision makers, not only decide when and how best to respond to cases where we have the lethal combination of exponential growth and finite resources, but also how to be better prepared for the next pandemic. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2393 |
Conference Proceedings |
|
Bringing out the best in people with focus |
2020 |
Virtual |
In this keynote presentation, Dr. Alan Barnard, CEO of Goldratt Research Labs, will share, a number of key lessons we can learn from the way individuals, organizations and countries responded to the Covid19 pandemic. In many cases, there was initially an under-reaction by decision makers. The number of cases and deaths were low. But as soon as decision makers realized it was growing exponentially, they reacted. In some cases, it triggered over-reactions, trying to secure as many of resources as possible, driving up prices and overloading an already constrained supply. When there are so many unknowns and uncertainties, how can decision makers ensure they do not under-react or over-react? In this presentation, Dr. Barnard will share his insights on this question, and specifically, how the principles and applications of theory of constraints can help decision makers, not only decide when and how best to respond to cases where we have the lethal combination of exponential growth and finite resources, but also how to be better prepared for the next pandemic. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2394 |
Conference Proceedings |
Baptista, Humberto |
Bringing out the best in people with focus |
2020 |
Virtual |
The impact of the "Blue Ocean" strategy: to fulfill a significant need of a big enough market in a way no significant competitor can is a great contribution to moderns views of management and organizational strategies. In a more recent book "Blue Ocean Shift" the authors (Kim and Mauborgne) present a process to lead companies to their Blue Oceans, together with cases and examples of its application. In this presentation, we will explore what is the "Blue Ocean Shift" process, its strong points and its shortcomings and how TOC is a great fit to close the gaps and reinforce this process. The whole concept behind Viable Visions will be revisited, starting from a few templates (formalised in S&Ts later on) we will merge the process with the "Blue Ocean Shift" to develop new decisive competitive edges (DCEs) and new ways to implement those faster and more effectively with TOC. We will conclude with an overall process of strategies and tactics to develop and implement new Viable Visions with the Blue Ocean Shift augmented with TOC in the S&T format. Video length: 50:13. PDF: 44 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2395 |
Conference Proceedings |
|
To plan or not to plan? Breaking this dilemma to achieve the goal |
2020 |
Virtual |
The impact of the "Blue Ocean" strategy: to fulfill a significant need of a big enough market in a way no significant competitor can is a great contribution to moderns views of management and organizational strategies. In a more recent book "Blue Ocean Shift" the authors (Kim and Mauborgne) present a process to lead companies to their Blue Oceans, together with cases and examples of its application. In this presentation, we will explore what is the "Blue Ocean Shift" process, its strong points and its shortcomings and how TOC is a great fit to close the gaps and reinforce this process. The whole concept behind Viable Visions will be revisited, starting from a few templates (formalised in S&Ts later on) we will merge the process with the "Blue Ocean Shift" to develop new decisive competitive edges (DCEs) and new ways to implement those faster and more effectively with TOC. We will conclude with an overall process of strategies and tactics to develop and implement new Viable Visions with the Blue Ocean Shift augmented with TOC in the S&T format. Video length: 50:13. PDF: 44 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2396 |
Conference Proceedings |
Mycue, Alfredo |
To plan or not to plan? Breaking this dilemma to achieve the goal |
2020 |
Virtual |
There is significant practice-based evidence that TOC principles offer government powerful solutions that can be leveraged locally and globally to enable government to meet worldwide issues. This presentation takes a close look at situations where TOC has been applied to government and assess the results. Experiences in state government, across the nation, and discussions with TOC practitioners in government can provide us with evidence of success. As we look out nationally across government, common pain points and their TOC cures are starting to emerge. This presentation will: describe a symptom in government, list the kneejerk response used by government, discuss the applicable TOC core principle and tool(s), and provide results. Here are a few examples: symptom: overwhelmed by backlog; temptation: hire more people; TOC principle: apply 5 focusing steps; results: constraint exceeds demand, eliminating backlog; symptom: too many tasks; no focus; temptation: more meetings; communications;; accountability; TOC principle: blue light story. spend our time on the right things; results: we only have on our desks tasks we can work on; symptom: conflicting guidance; temptation: compromise; TOC principle: evaporating cloud; and results: assumptions exposed - win-win solutions. Video length: 1:00:10. PDF: 27 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2397 |
Conference Proceedings |
|
To plan or not to plan? Breaking this dilemma to achieve the goal |
2020 |
Virtual |
There is significant practice-based evidence that TOC principles offer government powerful solutions that can be leveraged locally and globally to enable government to meet worldwide issues. This presentation takes a close look at situations where TOC has been applied to government and assess the results. Experiences in state government, across the nation, and discussions with TOC practitioners in government can provide us with evidence of success. As we look out nationally across government, common pain points and their TOC cures are starting to emerge. This presentation will: describe a symptom in government, list the kneejerk response used by government, discuss the applicable TOC core principle and tool(s), and provide results. Here are a few examples: symptom: overwhelmed by backlog; temptation: hire more people; TOC principle: apply 5 focusing steps; results: constraint exceeds demand, eliminating backlog; symptom: too many tasks; no focus; temptation: more meetings; communications;; accountability; TOC principle: blue light story. spend our time on the right things; results: we only have on our desks tasks we can work on; symptom: conflicting guidance; temptation: compromise; TOC principle: evaporating cloud; and results: assumptions exposed - win-win solutions. Video length: 1:00:10. PDF: 27 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2398 |
Conference Proceedings |
Reiter, Shoshi |
The goal: Effective risk assessment |
2020 |
Virtual |
With COVID-19 worldwide crises, business leaders are scrambling to deal with a variety of challenges. The goal of this presentation is to gain insights into related changes in practices at present and post Corona times. 5E model, using TOC tools will be used for analyzes of companies that perish vs. those who flourish. 5E model, developed by the author, comprised five main components of growth and well-being of professional and personal stories. (1) Entrepreneurial growth of organization; (2) Evaluation of the process and outcomes; (3) Ecosystem: interaction between environment and human capital. (4) Exploration of information. Learning to promote innovation; and (5) Emotional regulation, which addresses the well being of human capital. Lead yourself and others with prudence and care. All 5 elements are necessary to promote an organizational proactive and adaptive culture. At the presentation the 5E model will be be used to analyze in-depth, case-study of Netflix, vs. Blockbuster and configured intervention program, for school leaders. What to Change? Treat organizations in silos structure. What to Change to? Adapting holistic approach to organizations management. How to cause the Change? Using the 5E model with TOC tools based on 5E generic model and TOC tools each business might use and configure the model for themselves. Video length: 1:20. PDF: 39 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2399 |
Conference Proceedings |
|
The goal: Effective risk assessment |
2020 |
Virtual |
With COVID-19 worldwide crises, business leaders are scrambling to deal with a variety of challenges. The goal of this presentation is to gain insights into related changes in practices at present and post Corona times. 5E model, using TOC tools will be used for analyzes of companies that perish vs. those who flourish. 5E model, developed by the author, comprised five main components of growth and well-being of professional and personal stories. (1) Entrepreneurial growth of organization; (2) Evaluation of the process and outcomes; (3) Ecosystem: interaction between environment and human capital. (4) Exploration of information. Learning to promote innovation; and (5) Emotional regulation, which addresses the well being of human capital. Lead yourself and others with prudence and care. All 5 elements are necessary to promote an organizational proactive and adaptive culture. At the presentation the 5E model will be be used to analyze in-depth, case-study of Netflix, vs. Blockbuster and configured intervention program, for school leaders. What to Change? Treat organizations in silos structure. What to Change to? Adapting holistic approach to organizations management. How to cause the Change? Using the 5E model with TOC tools based on 5E generic model and TOC tools each business might use and configure the model for themselves. Video length: 1:20. PDF: 39 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2400 |
Conference Proceedings |
Lambert, Christophe |
The goal: Effective risk assessment |
2020 |
Virtual |
In order to have a happy career (and life) we need to do enough of what we desire and not too much of what we dont desire. Two major obstacles prevent our happiness: 1) we have limited awareness of our basic desires, and 2) in satisfying several desires and avoiding others, we are stressed by conflicts. For instance, one may choose a scientist career that satisfies the curiosity desire, but that jeopardizes a desire for physical exercise. One may choose to be a CEO to satisfy the desire for power/achievement and social status, but be stressed by having too much social contact or too little acceptance. Steven Reiss found through a factor analysis of 6,000 people that there are 16 basic desires motivating human behavior, which are observable as actions supporting survival in the animal kingdom. I have found that career (and life) discontentment can be diagnosed and improved by choosing pairs of these 16 desires with which to formulaically build and resolve evaporating clouds. I take the viewer through a journey of my own career discontent and resolution, and provide a step-by-step procedure to diagnose and resolve your own. Video length: 1:01:15. PDF: 30 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2401 |
Conference Proceedings |
|
The Elliot Strickland suicide prevention lecture |
2020 |
Virtual |
In order to have a happy career (and life) we need to do enough of what we desire and not too much of what we dont desire. Two major obstacles prevent our happiness: 1) we have limited awareness of our basic desires, and 2) in satisfying several desires and avoiding others, we are stressed by conflicts. For instance, one may choose a scientist career that satisfies the curiosity desire, but that jeopardizes a desire for physical exercise. One may choose to be a CEO to satisfy the desire for power/achievement and social status, but be stressed by having too much social contact or too little acceptance. Steven Reiss found through a factor analysis of 6,000 people that there are 16 basic desires motivating human behavior, which are observable as actions supporting survival in the animal kingdom. I have found that career (and life) discontentment can be diagnosed and improved by choosing pairs of these 16 desires with which to formulaically build and resolve evaporating clouds. I take the viewer through a journey of my own career discontent and resolution, and provide a step-by-step procedure to diagnose and resolve your own. Video length: 1:01:15. PDF: 30 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2402 |
Conference Proceedings |
Mycue, Alfredo |
The Elliot Strickland suicide prevention lecture |
2020 |
Virtual |
There is significant practice-based evidence that TOC principles offer government powerful solutions that can be leveraged locally and globally to enable government to meet worldwide issues. This presentation takes a close look at situations where TOC has been applied to government and assess the results. Experiences in state government, across the nation, and discussions with TOC practitioners in government can provide us with evidence of success. As we look out nationally across government, common pain points and their TOC cures are starting to emerge. This presentation will: describe a symptom in government; list the kneejerk response used by government; discuss the applicable TOC core principle and tool(s); and provide results. Here are a few examples: • symptom: Overwhelmed by backlog; • temptation: Hire more people; • toc principle: Apply 5 focusing steps; • results: Constraint exceeds demand, eliminating backlog; • symptom: Too many tasks; no focus; • temptation: More meetings; communications; accountability; • TOC principle: Blue light story. Spend our time on the right things; • results: We only have on our desks tasks we can work on; • symptom: Conflicting guidance; • temptation: Compromise; • TOC principle: Evaporating cloud; • results: Assumptions exposed. Win-win solutions. Video length: 100:16. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2403 |
Conference Proceedings |
|
Critical thinking in...the bedroom |
2020 |
Virtual |
There is significant practice-based evidence that TOC principles offer government powerful solutions that can be leveraged locally and globally to enable government to meet worldwide issues. This presentation takes a close look at situations where TOC has been applied to government and assess the results. Experiences in state government, across the nation, and discussions with TOC practitioners in government can provide us with evidence of success. As we look out nationally across government, common pain points and their TOC cures are starting to emerge. This presentation will: describe a symptom in government; list the kneejerk response used by government; discuss the applicable TOC core principle and tool(s); and provide results. Here are a few examples: • symptom: Overwhelmed by backlog; • temptation: Hire more people; • toc principle: Apply 5 focusing steps; • results: Constraint exceeds demand, eliminating backlog; • symptom: Too many tasks; no focus; • temptation: More meetings; communications; accountability; • TOC principle: Blue light story. Spend our time on the right things; • results: We only have on our desks tasks we can work on; • symptom: Conflicting guidance; • temptation: Compromise; • TOC principle: Evaporating cloud; • results: Assumptions exposed. Win-win solutions. Video length: 100:16. PDF: 38 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2404 |
Conference Proceedings |
Baptista, Humberto |
Critical thinking in...the bedroom |
2020 |
Virtual |
Aubrey Daniels proposed and exposed in detail a mechanism to reinforce desirable behaviors in his seminal book "Bringing Out the Best in People". TOC, on the other hand, has been proposing and implementing successfully many high level strategic and logistical solutions over the years. In this presentation we will explore the complementarity between the positive reinforcement tools proposed by Daniels and TOC solutions. The specific choice of behaviors to reinforce, the specific mechanics to do so and how to integrate the views of positive reinforcements with the general principles and tools of TOC will provide us with new insights into leading people to new levels of performance and satisfaction. We will explore the logic and draw up a few examples of the application of the methods combined to illustrate the processes examined in this presentation. Video length: 59:29. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2405 |
Conference Proceedings |
|
Active clear thinking- your password to a happier life |
2020 |
Virtual |
Aubrey Daniels proposed and exposed in detail a mechanism to reinforce desirable behaviors in his seminal book "Bringing Out the Best in People". TOC, on the other hand, has been proposing and implementing successfully many high level strategic and logistical solutions over the years. In this presentation we will explore the complementarity between the positive reinforcement tools proposed by Daniels and TOC solutions. The specific choice of behaviors to reinforce, the specific mechanics to do so and how to integrate the views of positive reinforcements with the general principles and tools of TOC will provide us with new insights into leading people to new levels of performance and satisfaction. We will explore the logic and draw up a few examples of the application of the methods combined to illustrate the processes examined in this presentation. Video length: 59:29. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2406 |
Conference Proceedings |
Oliveira, Priscila de Souza |
Active clear thinking- your password to a happier life |
2020 |
Virtual |
Brazilian planes manufactured by Embraer fly on 120 airlines around the world. The world leader in the regional jet market, there are more than 1,500 E-Jets. To keep any aircraft company on the market depends heavily on its workforce, considering that making airplanes requires highly qualified engineering, we need to control resources, as they are often scarce and the development time should be competitive. Because of that, we use the critical chain to make this control of programming of developments. However, the frontline team has the perception that it is under pressure, which causes stress due to tight deadlines and complex tasks. This work environment can affect productivity and engagement. Looking at this environment, we apply the principles of the theory of constraints. We built a Current Reality Tree with a small and representative committee of workers and arrived at the root causes of the problem. With Evaporating Cloud, we understood what was behind the conflict: to plan or not to plan. This assessment provided us with valuable information on what to change. We apply a simplified Strategy and Tactics Tree, setting goals and actions. Finally, change management techniques were used in the implementation phase, which is currently under way. Video length: 1:00:46. PDF: 37 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2407 |
Conference Proceedings |
Feitoza, Afonso |
Why you should use scenario planning to optimize your project portfolio and pipeline |
2020 |
Virtual |
Brazilian planes manufactured by Embraer fly on 120 airlines around the world. The world leader in the regional jet market, there are more than 1,500 E-Jets. To keep any aircraft company on the market depends heavily on its workforce, considering that making airplanes requires highly qualified engineering, we need to control resources, as they are often scarce and the development time should be competitive. Because of that, we use the critical chain to make this control of programming of developments. However, the frontline team has the perception that it is under pressure, which causes stress due to tight deadlines and complex tasks. This work environment can affect productivity and engagement. Looking at this environment, we apply the principles of the theory of constraints. We built a Current Reality Tree with a small and representative committee of workers and arrived at the root causes of the problem. With Evaporating Cloud, we understood what was behind the conflict: to plan or not to plan. This assessment provided us with valuable information on what to change. We apply a simplified Strategy and Tactics Tree, setting goals and actions. Finally, change management techniques were used in the implementation phase, which is currently under way. Video length: 1:00:46. PDF: 37 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2408 |
Conference Proceedings |
|
Why you should use scenario planning to optimize your project portfolio and pipeline |
2020 |
Virtual |
Brazilian planes manufactured by Embraer fly on 120 airlines around the world. The world leader in the regional jet market, there are more than 1,500 E-Jets. To keep any aircraft company on the market depends heavily on its workforce, considering that making airplanes requires highly qualified engineering, we need to control resources, as they are often scarce and the development time should be competitive. Because of that, we use the critical chain to make this control of programming of developments. However, the frontline team has the perception that it is under pressure, which causes stress due to tight deadlines and complex tasks. This work environment can affect productivity and engagement. Looking at this environment, we apply the principles of the theory of constraints. We built a Current Reality Tree with a small and representative committee of workers and arrived at the root causes of the problem. With Evaporating Cloud, we understood what was behind the conflict: to plan or not to plan. This assessment provided us with valuable information on what to change. We apply a simplified Strategy and Tactics Tree, setting goals and actions. Finally, change management techniques were used in the implementation phase, which is currently under way. Video length: 1:00:46. PDF: 37 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2409 |
Conference Proceedings |
Peace, Christopher |
Theory of constraints, an integral part of SAP |
2020 |
Virtual |
The Goal Tree (GT) popularised by Dettmer, also known as a Strategic Intermediate Objectives Map, provides a very useful way of identifying the goal, together with the critical success factors and necessary conditions for achieving that goal. While it is most often used for an organisation or a department, it can also be used for a functional goal. In this paper, we will describe how a Goal Tree for a risk assessment was developed from the literature and then used to test the effectiveness (or otherwise) of risk assessments that had been performed in a well-publicised air crash case, along with 5 new cases and an online survey conducted as part of this research. Key elements required for an effective risk assessment were identified, and the utility of using a Goal Tree for this purpose is discussed. Video length: 53:37. PDF: 15 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2410 |
Conference Proceedings |
Mabin, Victoria |
Theory of constraints, an integral part of SAP |
2020 |
Virtual |
The Goal Tree (GT) popularised by Dettmer, also known as a Strategic Intermediate Objectives Map, provides a very useful way of identifying the goal, together with the critical success factors and necessary conditions for achieving that goal. While it is most often used for an organisation or a department, it can also be used for a functional goal. In this paper, we will describe how a Goal Tree for a risk assessment was developed from the literature and then used to test the effectiveness (or otherwise) of risk assessments that had been performed in a well-publicised air crash case, along with 5 new cases and an online survey conducted as part of this research. Key elements required for an effective risk assessment were identified, and the utility of using a Goal Tree for this purpose is discussed. Video length: 53:37. PDF: 15 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2411 |
Conference Proceedings |
|
Theory of constraints, an integral part of SAP |
2020 |
Virtual |
The Goal Tree (GT) popularised by Dettmer, also known as a Strategic Intermediate Objectives Map, provides a very useful way of identifying the goal, together with the critical success factors and necessary conditions for achieving that goal. While it is most often used for an organisation or a department, it can also be used for a functional goal. In this paper, we will describe how a Goal Tree for a risk assessment was developed from the literature and then used to test the effectiveness (or otherwise) of risk assessments that had been performed in a well-publicised air crash case, along with 5 new cases and an online survey conducted as part of this research. Key elements required for an effective risk assessment were identified, and the utility of using a Goal Tree for this purpose is discussed. Video length: 53:37. PDF: 15 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2412 |
Conference Proceedings |
Roberts, Debi |
IT management: When the solution becomes the problem |
2020 |
Virtual |
It is a common misconception that where there is suicidal thinking there is also mental illness. In truth, just over half of all youth suicide is carried out by those who are in crisis but dont have a diagnosable mental illness. Their actual need is not to die, but for the pain (shame, debt, worry) to stop. Problems can seem insurmountable and their capacity to continue living in their present situation becomes exhausted. But what if there was a framework that could help people when they are suicidal see a way through their crisis? What if TOC thinking processes provides such a framework and can support those who are suicidal to find their way back to hope and life? In this presentation we will consider some of the common obstacles faced globally by the rise in youth suicide and learn about the specific events that lead to up to an intervention with a young woman, intending to end her life within hours. You will hear how both the cloud and goal setting tools were used to support her in her moment of despair to unpick what she was experiencing as overwhelming and make sense of it all such that she could find solutions that moved her from suicidal ideation to hopefulness and empowerment. Finally, we will explore how this tool can be used in other critical moments with young people and the implications for TOC in this area. Video length: 45:02. PDF: 73 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2413 |
Conference Proceedings |
|
IT management: When the solution becomes the problem |
2020 |
Virtual |
It is a common misconception that where there is suicidal thinking there is also mental illness. In truth, just over half of all youth suicide is carried out by those who are in crisis but dont have a diagnosable mental illness. Their actual need is not to die, but for the pain (shame, debt, worry) to stop. Problems can seem insurmountable and their capacity to continue living in their present situation becomes exhausted. But what if there was a framework that could help people when they are suicidal see a way through their crisis? What if TOC thinking processes provides such a framework and can support those who are suicidal to find their way back to hope and life? In this presentation we will consider some of the common obstacles faced globally by the rise in youth suicide and learn about the specific events that lead to up to an intervention with a young woman, intending to end her life within hours. You will hear how both the cloud and goal setting tools were used to support her in her moment of despair to unpick what she was experiencing as overwhelming and make sense of it all such that she could find solutions that moved her from suicidal ideation to hopefulness and empowerment. Finally, we will explore how this tool can be used in other critical moments with young people and the implications for TOC in this area. Video length: 45:02. PDF: 73 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2414 |
Conference Proceedings |
Winiarek, Maciej |
IT management: When the solution becomes the problem |
2020 |
Virtual |
Self-awareness is the word of 2019 and its a competence for the third decade of XXI century. That means, it is required to be fluent in critical thinking. That, in turn, means to be able to use critical thinking and the TOC tools in your own...bedroom. Relationships are the best laboratory to practice your own thinking...facts vs opinions, your assumptions, your beliefs, and your ability to make wise decisions. During my presentation I will show you two aspects. By using the branch I will demonstrate some important issues and how they develop across the years. We can see the consequences of our decisions in 5-10 years, but the branch can demonstrate it. Using the cloud and conducting an assumptions analysis is the second tool. I will explain some major conflicts which appears in relationships, even to make the decision: shall I finish my marriage or not. TOC tools are the best to see, to understand, and to make decisions on this important field of our life. Video length: 59:58. PDF: 37 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2415 |
Conference Proceedings |
|
DDR – Demand driven replenishment |
2020 |
Virtual |
Self-awareness is the word of 2019 and its a competence for the third decade of XXI century. That means, it is required to be fluent in critical thinking. That, in turn, means to be able to use critical thinking and the TOC tools in your own...bedroom. Relationships are the best laboratory to practice your own thinking...facts vs opinions, your assumptions, your beliefs, and your ability to make wise decisions. During my presentation I will show you two aspects. By using the branch I will demonstrate some important issues and how they develop across the years. We can see the consequences of our decisions in 5-10 years, but the branch can demonstrate it. Using the cloud and conducting an assumptions analysis is the second tool. I will explain some major conflicts which appears in relationships, even to make the decision: shall I finish my marriage or not. TOC tools are the best to see, to understand, and to make decisions on this important field of our life. Video length: 59:58. PDF: 37 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2416 |
Conference Proceedings |
Sethi, Deepak |
DDR – Demand driven replenishment |
2020 |
Virtual |
The problem of happiness is, that everyone aspires to be successful and live a happy, fulfilled life; but life for most, is happy only in patches, mediocre largely and stressful in chunks. In his session, Deepak will strongly advocate that ‘thinking should be viewed, invested in and used as a ‘life skill- it holds the key to that happier life we aspire for. It is our access, our password to happiness. His session, in many ways, will be a re-iteration of Elis message (from his seminal work "The Choice"), of urging us to ‘Thinking Clearly- in all dealings with family, friends, work- for a meaningful, fulfilled life. Elis message was life transformative- yet, it had found low awareness and usage in managing a) personal affairs, day-to-day transactional affairs, relationships etc- both at work and at home b) amongst the average TOC practitioner, indicating that there were some missing pieces in the ‘thinking jigsaw puzzle. Deepaks quest for those few missing pieces, ended with him finding those in the thought process and tenets of the Nobel Laureate Daniel Kahneman and Vedanta exponent, Swamy Parthasarathy. Together, these additional pieces would better solve the ‘Thinking jigsaw puzzle- the major part of which was solved by Eli. Integrating their perspectives suitably into Elis ‘Thinking Clearly narrative, Deepak has been able to successfully develop a new ‘composite narrative on Thinking. Deepak will be sharing his composite narrative- along with some easy to follow guidelines, practices, and day to day thinking templates – this should help us pluck the low hanging fruits and get on the path of a happy and a fulfilled life…. Video length: 1:20:00. PDF: 51 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2417 |
Conference Proceedings |
|
Finding and overcoming limiting assumptions using the change matrix cloud or procon cloud method |
2020 |
Virtual |
The problem of happiness is, that everyone aspires to be successful and live a happy, fulfilled life; but life for most, is happy only in patches, mediocre largely and stressful in chunks. In his session, Deepak will strongly advocate that ‘thinking should be viewed, invested in and used as a ‘life skill- it holds the key to that happier life we aspire for. It is our access, our password to happiness. His session, in many ways, will be a re-iteration of Elis message (from his seminal work "The Choice"), of urging us to ‘Thinking Clearly- in all dealings with family, friends, work- for a meaningful, fulfilled life. Elis message was life transformative- yet, it had found low awareness and usage in managing a) personal affairs, day-to-day transactional affairs, relationships etc- both at work and at home b) amongst the average TOC practitioner, indicating that there were some missing pieces in the ‘thinking jigsaw puzzle. Deepaks quest for those few missing pieces, ended with him finding those in the thought process and tenets of the Nobel Laureate Daniel Kahneman and Vedanta exponent, Swamy Parthasarathy. Together, these additional pieces would better solve the ‘Thinking jigsaw puzzle- the major part of which was solved by Eli. Integrating their perspectives suitably into Elis ‘Thinking Clearly narrative, Deepak has been able to successfully develop a new ‘composite narrative on Thinking. Deepak will be sharing his composite narrative- along with some easy to follow guidelines, practices, and day to day thinking templates – this should help us pluck the low hanging fruits and get on the path of a happy and a fulfilled life…. Video length: 1:20:00. PDF: 51 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2418 |
Conference Proceedings |
Vermeulen, Ad |
Finding and overcoming limiting assumptions using the change matrix cloud or procon cloud method |
2020 |
Virtual |
With the pressure on businesses increasing and the current economic conditions, scenario planning should be part of your decision-making process. It is now more important than ever that you make the right strategic choices securing profitability and throughput. Mapping out scenarios and knowing what could be expected is key to overcome these uncertain times. With the economy impacted majorly we dont know what our business will look like in half a years time. We notice companies face similar challenges which can easily be tackled by scenario planning. A few examples of these challenges are: • As business is starting to get back up again, we are facing a backlog of project installations that were postponed. Can we handle these internally or should we hire additional capacity from outside? • A fair share of our projects has been cancelled due to the current economic conditions. We need to gain a clear view on the impact of this on our current organization and capacity. Could we avoid resizing? We recently experienced a significant increase in projects, more than our most critical resource groups can handle. Are we able to increase capacity by using resources from other departments? If we need to change delivery dates, what alternative dates can be offered? Does any of the above situations sound familiar? Make sure to check in on this session. Ad Vermeulen will talk about scenario planning to optimize your project portfolio and pipeline. He will share best practices from companies who effectively use scenario planning and explain how it helps them become more predictable and cope with uncertainty. Video length: 41:24. PDF: 40 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2419 |
Conference Proceedings |
|
Intuition as a necessary element in a structured decision-making process |
2020 |
Virtual |
With the pressure on businesses increasing and the current economic conditions, scenario planning should be part of your decision-making process. It is now more important than ever that you make the right strategic choices securing profitability and throughput. Mapping out scenarios and knowing what could be expected is key to overcome these uncertain times. With the economy impacted majorly we dont know what our business will look like in half a years time. We notice companies face similar challenges which can easily be tackled by scenario planning. A few examples of these challenges are: • As business is starting to get back up again, we are facing a backlog of project installations that were postponed. Can we handle these internally or should we hire additional capacity from outside? • A fair share of our projects has been cancelled due to the current economic conditions. We need to gain a clear view on the impact of this on our current organization and capacity. Could we avoid resizing? We recently experienced a significant increase in projects, more than our most critical resource groups can handle. Are we able to increase capacity by using resources from other departments? If we need to change delivery dates, what alternative dates can be offered? Does any of the above situations sound familiar? Make sure to check in on this session. Ad Vermeulen will talk about scenario planning to optimize your project portfolio and pipeline. He will share best practices from companies who effectively use scenario planning and explain how it helps them become more predictable and cope with uncertainty. Video length: 41:24. PDF: 40 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2420 |
Conference Proceedings |
Burkhard, Rudolf |
Intuition as a necessary element in a structured decision-making process |
2020 |
Virtual |
How software solutions will help Eli Goldratt achieve what he wanted: to make TOC the main way to manage organisations. To do that he followed several strategies two of which we discuss. A strategy he did not specifically include that Alkyone, SAP and Sabesoft implement fully compliant TOC in their software. The software created are fully compliant TOC ERPs to serve both large and small customers. This presentation is about the work Alkyone have done with SAP. Add-on modules to ERP software have been around for some time. SAP has embraced TOC, now available in all current versions of SAP. TOC will get a significant boost of credibility through SAP support. Alkyone and SAP made the necessary modifications to existing SAP modules so that TOC functionality is native to the SAP software. The power of ERP has been enhanced by information guidelines and rules that will lead a company from having many local optimisations to optimisations that help the constraint and the system as a whole. Expect, the removal of the need for local optimisation, that the ROI of your ERP investment jumps! Video length: 58:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2421 |
Conference Proceedings |
Gulyássy, Ferenc |
Intuition as a necessary element in a structured decision-making process |
2020 |
Virtual |
How software solutions will help Eli Goldratt achieve what he wanted: to make TOC the main way to manage organisations. To do that he followed several strategies two of which we discuss. A strategy he did not specifically include that Alkyone, SAP and Sabesoft implement fully compliant TOC in their software. The software created are fully compliant TOC ERPs to serve both large and small customers. This presentation is about the work Alkyone have done with SAP. Add-on modules to ERP software have been around for some time. SAP has embraced TOC, now available in all current versions of SAP. TOC will get a significant boost of credibility through SAP support. Alkyone and SAP made the necessary modifications to existing SAP modules so that TOC functionality is native to the SAP software. The power of ERP has been enhanced by information guidelines and rules that will lead a company from having many local optimisations to optimisations that help the constraint and the system as a whole. Expect, the removal of the need for local optimisation, that the ROI of your ERP investment jumps! Video length: 58:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2422 |
Conference Proceedings |
|
Theory of agile constraints |
2020 |
Virtual |
How software solutions will help Eli Goldratt achieve what he wanted: to make TOC the main way to manage organisations. To do that he followed several strategies two of which we discuss. A strategy he did not specifically include that Alkyone, SAP and Sabesoft implement fully compliant TOC in their software. The software created are fully compliant TOC ERPs to serve both large and small customers. This presentation is about the work Alkyone have done with SAP. Add-on modules to ERP software have been around for some time. SAP has embraced TOC, now available in all current versions of SAP. TOC will get a significant boost of credibility through SAP support. Alkyone and SAP made the necessary modifications to existing SAP modules so that TOC functionality is native to the SAP software. The power of ERP has been enhanced by information guidelines and rules that will lead a company from having many local optimisations to optimisations that help the constraint and the system as a whole. Expect, the removal of the need for local optimisation, that the ROI of your ERP investment jumps! Video length: 58:49. PDF: 36 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2423 |
Conference Proceedings |
Ronen, Boaz |
Theory of agile constraints |
2020 |
Virtual |
Effective IT solutions and infrastructure are a prerequisite for survival in todays business environment. Requirements regarding IT capabilities are expanding at a rapid pace in terms of both scope and sophistication. As a result annual investments in new solutions and infrastructure plus the expenses of “keeping the lights on” are growing at an even higher pace. However, despite the huge amounts of money put into the IT system, internal and external clients are not satisfied with the outcomes. IT systems were initially meant to help organizations in face of the increasing competition by speeding up transactions. It is ironical that today the solution became the problem as IT systems turn out to be the main constraint for organizations.The presentation addresses erroneous paradigms and presents the “Frugal IT Management Manifesto” empowered by effective tools to resolve the problem. Video length: 1:20:00. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2424 |
Conference Proceedings |
Pass, Shimeon |
Thriving on the edges of chaos |
2020 |
Virtual |
Effective IT solutions and infrastructure are a prerequisite for survival in todays business environment. Requirements regarding IT capabilities are expanding at a rapid pace in terms of both scope and sophistication. As a result annual investments in new solutions and infrastructure plus the expenses of “keeping the lights on” are growing at an even higher pace. However, despite the huge amounts of money put into the IT system, internal and external clients are not satisfied with the outcomes. IT systems were initially meant to help organizations in face of the increasing competition by speeding up transactions. It is ironical that today the solution became the problem as IT systems turn out to be the main constraint for organizations.The presentation addresses erroneous paradigms and presents the “Frugal IT Management Manifesto” empowered by effective tools to resolve the problem. Video length: 1:20:00. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2425 |
Conference Proceedings |
|
Thriving on the edges of chaos |
2020 |
Virtual |
Effective IT solutions and infrastructure are a prerequisite for survival in todays business environment. Requirements regarding IT capabilities are expanding at a rapid pace in terms of both scope and sophistication. As a result annual investments in new solutions and infrastructure plus the expenses of “keeping the lights on” are growing at an even higher pace. However, despite the huge amounts of money put into the IT system, internal and external clients are not satisfied with the outcomes. IT systems were initially meant to help organizations in face of the increasing competition by speeding up transactions. It is ironical that today the solution became the problem as IT systems turn out to be the main constraint for organizations.The presentation addresses erroneous paradigms and presents the “Frugal IT Management Manifesto” empowered by effective tools to resolve the problem. Video length: 1:20:00. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2426 |
Conference Proceedings |
AngelelliIn, Vitor |
Adapting the demand-driven operating model |
2020 |
Virtual |
This lecture presents two particularly important TOC concepts that are used in Neogrid solutions: DBM and mafia offer. DBM (Dynamic Buffer Management) enables the Neogrid solutions to dynamically manage our customers inventories, automatically adjusting buffers according to end consumer demand. Therefore, Neogrid offers the necessary resources for a better interpretation of seasonality and sudden changes in retail demands. The concept Mafia Offer allows our customers to analyze performance of their operations through indicators such as Throughput Value Days (TVD) and Inventory Value Days (IVD), thus, they can monitor the gains that retailers have when using our solutions. Video length: 39:26. PDF: 29 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2427 |
Conference Proceedings |
|
Adapting the demand-driven operating model |
2020 |
Virtual |
This lecture presents two particularly important TOC concepts that are used in Neogrid solutions: DBM and mafia offer. DBM (Dynamic Buffer Management) enables the Neogrid solutions to dynamically manage our customers inventories, automatically adjusting buffers according to end consumer demand. Therefore, Neogrid offers the necessary resources for a better interpretation of seasonality and sudden changes in retail demands. The concept Mafia Offer allows our customers to analyze performance of their operations through indicators such as Throughput Value Days (TVD) and Inventory Value Days (IVD), thus, they can monitor the gains that retailers have when using our solutions. Video length: 39:26. PDF: 29 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2428 |
Conference Proceedings |
Barnard, Alan |
The emerging threat of the flood of new technologies |
2020 |
Virtual |
This presentation describes the change matrix cloud and its relationship to answering: 1. Why change? 2. What to change? 3. To what to change? 4. How to Cause the Change? 5. How to achieve ongoing improvement? 6. New applications for strategy & tactic trees; and 7. Simpler ways to create your own S&T. Why done one feel a need to change:. The research question is: Despite advances in knowledge and technology, mistakes in decision making is common and significant…and wastes our scarcest resource: ATTENTION. A process is also described whee the change matrix cloud is used with the five focusing steps. Video length: 1:01:25. PDF: 19 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2429 |
Conference Proceedings |
|
The emerging threat of the flood of new technologies |
2020 |
Virtual |
This presentation describes the change matrix cloud and its relationship to answering: 1. Why change? 2. What to change? 3. To what to change? 4. How to Cause the Change? 5. How to achieve ongoing improvement? 6. New applications for strategy & tactic trees; and 7. Simpler ways to create your own S&T. Why done one feel a need to change:. The research question is: Despite advances in knowledge and technology, mistakes in decision making is common and significant…and wastes our scarcest resource: ATTENTION. A process is also described whee the change matrix cloud is used with the five focusing steps. Video length: 1:01:25. PDF: 19 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2430 |
Conference Proceedings |
Schragenheim, Eli |
The "bluedolphin" or how to get rid of the constraint of the theory of constraints |
2020 |
Woodinville, WA |
This presentation treats intuition as mainly ambiguous information, which is nonetheless absolutely necessary for any management, and personal decision-making. The approach to legitimizing intuition is blending it with hard-data in order to consider more complete and relevant information. Please dont confuse what we are suggesting with intuitive decisions that rely only on intuition, or worse, solely on emotions. Decision-makers are often cast as either intuitive or hard-data types of decision makers. We want both! In our book "Throughput Economics" we offer the observation that management intuition, directed at critical issues, together with available hard-data, should be translated into a high-confidence range of values thus enhancing the overall information available, allowing for superior decision-making. The presentation will demonstrate the process of translating intuitive information to numbers, sometimes multiple intuitive observations of reality, and how these can be combined with the other sources of information, leading to solid scenarios that provide the most relevant information for the decision-maker. . Video length: 56:58. PDF: 27 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2431 |
Conference Proceedings |
Camp, Henry |
The "bluedolphin" or how to get rid of the constraint of the theory of constraints |
2020 |
Woodinville, WA |
This presentation treats intuition as mainly ambiguous information, which is nonetheless absolutely necessary for any management, and personal decision-making. The approach to legitimizing intuition is blending it with hard-data in order to consider more complete and relevant information. Please dont confuse what we are suggesting with intuitive decisions that rely only on intuition, or worse, solely on emotions. Decision-makers are often cast as either intuitive or hard-data types of decision makers. We want both! In our book "Throughput Economics" we offer the observation that management intuition, directed at critical issues, together with available hard-data, should be translated into a high-confidence range of values thus enhancing the overall information available, allowing for superior decision-making. The presentation will demonstrate the process of translating intuitive information to numbers, sometimes multiple intuitive observations of reality, and how these can be combined with the other sources of information, leading to solid scenarios that provide the most relevant information for the decision-maker. . Video length: 56:58. PDF: 27 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2432 |
Conference Proceedings |
|
The "bluedolphin" or how to get rid of the constraint of the theory of constraints |
2020 |
Woodinville, WA |
This presentation treats intuition as mainly ambiguous information, which is nonetheless absolutely necessary for any management, and personal decision-making. The approach to legitimizing intuition is blending it with hard-data in order to consider more complete and relevant information. Please dont confuse what we are suggesting with intuitive decisions that rely only on intuition, or worse, solely on emotions. Decision-makers are often cast as either intuitive or hard-data types of decision makers. We want both! In our book "Throughput Economics" we offer the observation that management intuition, directed at critical issues, together with available hard-data, should be translated into a high-confidence range of values thus enhancing the overall information available, allowing for superior decision-making. The presentation will demonstrate the process of translating intuitive information to numbers, sometimes multiple intuitive observations of reality, and how these can be combined with the other sources of information, leading to solid scenarios that provide the most relevant information for the decision-maker. . Video length: 56:58. PDF: 27 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2433 |
Conference Proceedings |
Leybourn, Evan |
TOC as a service vs consulting |
2020 |
virtual |
“An organisation can only be as agile as its least agile division!” The fundamental idea of theory of constraints has ramifications far beyond its origins in production and manufacturing. Drawing from the primary research on the topic, learn how organisations become high-performing, adaptable, and agile and how TOC is a key enabler to this. Follow with Evan as he shares how the next-generation of companies are designing themselves to thrive in uncertainty and ambiguity. The theory of agile constraints. Evans theory of agile constraints is that, in an organisation, there will *always* be a constraint to business agility. 20 years ago, that was IT. That was your software team. And thats why it was logical for Agile, capital “A” Agile, to emerge in that domain. Today the constraint to agility isnt IT, but rather its the PMO, HR, finance, or legal department. Video length: 1:00:10. PDF: 35 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2434 |
Conference Proceedings |
|
TOC as a service vs consulting |
2020 |
virtual |
“An organisation can only be as agile as its least agile division!” The fundamental idea of theory of constraints has ramifications far beyond its origins in production and manufacturing. Drawing from the primary research on the topic, learn how organisations become high-performing, adaptable, and agile and how TOC is a key enabler to this. Follow with Evan as he shares how the next-generation of companies are designing themselves to thrive in uncertainty and ambiguity. The theory of agile constraints. Evans theory of agile constraints is that, in an organisation, there will *always* be a constraint to business agility. 20 years ago, that was IT. That was your software team. And thats why it was logical for Agile, capital “A” Agile, to emerge in that domain. Today the constraint to agility isnt IT, but rather its the PMO, HR, finance, or legal department. Video length: 1:00:10. PDF: 35 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2435 |
Conference Proceedings |
Smith, Debra |
Throughput: Ai-powered operations leveraging your existing data |
2019 |
Chicago, IL |
Demand driven MRP & sales and operations planning is discussed. The demand driven adaptive enterprise (DDAE) model incorporates four prerequisites for relevant information: 1) It has three relevant and linked ranges – the operational, tactical and strategic; 2) It features a flow-based operating model called the Demand Driven Operating Model (DDOM); 3) It has tactical reconciliation with the Demand Driven S&OP process; and 4) It has a suite of flow-based metrics that cuts across and connects all three relevant ranges. DDOM works in make-to-availability, make-to-order, engineer-to-order, and assemble-to-order and combination environments. The demand-driven models link operations to tactical plans to strategic plans. Tactical planning has always been the missing link in the planning horizon. DDOM bridges between operations and strategic planning. Linking strategy to operations at the organizations control points is essential as it measures from what you plan to what you can actually do to what was actually done. One is looking for reliability, stability and velocity in the plant across three relevant ranges: planning, scheduling and execution. Adapting the demand driven operating model (DD S&OP) includes: demand driven materials and supply chain planning & execution; demand driven resource scheduling; demand driven finance & smart metrics; demand driven S&OP; and strategic thinking processes & demand driven operating models. DDOM ends the forecast distortion; the cost/flow conflict, and aligns strategy (planning), tactics (scheduling) and execution to link system flow to market demand. The end result is ROI maximization. Stemcell case study is provided to illustrate the significant and rapid organization results plus the impact of falling back into the cost-world thinking. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2436 |
Conference Proceedings |
|
Throughput: Ai-powered operations leveraging your existing data |
2019 |
Chicago, IL |
Demand driven MRP & sales and operations planning is discussed. The demand driven adaptive enterprise (DDAE) model incorporates four prerequisites for relevant information: 1) It has three relevant and linked ranges – the operational, tactical and strategic; 2) It features a flow-based operating model called the Demand Driven Operating Model (DDOM); 3) It has tactical reconciliation with the Demand Driven S&OP process; and 4) It has a suite of flow-based metrics that cuts across and connects all three relevant ranges. DDOM works in make-to-availability, make-to-order, engineer-to-order, and assemble-to-order and combination environments. The demand-driven models link operations to tactical plans to strategic plans. Tactical planning has always been the missing link in the planning horizon. DDOM bridges between operations and strategic planning. Linking strategy to operations at the organizations control points is essential as it measures from what you plan to what you can actually do to what was actually done. One is looking for reliability, stability and velocity in the plant across three relevant ranges: planning, scheduling and execution. Adapting the demand driven operating model (DD S&OP) includes: demand driven materials and supply chain planning & execution; demand driven resource scheduling; demand driven finance & smart metrics; demand driven S&OP; and strategic thinking processes & demand driven operating models. DDOM ends the forecast distortion; the cost/flow conflict, and aligns strategy (planning), tactics (scheduling) and execution to link system flow to market demand. The end result is ROI maximization. Stemcell case study is provided to illustrate the significant and rapid organization results plus the impact of falling back into the cost-world thinking. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2437 |
Conference Proceedings |
Smith, Debra |
Using a project portfolio digital twin to show the impact of TOC's critical chain project management rules: A gas turbine case study |
2019 |
Chicago, IL |
Abstract: This presentation describes the early beginnings of demand-driven MRP with a solid foundation on Theory of Constraints four pillows of TOC (inherent simplicity, every conflict can be removed, people are good, and never say I know). To address the pillow of “never say I know” the standing on the shoulders of giants process is presented as a framework for advancing ones understanding of an area: 1. Identify a “giant”; 2. Identify the enormity of the area not addressed by the giant; 3. Get on the giants shoulders; 4. Identify the wrong assumption; 5. Conduct the full analysis to determine the core problem, solution, etc. The second major development in the foundation of designing the DDMRP concept was the discovery of complexity science and that today a business requires a complex adaptive system and organizations are living at the edge of chaos. Debra then discusses each of the following points in her development of DDMRP: Our consulting firm focuses on Improving System Flow to Improve ROI; • We developed System Solutions Sets because our early clients had either deep BoMs or were vertically integrated; • Practical Solution Sets required “real time” visibility to relevant information for decision making around the System Leverage Points; • Time, capacity and stock buffers are the linkages that connect and protect the interdependent leverage points in a supply chain; • On time, on spec and on quantity are the “Right” metrics for System Flow; • Visibility to Flow Metrics is the bridge to break the Cost/Efficiency conflict; • Software is a necessary condition for practical, real time, visibility. She continues her discussion of the history of DDMRP, its acceptance by APICS, numerous MRP software providers and global industry leaders. The use of Thoughtware is emphasized to link the interdependencies in the supply chain and understand how to identify and reconcile the gaps caused by variations between what is planned and the actual results. This focused reconciliation process is used to improve the model and future outcomes. Length: 53:41. PDF: 45 slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2438 |
Conference Proceedings |
|
Using a project portfolio digital twin to show the impact of TOC's critical chain project management rules: A gas turbine case study |
2019 |
Chicago, IL |
Abstract: This presentation describes the early beginnings of demand-driven MRP with a solid foundation on Theory of Constraints four pillows of TOC (inherent simplicity, every conflict can be removed, people are good, and never say I know). To address the pillow of “never say I know” the standing on the shoulders of giants process is presented as a framework for advancing ones understanding of an area: 1. Identify a “giant”; 2. Identify the enormity of the area not addressed by the giant; 3. Get on the giants shoulders; 4. Identify the wrong assumption; 5. Conduct the full analysis to determine the core problem, solution, etc. The second major development in the foundation of designing the DDMRP concept was the discovery of complexity science and that today a business requires a complex adaptive system and organizations are living at the edge of chaos. Debra then discusses each of the following points in her development of DDMRP: Our consulting firm focuses on Improving System Flow to Improve ROI; • We developed System Solutions Sets because our early clients had either deep BoMs or were vertically integrated; • Practical Solution Sets required “real time” visibility to relevant information for decision making around the System Leverage Points; • Time, capacity and stock buffers are the linkages that connect and protect the interdependent leverage points in a supply chain; • On time, on spec and on quantity are the “Right” metrics for System Flow; • Visibility to Flow Metrics is the bridge to break the Cost/Efficiency conflict; • Software is a necessary condition for practical, real time, visibility. She continues her discussion of the history of DDMRP, its acceptance by APICS, numerous MRP software providers and global industry leaders. The use of Thoughtware is emphasized to link the interdependencies in the supply chain and understand how to identify and reconcile the gaps caused by variations between what is planned and the actual results. This focused reconciliation process is used to improve the model and future outcomes. Length: 53:41. PDF: 45 slides. |
|
https://www.tocico.org/page/2019ConferenceProceedings |
| 2439 |
Conference Proceedings |
Schragenheim, Eli |
Using a project portfolio digital twin to show the impact of TOC's critical chain project management rules: A gas turbine case study |
2020 |
Virtual |
A growing threat, coupled by new opportunities, is emerging from the introduction of new-technologies, like AI, Industry 4.0, e-commerce, video communications and cyber. Most, if not all are IT related. Top management, with the support of the IT function, of any large organization has to evaluate the potential of each of those technologies to improve the future performance of the organization. This presentation is focused on the evaluation step, which has a key strategic objective of providing the organization with a valid option for coming up with a DECISIVE COMPETITIVE EDGE (DCE). This evaluation is critical for almost all organizations to establish a clear future after the Corona effect. The shutdown of air traffic and lockdowns led a growing pressure to work from home. This gives a huge push for video communication tools and other new technologies. Part of the direction of solution has been provided by Goldratt six questions on the value of new technology. The presentation would detail the questions and go deeper on the need to analyze and answer all the related negatives that a new technology brings with it. Video length: 1:20:01. PDF: 24 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2440 |
Conference Proceedings |
|
Risk management and buffer management |
2020 |
Virtual |
A growing threat, coupled by new opportunities, is emerging from the introduction of new-technologies, like AI, Industry 4.0, e-commerce, video communications and cyber. Most, if not all are IT related. Top management, with the support of the IT function, of any large organization has to evaluate the potential of each of those technologies to improve the future performance of the organization. This presentation is focused on the evaluation step, which has a key strategic objective of providing the organization with a valid option for coming up with a DECISIVE COMPETITIVE EDGE (DCE). This evaluation is critical for almost all organizations to establish a clear future after the Corona effect. The shutdown of air traffic and lockdowns led a growing pressure to work from home. This gives a huge push for video communication tools and other new technologies. Part of the direction of solution has been provided by Goldratt six questions on the value of new technology. The presentation would detail the questions and go deeper on the need to analyze and answer all the related negatives that a new technology brings with it. Video length: 1:20:01. PDF: 24 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2441 |
Conference Proceedings |
Mueller, Wolfram |
Risk management and buffer management |
2020 |
Virtual |
You look at trends on google.com for example and ask for “theory of constraints”, youll see that the popularity of TOC is down to approximately 15% of its peak in 2005. Furthermore, a popular alternative, “Scrum", outperforms TOC by 1:100. So, there must be a hard constraint working that hinders TOC to get mainstream. Video length: 1:00:58. PDF: 34 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2442 |
Conference Proceedings |
Burkhard, Rudolf |
Practical Guide – How to integrate agile into CCPM or vice versa |
2020 |
Virtual |
You look at trends on google.com for example and ask for “theory of constraints”, youll see that the popularity of TOC is down to approximately 15% of its peak in 2005. Furthermore, a popular alternative, “Scrum", outperforms TOC by 1:100. So, there must be a hard constraint working that hinders TOC to get mainstream. Video length: 1:00:58. PDF: 34 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2443 |
Conference Proceedings |
|
Practical Guide – How to integrate agile into CCPM or vice versa |
2020 |
Virtual |
You look at trends on google.com for example and ask for “theory of constraints”, youll see that the popularity of TOC is down to approximately 15% of its peak in 2005. Furthermore, a popular alternative, “Scrum", outperforms TOC by 1:100. So, there must be a hard constraint working that hinders TOC to get mainstream. Video length: 1:00:58. PDF: 34 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2444 |
Conference Proceedings |
Camp, Henry Fitzhugh |
Reliable, repeatable MRO with critical chain: The LIF/BAE systems journey |
2020 |
Virtual |
The potential of TOC advocates to the world is amazing! Likewise, it is amazing how underappreciated such experts are by the business community at large. What if we TOC experts could better ensure that companies benefit from TOC and, at the same time, completely eliminate the resistance we so often encounter from clients or our own companies? We can do both, through TOC Services. A worldwide TOC consulting community has sprung up to serve a market that isn‚t ready. Let‚s give them the outcomes we dream of and that they can. Video length: 29:00. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2445 |
Conference Proceedings |
|
Reliable, repeatable MRO with critical chain: The LIF/BAE systems journey |
2020 |
Virtual |
The potential of TOC advocates to the world is amazing! Likewise, it is amazing how underappreciated such experts are by the business community at large. What if we TOC experts could better ensure that companies benefit from TOC and, at the same time, completely eliminate the resistance we so often encounter from clients or our own companies? We can do both, through TOC Services. A worldwide TOC consulting community has sprung up to serve a market that isn‚t ready. Let‚s give them the outcomes we dream of and that they can. Video length: 29:00. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2446 |
Conference Proceedings |
Raza, Ali |
Dark matter (the real reason our methodologies work) |
2020 |
Virtual |
With the COVID-19 pandemic spreading its grip across all industries, leaders need to be well-equipped with strategies that create smart supply chains that can respond to the crisis. ThroughPut Inc.s AI-powered product ELI, it is specifically designed to meet supply chain goals by tracking down those ever-shifting bottlenecks, efficiencies, and areas of waste across dynamic operations on the factory floor. The live product demo will demonstrate how you can leverage existing data to eliminate bottlenecks and generate free cash flow; optimize operational process for superior quality control; and get a holistic view of your supply chain value stream. Video length: 48:34. PDF: 28 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2447 |
Conference Proceedings |
|
Dark matter (the real reason our methodologies work) |
2020 |
Virtual |
With the COVID-19 pandemic spreading its grip across all industries, leaders need to be well-equipped with strategies that create smart supply chains that can respond to the crisis. ThroughPut Inc.s AI-powered product ELI, it is specifically designed to meet supply chain goals by tracking down those ever-shifting bottlenecks, efficiencies, and areas of waste across dynamic operations on the factory floor. The live product demo will demonstrate how you can leverage existing data to eliminate bottlenecks and generate free cash flow; optimize operational process for superior quality control; and get a holistic view of your supply chain value stream. Video length: 48:34. PDF: 28 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2448 |
Conference Proceedings |
Barnard, Alan |
Critical chain is powerful, but is it sufficient for managing projects? |
2020 |
Virtual |
One of the largest turbine manufacturers in the world had a very promising five-year portfolio that consisted of over 100 programs, 1000s of projects, with each project composed of a number of phases. A year into that five-year portfolio, management realized that some of the projects required were facing significant delays and they needed to identify corrective actions. For managers in a project environment VUCCA, or Volatility, Uncertainty, Complexity, Constraints and Ambiguity, are the main reasons why it is so hard to make reliable commitments. Then there is also significant non-linearity between changes and their impact. That is why GRL created a completely self-configurable simulation model to help managers overcome this challenge, Project Portfolio Digital Twin. Using their digital twin they were able to test the following scenarios: Scenario 1: Continue using traditional project management rules; Scenario 2: Implement CCPM and control WIP at the project level; Scenario 3: Implement CCPM and control WIP at the program level; and Scenario 4: Implement CCPM and control WIP with a hybrid rule. Analyzing the results enabled the company to identify which change in project planning and execution rules would have the largest positive impact on performance and profitability. Video length: 48:09. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2449 |
Conference Proceedings |
Vosloo, Jaco-Ben |
Critical chain is powerful, but is it sufficient for managing projects? |
2020 |
Virtual |
One of the largest turbine manufacturers in the world had a very promising five-year portfolio that consisted of over 100 programs, 1000s of projects, with each project composed of a number of phases. A year into that five-year portfolio, management realized that some of the projects required were facing significant delays and they needed to identify corrective actions. For managers in a project environment VUCCA, or Volatility, Uncertainty, Complexity, Constraints and Ambiguity, are the main reasons why it is so hard to make reliable commitments. Then there is also significant non-linearity between changes and their impact. That is why GRL created a completely self-configurable simulation model to help managers overcome this challenge, Project Portfolio Digital Twin. Using their digital twin they were able to test the following scenarios: Scenario 1: Continue using traditional project management rules; Scenario 2: Implement CCPM and control WIP at the project level; Scenario 3: Implement CCPM and control WIP at the program level; and Scenario 4: Implement CCPM and control WIP with a hybrid rule. Analyzing the results enabled the company to identify which change in project planning and execution rules would have the largest positive impact on performance and profitability. Video length: 48:09. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2450 |
Conference Proceedings |
|
Critical chain: Then, now and future |
2020 |
Virtual |
One of the largest turbine manufacturers in the world had a very promising five-year portfolio that consisted of over 100 programs, 1000s of projects, with each project composed of a number of phases. A year into that five-year portfolio, management realized that some of the projects required were facing significant delays and they needed to identify corrective actions. For managers in a project environment VUCCA, or Volatility, Uncertainty, Complexity, Constraints and Ambiguity, are the main reasons why it is so hard to make reliable commitments. Then there is also significant non-linearity between changes and their impact. That is why GRL created a completely self-configurable simulation model to help managers overcome this challenge, Project Portfolio Digital Twin. Using their digital twin they were able to test the following scenarios: Scenario 1: Continue using traditional project management rules; Scenario 2: Implement CCPM and control WIP at the project level; Scenario 3: Implement CCPM and control WIP at the program level; and Scenario 4: Implement CCPM and control WIP with a hybrid rule. Analyzing the results enabled the company to identify which change in project planning and execution rules would have the largest positive impact on performance and profitability. Video length: 48:09. PDF: 33 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2451 |
Conference Proceedings |
Mordoch, Avraham |
Critical chain: Then, now and future |
2020 |
Virtual |
The recent days of the worldwide Corona epidemic are the trigger for the thoughts I have about the actual functionality of the buffer management (BM) methodology and how it should play a role in protecting our projects. I assume that we all know that the project buffer, and the associated feeding buffers, are our main ammunition against the uncertainties that are spread along all the projects routes. This is if our projects are planned and executed according to the critical chain methodology which is a derivative of the theory of constraints. Having said that, the main question we should ask ourselves is if the buffers, that normally are planned to be 50% of the associated chain, are good enough against all types of uncertainties or are there any type of uncertainty that the buffers are not supplying us the needed protection and we should think about additional, or maybe another, type of protection. Before listing the main contributors for the deep penetration into the buffers, there is a need to emphasize that the buffers conceptually should be consumed and most of the times they are fully consumed. We should be worried about the too many projects that are still late in spite of the normally very generous buffers. These projects are the reason for my presentation. The list of contributors to the penetration into the buffers: 1. Late start of a project, it consumes buffer time in spite the fact that the buffers are not designed for protection against late start. How should we handle the late start? 2. Regular delays in completion of tasks, these are the common and expected uncertainty that are mostly due to low probability of completion of tasks on time. 3. Unavailability of a resource (Still busy in another project), very typical to a multi-projects environment and should be treated with the capacity buffer that can serve as the synchronizer between the projects sharing common resources. 4. "Grey Swan" events which are a potentially very significant event that is considered unlikely to happen but still possible (can be internal as well external to a project). 5. "Black Swan" events which are unpredictable event that are beyond what is normally expected of a situation and has potentially severe consequences (also can be internal as well external to a project). Only one (the second) out of the above five contributors is perfectly dealt with the regular buffer management methodology. What should we do to protect our projects regarding the other contributors? By the way, the regular statistics suggests that about 30% of IT projects are cancelled before completion. I presume that many of these cancellations are due to the last two contributors. We should do something different in regard to them and not just pray and hold ours fingers. Video length: 38:57. PDF: 21 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2452 |
Conference Proceedings |
|
Best of CCPM |
2020 |
Virtual |
The recent days of the worldwide Corona epidemic are the trigger for the thoughts I have about the actual functionality of the buffer management (BM) methodology and how it should play a role in protecting our projects. I assume that we all know that the project buffer, and the associated feeding buffers, are our main ammunition against the uncertainties that are spread along all the projects routes. This is if our projects are planned and executed according to the critical chain methodology which is a derivative of the theory of constraints. Having said that, the main question we should ask ourselves is if the buffers, that normally are planned to be 50% of the associated chain, are good enough against all types of uncertainties or are there any type of uncertainty that the buffers are not supplying us the needed protection and we should think about additional, or maybe another, type of protection. Before listing the main contributors for the deep penetration into the buffers, there is a need to emphasize that the buffers conceptually should be consumed and most of the times they are fully consumed. We should be worried about the too many projects that are still late in spite of the normally very generous buffers. These projects are the reason for my presentation. The list of contributors to the penetration into the buffers: 1. Late start of a project, it consumes buffer time in spite the fact that the buffers are not designed for protection against late start. How should we handle the late start? 2. Regular delays in completion of tasks, these are the common and expected uncertainty that are mostly due to low probability of completion of tasks on time. 3. Unavailability of a resource (Still busy in another project), very typical to a multi-projects environment and should be treated with the capacity buffer that can serve as the synchronizer between the projects sharing common resources. 4. "Grey Swan" events which are a potentially very significant event that is considered unlikely to happen but still possible (can be internal as well external to a project). 5. "Black Swan" events which are unpredictable event that are beyond what is normally expected of a situation and has potentially severe consequences (also can be internal as well external to a project). Only one (the second) out of the above five contributors is perfectly dealt with the regular buffer management methodology. What should we do to protect our projects regarding the other contributors? By the way, the regular statistics suggests that about 30% of IT projects are cancelled before completion. I presume that many of these cancellations are due to the last two contributors. We should do something different in regard to them and not just pray and hold ours fingers. Video length: 38:57. PDF: 21 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2453 |
Conference Proceedings |
Mueller, Wolfram |
Best of CCPM |
2020 |
Virtual |
Situation/Problem: Its so simple “Agile” won the race. Regardless of what kind of company that thinks about improving their project management by using TOC and Critical Chain – Agile is already there or requested. So we as an implementation supporter have to deal with this either integrating the existing agile stuff or setting up critical chain in a way that is can truly state that its agile. The direction of a solution is presented in this workshop. In this speech, I will show: 1) The straightforward connection between CCPM and agile:wWorkpackage in CCPM equals to release in agile. Further on how to do an estimate and how to derive the daily remaining duration out of the data an agile team has for its release. 2) A very easy to apply approvement for all kinds of taskboards of agile teams. Its all about WIP control and management of the blocker. 3) The next step is how to convince agile teams that they have a benefit from this CCPM stuff. That is the hardest part. But in the end, it all has to do with the constraint of the company – the integration phase or architecture. 4) Furthermore, some arguments for the top manager to go for CCPM in addition to agile. Its all about scalability and being in control of the process and output. And getting the profit out of all this agile stuff. 5) There will be a definition of agile and the agile mindset and why it fits perfectly to TOC and CCPM. Maybe the three systemic layers of portfolio – project – agile team. 6) And last but not least some thoughts about why agile is so important – and how TOC can improve this mindset by addressing the constraint of the customer or the constraint of the constraint of the customer. Or what an agile architecture looks like. This presentation will be a very simple straight forward knowledge transfer for consultants already familiar with CCPM, so that they can deal in an appropriate way with agile guys. Video length: 1:20:00. PDF: 43 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2454 |
Conference Proceedings |
|
Precedence based program management; the next s-curve in product and platform development |
2020 |
Virtual |
Situation/Problem: Its so simple “Agile” won the race. Regardless of what kind of company that thinks about improving their project management by using TOC and Critical Chain – Agile is already there or requested. So we as an implementation supporter have to deal with this either integrating the existing agile stuff or setting up critical chain in a way that is can truly state that its agile. The direction of a solution is presented in this workshop. In this speech, I will show: 1) The straightforward connection between CCPM and agile:wWorkpackage in CCPM equals to release in agile. Further on how to do an estimate and how to derive the daily remaining duration out of the data an agile team has for its release. 2) A very easy to apply approvement for all kinds of taskboards of agile teams. Its all about WIP control and management of the blocker. 3) The next step is how to convince agile teams that they have a benefit from this CCPM stuff. That is the hardest part. But in the end, it all has to do with the constraint of the company – the integration phase or architecture. 4) Furthermore, some arguments for the top manager to go for CCPM in addition to agile. Its all about scalability and being in control of the process and output. And getting the profit out of all this agile stuff. 5) There will be a definition of agile and the agile mindset and why it fits perfectly to TOC and CCPM. Maybe the three systemic layers of portfolio – project – agile team. 6) And last but not least some thoughts about why agile is so important – and how TOC can improve this mindset by addressing the constraint of the customer or the constraint of the constraint of the customer. Or what an agile architecture looks like. This presentation will be a very simple straight forward knowledge transfer for consultants already familiar with CCPM, so that they can deal in an appropriate way with agile guys. Video length: 1:20:00. PDF: 43 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2455 |
Conference Proceedings |
White, Simon |
Precedence based program management; the next s-curve in product and platform development |
2020 |
Virtual |
In 2014, BAE Systems Australia faced a challenge in its lead-In fighter program‚ he decline of performance in our deep maintenance venues. Critical chain was identified as a methodology that had some credence and believability, as evidenced by the Warner Robins Franz Award case study. It was decided this was for us‚ This presentation will talk through: The performance issues originally faced, the solution identified, how this was enacted, the results achieved, and the challenges of sustaining the methodology. Video length: 59:33. PDF: 43 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2456 |
Conference Proceedings |
|
Precedence based program management; the next s-curve in product and platform development |
2020 |
Virtual |
In 2014, BAE Systems Australia faced a challenge in its lead-In fighter program‚ he decline of performance in our deep maintenance venues. Critical chain was identified as a methodology that had some credence and believability, as evidenced by the Warner Robins Franz Award case study. It was decided this was for us‚ This presentation will talk through: The performance issues originally faced, the solution identified, how this was enacted, the results achieved, and the challenges of sustaining the methodology. Video length: 59:33. PDF: 43 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2457 |
Conference Proceedings |
Newbold, Robert |
TOC in a VUCA world, bridging the world of agile and TOC |
2020 |
Virtual |
We have been taught that the “constraint” is the most important thing to consider when managing an organization. If you want to improve, you must focus there. Given that, how can some experts claim that you dont need to know the “real” constraint, you can just “pick one”? How can approaches like Lean and Agile produce significant benefits, even though they dont deal directly with constraints? How can people get the benefits of CCPM on complex projects, using networks with fewer than three hundred tasks? The answers lie in the huge discrepancy between the models we create and the work we actually do. Our models typically focus on task dependencies (we must do work A before work B) and resource dependencies (we need scarce resource C to do work A). But there is a third type of dependency we rarely consider: the “process dependency.” Process dependencies are the “dark matter” of work, often accounting for 80% or more of cycle times. They can be described as “we choose to do work A before work B, and/or using scarce resource C.” They are the processes–cultural, habitual, rarely questioned–that we have built up, sometimes over years and decades. They may be unique to an individual or shared across a huge group. They include concepts like multitasking, deadlines, stage-gate processes, and transfer batches. Process dependencies have to do with how we choose to do the work, not with how we must do it. They delay our work. But theyre also essential: without repeatable processes, we would have to reinvent everything, all the time. We need disciplined ways of identifying process dependencies and figuring out which to remove and which to keep. In this talk, Rob Newbold: • Describes process dependencies and their importance; • Talks about how methodologies like TOC, Agile, and Lean enable success by identifying and addressing process dependencies; • Derives a more generic process; and Concludes with some important, practical lessons that will help you improve speed and reduce waste no matter what methodologies you apply. Video length: 28:13. PDF: 10 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2458 |
Conference Proceedings |
|
TOC in a VUCA world, bridging the world of agile and TOC |
2020 |
Virtual |
We have been taught that the “constraint” is the most important thing to consider when managing an organization. If you want to improve, you must focus there. Given that, how can some experts claim that you dont need to know the “real” constraint, you can just “pick one”? How can approaches like Lean and Agile produce significant benefits, even though they dont deal directly with constraints? How can people get the benefits of CCPM on complex projects, using networks with fewer than three hundred tasks? The answers lie in the huge discrepancy between the models we create and the work we actually do. Our models typically focus on task dependencies (we must do work A before work B) and resource dependencies (we need scarce resource C to do work A). But there is a third type of dependency we rarely consider: the “process dependency.” Process dependencies are the “dark matter” of work, often accounting for 80% or more of cycle times. They can be described as “we choose to do work A before work B, and/or using scarce resource C.” They are the processes–cultural, habitual, rarely questioned–that we have built up, sometimes over years and decades. They may be unique to an individual or shared across a huge group. They include concepts like multitasking, deadlines, stage-gate processes, and transfer batches. Process dependencies have to do with how we choose to do the work, not with how we must do it. They delay our work. But theyre also essential: without repeatable processes, we would have to reinvent everything, all the time. We need disciplined ways of identifying process dependencies and figuring out which to remove and which to keep. In this talk, Rob Newbold: • Describes process dependencies and their importance; • Talks about how methodologies like TOC, Agile, and Lean enable success by identifying and addressing process dependencies; • Derives a more generic process; and Concludes with some important, practical lessons that will help you improve speed and reduce waste no matter what methodologies you apply. Video length: 28:13. PDF: 10 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2459 |
Conference Proceedings |
Heptinstall, Ian |
Using CCPM for better agile |
2020 |
Virtual |
CCPM is, in my opinion, the best formal method for project scheduling and execution control. Just by implementing CCPM, most projects can achieve a significant performance improvement. However it is not a holistic method of project management - project management involves much more than scheduling and control. A project delivered on-budget and on-schedule, even if it was faster and cheaper than ever before, is 100% waste if the output does not deliver any benefit to the project owner. Who wants a factory that manufactures black-and-white televisions, no matter how well executed it was? This is not only an issue for the TOC community who understand CCPM. Project management as a global body of knowledge has suffered from defining a project as the execution stage. In TOC-terminology there has been too much focus on the local (implementing what someone has told you to implement in line with some time/cost/scope estimate), at the expense of the global (why do we need a project at all? and what should the project consist of). This is particularly noticeable in the field of public sector infrastructure projects where a mix of political pressures, busy managers, and an ineffective approach to procurement and contracting, seem to define projects as ‘the thing we contract a company to deliver, as opposed to the more holistic ‘problem to be solved or ‘opportunity to be realised. CCPM experts, and Eli Goldratt have always been well aware of this issue – that CCPM only addressed the third of the 3 key stages of a project: 1. Why do we need to do something? 2. What should we do? 3. How do we deliver what we have chosen to do? This presentation will position CCPM into the wider project management body of knowledge. It will share established project management techniques, and discuss where TOC can help improve the project management toolkit, over and above the contribution of CCPM itself. It will also discuss why in some fields, CCPM has not gained much traction, and relate this to influential opinions that the potential to improve a project once it moves into execution is minimal, because all the significant performance problems of today are due to poor practices in the early project (planning) stages. The presentation will focus mainly on the delivery of relatively large and infrequent projects, rather than the management of multi-project environments involving larger numbers of smaller projects. Video length: 58:28. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2460 |
Conference Proceedings |
|
Using CCPM for better agile |
2020 |
Virtual |
CCPM is, in my opinion, the best formal method for project scheduling and execution control. Just by implementing CCPM, most projects can achieve a significant performance improvement. However it is not a holistic method of project management - project management involves much more than scheduling and control. A project delivered on-budget and on-schedule, even if it was faster and cheaper than ever before, is 100% waste if the output does not deliver any benefit to the project owner. Who wants a factory that manufactures black-and-white televisions, no matter how well executed it was? This is not only an issue for the TOC community who understand CCPM. Project management as a global body of knowledge has suffered from defining a project as the execution stage. In TOC-terminology there has been too much focus on the local (implementing what someone has told you to implement in line with some time/cost/scope estimate), at the expense of the global (why do we need a project at all? and what should the project consist of). This is particularly noticeable in the field of public sector infrastructure projects where a mix of political pressures, busy managers, and an ineffective approach to procurement and contracting, seem to define projects as ‘the thing we contract a company to deliver, as opposed to the more holistic ‘problem to be solved or ‘opportunity to be realised. CCPM experts, and Eli Goldratt have always been well aware of this issue – that CCPM only addressed the third of the 3 key stages of a project: 1. Why do we need to do something? 2. What should we do? 3. How do we deliver what we have chosen to do? This presentation will position CCPM into the wider project management body of knowledge. It will share established project management techniques, and discuss where TOC can help improve the project management toolkit, over and above the contribution of CCPM itself. It will also discuss why in some fields, CCPM has not gained much traction, and relate this to influential opinions that the potential to improve a project once it moves into execution is minimal, because all the significant performance problems of today are due to poor practices in the early project (planning) stages. The presentation will focus mainly on the delivery of relatively large and infrequent projects, rather than the management of multi-project environments involving larger numbers of smaller projects. Video length: 58:28. PDF: 20 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2461 |
Conference Proceedings |
Walsh, Danny |
The BIG mistake most make-to-order companies do that hurts the bottom line: How to turn that into a small fortune – FAST! |
2020 |
Virtual |
Starting in the 1960s the emphasis in project management shifted to taking advantage of computers to improve project management. There were many contributors, such as John Fondahl at Stanford University, developing the algorithms that were to become the foundation for the project management software tools that are prevalent today. These tools offered new features to plan, schedule and execute, however, the thinking captured in the algorithms for the most part were not new. And in fact remain essentially unchanged, focusing on new features and capabilities. It wasnt until 1997 when Eliyahu Goldratt published the book, Critical Chain, introducing the critical chain methodology as an alternative to the critical path methodology did we have the next major change in project management thinking. There are many adaptors to this way of thinking. Regrettably change as we have seen comes slowly and it will take additional time before the full impact of critical chain methodology is totally understood across the project management community. So the pattern has been established. We first see new thinking evolve and then tools developed building on these advances, producing powerful breakthrough solutions. With Gantt, critical path and PERT they used the technology available, initially paper charts and graphs, evolving into software solutions. When critical chain appeared the solutions developed immediately leveraged the existent availability and capabilities of computers and software. Improvements using critical chain thinking without software could be achieved, however they cannot benefit from the wide and far-reaching disruptive technology that was now available. We must now break the pattern. I believe the next breakthrough will require challenging our own assumptions to push the envelope of current critical chain thinking. We must leverage the significant advances in computing power; advanced software technology and means of delivery in order to have new thinking evolve. This very well may be creating new knowledge … you will be the judge. Video length: 1:01:24. PDF: 26 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2462 |
Conference Proceedings |
|
The BIG mistake most make-to-order companies do that hurts the bottom line: How to turn that into a small fortune – FAST! |
2020 |
Virtual |
Starting in the 1960s the emphasis in project management shifted to taking advantage of computers to improve project management. There were many contributors, such as John Fondahl at Stanford University, developing the algorithms that were to become the foundation for the project management software tools that are prevalent today. These tools offered new features to plan, schedule and execute, however, the thinking captured in the algorithms for the most part were not new. And in fact remain essentially unchanged, focusing on new features and capabilities. It wasnt until 1997 when Eliyahu Goldratt published the book, Critical Chain, introducing the critical chain methodology as an alternative to the critical path methodology did we have the next major change in project management thinking. There are many adaptors to this way of thinking. Regrettably change as we have seen comes slowly and it will take additional time before the full impact of critical chain methodology is totally understood across the project management community. So the pattern has been established. We first see new thinking evolve and then tools developed building on these advances, producing powerful breakthrough solutions. With Gantt, critical path and PERT they used the technology available, initially paper charts and graphs, evolving into software solutions. When critical chain appeared the solutions developed immediately leveraged the existent availability and capabilities of computers and software. Improvements using critical chain thinking without software could be achieved, however they cannot benefit from the wide and far-reaching disruptive technology that was now available. We must now break the pattern. I believe the next breakthrough will require challenging our own assumptions to push the envelope of current critical chain thinking. We must leverage the significant advances in computing power; advanced software technology and means of delivery in order to have new thinking evolve. This very well may be creating new knowledge … you will be the judge. Video length: 1:01:24. PDF: 26 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2463 |
Conference Proceedings |
Fouque, Anthony |
Delivery reliability: The new competitive edge at Paharpur 3P |
2020 |
Virtual |
The aim of the presentation is to deep dive in the strategy and tactic trees of the CCPM approach and see how it is used for 4 years to deploy it with customers. In order to do that, we propose a “Best of” of this implementation where we are going to zoom in a specific aspect of this S&T. For example, in one case, we are going to share the use of the relay race, on another one, we are going to see the impact on the pipeline, etc. To do that, we are going to share case studies from several sectors: Shelf, Dermocosmetic, Pharmaceutical, Aircraft, Oil & Gas, IT, Luxirious, etc. Thanks to this, we would like to demonstrate the universality of the implementation process and the results associated. Here is one of our case study: Company Name / Sector: Cryogenic system for oil & gas. Context: The company has used CCPM for 3 years. A project is a combination of small projects (work package). Everything together, a project represents 7500 tasks. The portfolio is usually about 5 to 10 projects. After 3 years, they were able to analyse the fever charts done and organize a continuous improvement plan to change the way the projects are performed. Thank to this, they reduced the cycle time of the project but gain more reliability into it. What we proposed to zoom in: In this case, we would like to focus on how the fever chat is one of the best levers of performance to drive the POOGI of the system. Video length: 40:50. PDF: 23 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2464 |
Conference Proceedings |
|
Delivery reliability: The new competitive edge at Paharpur 3P |
2020 |
Virtual |
The aim of the presentation is to deep dive in the strategy and tactic trees of the CCPM approach and see how it is used for 4 years to deploy it with customers. In order to do that, we propose a “Best of” of this implementation where we are going to zoom in a specific aspect of this S&T. For example, in one case, we are going to share the use of the relay race, on another one, we are going to see the impact on the pipeline, etc. To do that, we are going to share case studies from several sectors: Shelf, Dermocosmetic, Pharmaceutical, Aircraft, Oil & Gas, IT, Luxirious, etc. Thanks to this, we would like to demonstrate the universality of the implementation process and the results associated. Here is one of our case study: Company Name / Sector: Cryogenic system for oil & gas. Context: The company has used CCPM for 3 years. A project is a combination of small projects (work package). Everything together, a project represents 7500 tasks. The portfolio is usually about 5 to 10 projects. After 3 years, they were able to analyse the fever charts done and organize a continuous improvement plan to change the way the projects are performed. Thank to this, they reduced the cycle time of the project but gain more reliability into it. What we proposed to zoom in: In this case, we would like to focus on how the fever chat is one of the best levers of performance to drive the POOGI of the system. Video length: 40:50. PDF: 23 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2465 |
Conference Proceedings |
Holt, Steve |
Capacity Buffers as a Strategic Tool |
2020 |
Virtual |
At Boeing, we have a long history of learning where our previously useful methods begin to fall short and always seek more capable methods to develop and deliver the next edge in products and services. Across hardware oriented industries, the Agilistas and their cousins DevOps, DevSecOps, LeanAgile, SAFe and Design Thinking, etc, have seen muted success with more integrated products. We believe we have some answers to: why Agile, as currently structured, may never deliver similar levels of success in hardware, what injections from TOC could result in breaking through the current glass ceiling and, perhaps most importantly‚ how to tell, very early, whether your business will most benefit from Agile, ToC or a hybrid model for managing your project. We incorporate techniques from systems engineering, complexity theory & network theory in a synthesis of CCPM, Agile, Set Based Concurrent Design, etc without violating core tenets. We start with modifications of the Logical Thinking Process, sequence a sufficiently diverse set of Agile explorations of the design envelope, and then transition to an enhancement of CCPM once a WBS emerges. We call this Precedence Based Program Management. Video length: 58:31. PDF: 49 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2466 |
Conference Proceedings |
O'Brien, Matt |
Capacity Buffers as a Strategic Tool |
2020 |
Virtual |
At Boeing, we have a long history of learning where our previously useful methods begin to fall short and always seek more capable methods to develop and deliver the next edge in products and services. Across hardware oriented industries, the Agilistas and their cousins DevOps, DevSecOps, LeanAgile, SAFe and Design Thinking, etc, have seen muted success with more integrated products. We believe we have some answers to: why Agile, as currently structured, may never deliver similar levels of success in hardware, what injections from TOC could result in breaking through the current glass ceiling and, perhaps most importantly‚ how to tell, very early, whether your business will most benefit from Agile, ToC or a hybrid model for managing your project. We incorporate techniques from systems engineering, complexity theory & network theory in a synthesis of CCPM, Agile, Set Based Concurrent Design, etc without violating core tenets. We start with modifications of the Logical Thinking Process, sequence a sufficiently diverse set of Agile explorations of the design envelope, and then transition to an enhancement of CCPM once a WBS emerges. We call this Precedence Based Program Management. Video length: 58:31. PDF: 49 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2467 |
Conference Proceedings |
|
Capacity Buffers as a Strategic Tool |
2020 |
Virtual |
At Boeing, we have a long history of learning where our previously useful methods begin to fall short and always seek more capable methods to develop and deliver the next edge in products and services. Across hardware oriented industries, the Agilistas and their cousins DevOps, DevSecOps, LeanAgile, SAFe and Design Thinking, etc, have seen muted success with more integrated products. We believe we have some answers to: why Agile, as currently structured, may never deliver similar levels of success in hardware, what injections from TOC could result in breaking through the current glass ceiling and, perhaps most importantly‚ how to tell, very early, whether your business will most benefit from Agile, ToC or a hybrid model for managing your project. We incorporate techniques from systems engineering, complexity theory & network theory in a synthesis of CCPM, Agile, Set Based Concurrent Design, etc without violating core tenets. We start with modifications of the Logical Thinking Process, sequence a sufficiently diverse set of Agile explorations of the design envelope, and then transition to an enhancement of CCPM once a WBS emerges. We call this Precedence Based Program Management. Video length: 58:31. PDF: 49 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2468 |
Conference Proceedings |
Tendon, Steve |
TOC and the blue ocean shift: A perfect match |
2020 |
Virtual |
Knowledge-intensive digital businesses compete at breakneck speed. Product development, software-engineering and knowledge-discovery need to happen fast; and quickly adapt in a business environment exposed to ever increasing volatility, uncertainty, complexity and ambiguity (VUCA). In the last 20-25 years “agile” approaches have developed to address such ever changing conditions. The mantra is to constantly “Inspect and Adapt,” with deep consideration of the socio-technical complex-adaptive-systems wherein humans communicate, interact and make critical decisions with incomplete information. Many agile approaches have been proposed. Many have been extremely successful, such as scrum, SAFe, the kanban method and DevOps. While some acknowledge TOC, none truly apply TOC. In agile circles, TOC is considered inappropriate or even inapplicable. TOC is seen as rigid and inflexible, mainly due to its heritage in the manufacturing world. Some approaches, like DevOps, do acknowledge the basic ideas of TOC; yet their application is far from systemic. The intellectual clarity and focusing power of TOC is not found in agile approaches. In this presentation we will see how to bring TOC to agile, or agility to TOC, through a novel approach called “TameFlow” that embraces TOC in its entirety, all the while making it compatible with all popular agile approaches. Video length: 48:05. PDF: 16 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2469 |
Conference Proceedings |
|
TOC and the blue ocean shift: A perfect match |
2020 |
Virtual |
Knowledge-intensive digital businesses compete at breakneck speed. Product development, software-engineering and knowledge-discovery need to happen fast; and quickly adapt in a business environment exposed to ever increasing volatility, uncertainty, complexity and ambiguity (VUCA). In the last 20-25 years “agile” approaches have developed to address such ever changing conditions. The mantra is to constantly “Inspect and Adapt,” with deep consideration of the socio-technical complex-adaptive-systems wherein humans communicate, interact and make critical decisions with incomplete information. Many agile approaches have been proposed. Many have been extremely successful, such as scrum, SAFe, the kanban method and DevOps. While some acknowledge TOC, none truly apply TOC. In agile circles, TOC is considered inappropriate or even inapplicable. TOC is seen as rigid and inflexible, mainly due to its heritage in the manufacturing world. Some approaches, like DevOps, do acknowledge the basic ideas of TOC; yet their application is far from systemic. The intellectual clarity and focusing power of TOC is not found in agile approaches. In this presentation we will see how to bring TOC to agile, or agility to TOC, through a novel approach called “TameFlow” that embraces TOC in its entirety, all the while making it compatible with all popular agile approaches. Video length: 48:05. PDF: 16 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2470 |
Conference Proceedings |
Boyk, Christopher |
TOC and the blue ocean shift: A perfect match |
2020 |
Virtual |
With an ever-expanding number of projects on most companies portfolios the world is turning more and more to Minimally Viable Products MVP using Agile development projects in software development projects. Customers are frustrated about how software products are delivered in many cases not finished or viable but meet the requirements of MVP. Turn your Agile based software projects into Most Valuable Projects using Critical Chain Portfolio Management. In this session we will talk about how to control changes in projects across portfolios when resources are shared in a weak or strong matrix organization. Learn how to manage individuals and resources to optimize story points between projects and win the game of MVP. Video length: 1:00:04. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2471 |
Conference Proceedings |
|
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Virtual |
With an ever-expanding number of projects on most companies portfolios the world is turning more and more to Minimally Viable Products MVP using Agile development projects in software development projects. Customers are frustrated about how software products are delivered in many cases not finished or viable but meet the requirements of MVP. Turn your Agile based software projects into Most Valuable Projects using Critical Chain Portfolio Management. In this session we will talk about how to control changes in projects across portfolios when resources are shared in a weak or strong matrix organization. Learn how to manage individuals and resources to optimize story points between projects and win the game of MVP. Video length: 1:00:04. PDF: 31 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2472 |
Conference Proceedings |
Kay, Andrew |
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Virtual |
“Boosting sales, productivity and profits by 50% in less than 6 weeks and ongoing” Introducing Throughput Compression, Smart Pricing Decision Support Tool and Case Study Update for 2020. In this modified* presentation we will learn how a small Australian family business increased sales by 50%, increased its sales quote conversion rate from 30% to over 95%, and reversed declining profit margins in the space of just 6 weeks. This presentation provides a deep look into how the company applied Throughput Accounting methods to achieve these results with an update for 2020. We will introduce the technique of “Throughput Compression” based on backward and forward levelling introduced by Dr Eli Goldratt in his book The Haystack Syndrome. Whilst Dr Goldratt applied this process to internally constrained operations, this case study shows how it can be applied to “market” constrained operations to concurrently: a) Turn a loss making period into a profitable one, b) Expose and condense available capacity for the sales team to exploit using a decision support tool for Throughput Pricing, and c) Increase Throughput Velocity (the speed of making money) for the whole business. d) Grow the top line from $10.8m to $17.8m (+60%). Various pricing scenarios with the Pricing Decision Support Tool to win jobs will be demonstrated along with how the sales and production teams work together visualising current and future capacity and their approach to best maximise Throughput. Video length: 1:01:31. PDF: 106 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2473 |
Conference Proceedings |
|
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Virtual |
“Boosting sales, productivity and profits by 50% in less than 6 weeks and ongoing” Introducing Throughput Compression, Smart Pricing Decision Support Tool and Case Study Update for 2020. In this modified* presentation we will learn how a small Australian family business increased sales by 50%, increased its sales quote conversion rate from 30% to over 95%, and reversed declining profit margins in the space of just 6 weeks. This presentation provides a deep look into how the company applied Throughput Accounting methods to achieve these results with an update for 2020. We will introduce the technique of “Throughput Compression” based on backward and forward levelling introduced by Dr Eli Goldratt in his book The Haystack Syndrome. Whilst Dr Goldratt applied this process to internally constrained operations, this case study shows how it can be applied to “market” constrained operations to concurrently: a) Turn a loss making period into a profitable one, b) Expose and condense available capacity for the sales team to exploit using a decision support tool for Throughput Pricing, and c) Increase Throughput Velocity (the speed of making money) for the whole business. d) Grow the top line from $10.8m to $17.8m (+60%). Various pricing scenarios with the Pricing Decision Support Tool to win jobs will be demonstrated along with how the sales and production teams work together visualising current and future capacity and their approach to best maximise Throughput. Video length: 1:01:31. PDF: 106 slides. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2474 |
Conference Proceedings |
Gilani, Ravi |
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2018 |
Las Vegas, NV |
After 11 years of losses Paharpur 3P decided it was time for dramatic change. The year was 2006. The core problem was a combination of low margins and a lack of long-run orders to enable them to scale. They decided to implement TOC. This is their story of remarkable transformation. Youll learn how the company focused on three key parameters — OTIF, Throughput and Inventory Reduction — to reinvent itself and the results it generated. These include a profit turnaround within the first three months without reduction in manpower or any significant investment. Throughput up by 30% in 13 weeks. A >90% uplift in OTIF performance. And a dramatic reduction in inventory despite increased volumes of about 25%. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2018ConferenceProceedings |
| 2475 |
Conference Proceedings |
|
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2018 |
Las Vegas, NV |
After 11 years of losses Paharpur 3P decided it was time for dramatic change. The year was 2006. The core problem was a combination of low margins and a lack of long-run orders to enable them to scale. They decided to implement TOC. This is their story of remarkable transformation. Youll learn how the company focused on three key parameters — OTIF, Throughput and Inventory Reduction — to reinvent itself and the results it generated. These include a profit turnaround within the first three months without reduction in manpower or any significant investment. Throughput up by 30% in 13 weeks. A >90% uplift in OTIF performance. And a dramatic reduction in inventory despite increased volumes of about 25%. Video length: . PDF: slides. |
|
https://www.tocico.org/page/2018ConferenceProceedings |
| 2476 |
Online Multimedia |
Schragenheim, Eli |
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Hamburg, NY |
Capacity buffers are the means to temporarily increase the capacity of an overloaded resource for an extra cost. Such buffers include overtime, temporary workers, and outsourcing. Buffering is a critical part of planning according to TOC. Treating the options of increasing capacity in a temporary manner as buffers means carefully ensuring that whenever there is a need the buffer can be consumed. Certainly the amount open for the costly extra capacity needs to be monitored and the Green, Yellow and Red zoned be managed. Capacity buffers should be a strategic issue as they allow the delay of significant investments in purchasing additional capacity based on forecasts. Any growth strategy should consider the option of maintaining capacity buffers to allow capitalizing on emerging new opportunities in the market without the burden of financial obligations to the longer time frame. The webinar will open the following questions for discussion: Is a resource that is often used for 100% of its regular capacity a constraint / bottleneck when it is possible to add capacity for extra cost? Is the capacity buffer part of the ‘protective capacity? Is the use of the capacity buffer of the constraint an ‘elevation? Should the extra cost of adding temporary capacity be considered TVC or delta-OE? |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2477 |
Online Multimedia |
|
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Hamburg, NY |
Capacity buffers are the means to temporarily increase the capacity of an overloaded resource for an extra cost. Such buffers include overtime, temporary workers, and outsourcing. Buffering is a critical part of planning according to TOC. Treating the options of increasing capacity in a temporary manner as buffers means carefully ensuring that whenever there is a need the buffer can be consumed. Certainly the amount open for the costly extra capacity needs to be monitored and the Green, Yellow and Red zoned be managed. Capacity buffers should be a strategic issue as they allow the delay of significant investments in purchasing additional capacity based on forecasts. Any growth strategy should consider the option of maintaining capacity buffers to allow capitalizing on emerging new opportunities in the market without the burden of financial obligations to the longer time frame. The webinar will open the following questions for discussion: Is a resource that is often used for 100% of its regular capacity a constraint / bottleneck when it is possible to add capacity for extra cost? Is the capacity buffer part of the ‘protective capacity? Is the use of the capacity buffer of the constraint an ‘elevation? Should the extra cost of adding temporary capacity be considered TVC or delta-OE? |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2478 |
Online Multimedia |
|
How to avoid costly mistakes in preparing your supply chain for a COVID-19 recovery |
2020 |
Hamburg, NY |
Capacity buffers are the means to temporarily increase the capacity of an overloaded resource for an extra cost. Such buffers include overtime, temporary workers, and outsourcing. Buffering is a critical part of planning according to TOC. Treating the options of increasing capacity in a temporary manner as buffers means carefully ensuring that whenever there is a need the buffer can be consumed. Certainly the amount open for the costly extra capacity needs to be monitored and the Green, Yellow and Red zoned be managed. Capacity buffers should be a strategic issue as they allow the delay of significant investments in purchasing additional capacity based on forecasts. Any growth strategy should consider the option of maintaining capacity buffers to allow capitalizing on emerging new opportunities in the market without the burden of financial obligations to the longer time frame. The webinar will open the following questions for discussion: Is a resource that is often used for 100% of its regular capacity a constraint / bottleneck when it is possible to add capacity for extra cost? Is the capacity buffer part of the ‘protective capacity? Is the use of the capacity buffer of the constraint an ‘elevation? Should the extra cost of adding temporary capacity be considered TVC or delta-OE? |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2479 |
Online Multimedia |
Baptista, Humberto R. |
Effective modifications to the TOC core solutions |
2020 |
Hamburg, NY |
The impact of the "Blue Ocean" strategy: to fulfill a significant need of a big enough market in a way no significant competitor can is a great contribution to modern views of management and organizational strategies. In a more recent book "Blue Ocean Shift" the authors (Kim and Mauborgne) present a process to lead companies to their Blue Oceans, together with cases and examples of its application. In this presentation, we will explore what is the "Blue Ocean Shift" process, its strong points and its shortcomings and how TOC is a great fit to close the gaps and reinforce this process. The whole concept behind Viable Visions will be revisited, starting from a few templates (formalized in S&Ts later on) we will merge the process with the "Blue Ocean Shift" to develop new Decisive Competitive Edges and new ways to implement those faster and more effectively with TOC. We will conclude with an overall process of strategies and tactics to develop and implement new Viable Visions with the Blue Ocean Shift augmented with TOC in the S&T format. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2480 |
Online Multimedia |
|
Effective modifications to the TOC core solutions |
2020 |
Hamburg, NY |
The impact of the "Blue Ocean" strategy: to fulfill a significant need of a big enough market in a way no significant competitor can is a great contribution to modern views of management and organizational strategies. In a more recent book "Blue Ocean Shift" the authors (Kim and Mauborgne) present a process to lead companies to their Blue Oceans, together with cases and examples of its application. In this presentation, we will explore what is the "Blue Ocean Shift" process, its strong points and its shortcomings and how TOC is a great fit to close the gaps and reinforce this process. The whole concept behind Viable Visions will be revisited, starting from a few templates (formalized in S&Ts later on) we will merge the process with the "Blue Ocean Shift" to develop new Decisive Competitive Edges and new ways to implement those faster and more effectively with TOC. We will conclude with an overall process of strategies and tactics to develop and implement new Viable Visions with the Blue Ocean Shift augmented with TOC in the S&T format. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2481 |
Online Multimedia |
|
Effective modifications to the TOC core solutions |
2020 |
Hamburg, NY |
The impact of the "Blue Ocean" strategy: to fulfill a significant need of a big enough market in a way no significant competitor can is a great contribution to modern views of management and organizational strategies. In a more recent book "Blue Ocean Shift" the authors (Kim and Mauborgne) present a process to lead companies to their Blue Oceans, together with cases and examples of its application. In this presentation, we will explore what is the "Blue Ocean Shift" process, its strong points and its shortcomings and how TOC is a great fit to close the gaps and reinforce this process. The whole concept behind Viable Visions will be revisited, starting from a few templates (formalized in S&Ts later on) we will merge the process with the "Blue Ocean Shift" to develop new Decisive Competitive Edges and new ways to implement those faster and more effectively with TOC. We will conclude with an overall process of strategies and tactics to develop and implement new Viable Visions with the Blue Ocean Shift augmented with TOC in the S&T format. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2482 |
Online Multimedia |
Surace, Rocco |
Project management: The TOC way |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2483 |
Online Multimedia |
Abuhab, Miguel |
Project management: The TOC way |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2484 |
Online Multimedia |
Dinur, Yaniv |
Project management: The TOC way |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2485 |
Online Multimedia |
Camp,Henry |
Applying TOC tools and knowledge to the process of ongoing improvement: To what to change? |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2486 |
Online Multimedia |
Bolstorff, Peter A. |
Applying TOC tools and knowledge to the process of ongoing improvement: To what to change? |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2487 |
Online Multimedia |
Barnard, Alan |
Applying TOC tools and knowledge to the process of ongoing improvement: To what to change? |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2488 |
Online Multimedia |
|
Applying TOC tools and knowledge to the process of ongoing improvement: What to change? |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2489 |
Online Multimedia |
|
Applying TOC tools and knowledge to the process of ongoing improvement: What to change? |
2020 |
Hamburg, NY |
Is it too late for Supply Chains to recover? This is a panel discussion on what to do and, as important, what NOT to do! TOCICO and ASCM have put together an expert panel to offer significant forward-thinking insights and share best practices: What has been happening in the worlds supply chains as a consequence of the COVID-19 crisis. Some scenarios on what will happen coming out of the COVID-19 crisis; Mistakes that can and are being made; The simplest ways to minimize the mistakes, or hopefully avoid them. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2490 |
Online Multimedia |
Granot, Mickey |
Applying TOC tools and knowledge to the process of ongoing improvement: What to change? |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. Behind each of the TOC applications there are several key basic assumptions. While those assumptions are valid in many situations, there are cases where they do not apply. Thus, the regular documented TOC solution should be modified. There are “natural” modifications required like setting buffer sizes, but in other cases the modifications call for adding and/or replacing injections. In this workshop, Mickey, in a conversation with Eli Schragenheim, will present several examples of a need to deviate from the prescribed solution, but still be in line with the key logic and insights that created the original solution, covering all negative-branches. The examples will cover Production, Projects and Replenishment and through them a pattern on how to identify a valid need to deviate from the solution and how to find the effective modified solution that still conforms to the basic insights. This webinar will include the presentation along with a Question and Answer session. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2491 |
Online Multimedia |
|
Applying TOC tools and knowledge to the process of ongoing improvement: How to cause the change? |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. Behind each of the TOC applications there are several key basic assumptions. While those assumptions are valid in many situations, there are cases where they do not apply. Thus, the regular documented TOC solution should be modified. There are “natural” modifications required like setting buffer sizes, but in other cases the modifications call for adding and/or replacing injections. In this workshop, Mickey, in a conversation with Eli Schragenheim, will present several examples of a need to deviate from the prescribed solution, but still be in line with the key logic and insights that created the original solution, covering all negative-branches. The examples will cover Production, Projects and Replenishment and through them a pattern on how to identify a valid need to deviate from the solution and how to find the effective modified solution that still conforms to the basic insights. This webinar will include the presentation along with a Question and Answer session. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2492 |
Online Multimedia |
|
Applying TOC tools and knowledge to the process of ongoing improvement: How to cause the change? |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. Behind each of the TOC applications there are several key basic assumptions. While those assumptions are valid in many situations, there are cases where they do not apply. Thus, the regular documented TOC solution should be modified. There are “natural” modifications required like setting buffer sizes, but in other cases the modifications call for adding and/or replacing injections. In this workshop, Mickey, in a conversation with Eli Schragenheim, will present several examples of a need to deviate from the prescribed solution, but still be in line with the key logic and insights that created the original solution, covering all negative-branches. The examples will cover Production, Projects and Replenishment and through them a pattern on how to identify a valid need to deviate from the solution and how to find the effective modified solution that still conforms to the basic insights. This webinar will include the presentation along with a Question and Answer session. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2493 |
Online Multimedia |
Marris, Philip |
Applying TOC tools and knowledge to the process of ongoing improvement: How to cause the change? |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. One of the most powerful “solutions” of the Theory Of Constraints is Critical Chain Project Management (CCPM). It allows you to finish nearly all your projects on time. It reduces by about 40% the duration of projects. It increases the efficiency of the resources by over 60%. Qualitatively it provides excellent visibility and creates a much better working environment with much less stress and firefighting. In this TOCICO webinar Philip Marris, who has over 30 years of TOC implementation experience, will describe both the traditional elements of the CCPM approach (how to plan, how to execute and how to improve further) and will add his own points of view and recommendations. He will present how he usually mixes in TOCs 5 focusing steps within a CCPM portfolio implementation which often results in increases in productivity of well over 100% (2 or 3 times more projects completed per year). He will also comment on the possibilities of combining Agile with CCPM and the relationship between CCPM and the PMIs (Project Management Institute) body of knowledge. This 2 hour webinar will combine a presentation of the concepts and many case studies. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2494 |
Online Multimedia |
|
Vaccination Plan against COVID -19 at warp speed |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. One of the most powerful “solutions” of the Theory Of Constraints is Critical Chain Project Management (CCPM). It allows you to finish nearly all your projects on time. It reduces by about 40% the duration of projects. It increases the efficiency of the resources by over 60%. Qualitatively it provides excellent visibility and creates a much better working environment with much less stress and firefighting. In this TOCICO webinar Philip Marris, who has over 30 years of TOC implementation experience, will describe both the traditional elements of the CCPM approach (how to plan, how to execute and how to improve further) and will add his own points of view and recommendations. He will present how he usually mixes in TOCs 5 focusing steps within a CCPM portfolio implementation which often results in increases in productivity of well over 100% (2 or 3 times more projects completed per year). He will also comment on the possibilities of combining Agile with CCPM and the relationship between CCPM and the PMIs (Project Management Institute) body of knowledge. This 2 hour webinar will combine a presentation of the concepts and many case studies. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2495 |
Online Multimedia |
|
Vaccination Plan against COVID -19 at warp speed |
2020 |
Hamburg, NY |
This presentation was facilitated by Eli Schragenheim. One of the most powerful “solutions” of the Theory Of Constraints is Critical Chain Project Management (CCPM). It allows you to finish nearly all your projects on time. It reduces by about 40% the duration of projects. It increases the efficiency of the resources by over 60%. Qualitatively it provides excellent visibility and creates a much better working environment with much less stress and firefighting. In this TOCICO webinar Philip Marris, who has over 30 years of TOC implementation experience, will describe both the traditional elements of the CCPM approach (how to plan, how to execute and how to improve further) and will add his own points of view and recommendations. He will present how he usually mixes in TOCs 5 focusing steps within a CCPM portfolio implementation which often results in increases in productivity of well over 100% (2 or 3 times more projects completed per year). He will also comment on the possibilities of combining Agile with CCPM and the relationship between CCPM and the PMIs (Project Management Institute) body of knowledge. This 2 hour webinar will combine a presentation of the concepts and many case studies. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2496 |
Online Multimedia |
Granot, Mickey |
Project Procurement & Critical Chain |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2497 |
Online Multimedia |
|
Project Procurement & Critical Chain |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2498 |
Online Multimedia |
|
Application of TOC Change Matrix to Scale up Hat Profiles- a New Product Category in Retail Structural Market |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2499 |
Online Multimedia |
Granot, Mickey |
Application of TOC Change Matrix to Scale up Hat Profiles- a New Product Category in Retail Structural Market |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2500 |
Online Multimedia |
|
Application of TOC Change Matrix to Scale up Hat Profiles- a New Product Category in Retail Structural Market |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2501 |
Online Multimedia |
|
INTACT: Jam-Free Innovation Projects - Transparent, Agile, Concentrated, In Time |
2020 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2020OnlineMultimedia |
| 2502 |
Online Multimedia |
Granot, Mickey |
INTACT: Jam-Free Innovation Projects - Transparent, Agile, Concentrated, In Time |
2021 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2503 |
Online Multimedia |
|
Reading The Goal Backwards |
2021 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2504 |
Online Multimedia |
|
Reading The Goal Backwards |
2021 |
Hamburg, NY |
A three-part series for applying toc tools and knowledge to the process of ongoing improvement. These webinars provide participants with insights and pathways for applying TOC thinking processes for analyzing a system towards effectively designing and implementing an improvement process. Session #1 - What to change? Session #2 - What to change to? Session #3 - How to cause the change?
SESSION #1: What to change? The concept of GIGO (garbage in garbage out) is well known by everyone. A good improvement project can hardly be any better than the quality of information used to design it. What is a system? What are its boundaries? How would you measure improvement? Why is the system not better now? How would you analyze the collected information? How to effectively use the TOC TP in this process? And what is the core cause? All of these are critical questions that when answered correctly lead to powerful understanding and set the base for designing powerful solutions. Explore the TOC thinking process tools including: UDEs (undesirable effects), UDE clouds, CRT (current reality tree).
SESSION #2: What to change to? As important it is to effectively define the core cause, it is still easy to go astray when coming to define the solution. How would you identify the erroneous assumption on the generic cloud? What should be the injection to invalidate it? How would you use the TOC TP to validate the direction of the solution? To develop the details needed to convert it from an idea to practical solution? Explore the TOC thinking process tools including: FRT (future reality tree) and NBR (negative branch reservation).
SESSION #3: How to cause the change? Obviously, the last part where the change process can go astray is when coming to convert it from ideas on paper to execution. What are the practical steps needed for that? How would you use the TOC TP in this process? How to involve others in the process so that they make the necessary commitment? Explore the TOC thinking process tools including: PrT (prerequisite tree), TrT (transition tree) and S&T (strategy & tactics) tree. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2505 |
Conference Proceedings |
Bianchi, Raul |
Flow Based Scheduling: Mining the hidden gold in complex operations |
2021 |
Online |
Although Uruguay was one of the latest countries in Latin American to start vaccinating their people, in 2 months became the fastest with 1% of daily vaccines doses administered and the second of doses received with 34% of the population. The logistic and strategy of the plan was design with basics knowledge of the concepts behind the Goal and Critical Chain. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2506 |
Conference Proceedings |
|
Flow Based Scheduling: Mining the hidden gold in complex operations |
2021 |
Online |
Although Uruguay was one of the latest countries in Latin American to start vaccinating their people, in 2 months became the fastest with 1% of daily vaccines doses administered and the second of doses received with 34% of the population. The logistic and strategy of the plan was design with basics knowledge of the concepts behind the Goal and Critical Chain. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2507 |
Conference Proceedings |
Heptinstall, Ian |
Critical Path and Critical Chain - Can They Work in Harmony? |
2020 |
Online |
The vast majority of case studies involving critical chain have been on projects where most of the project resources were in-house, or where procured resources are a relatively small part of the overall project. But what about projects like construction, capex and infrastructure? On this kind of project, the project owner outsources the vast majority of the work - often over 90%. How can you have a shared project buffer, when the major team members are contracted with a fixed-price contract, that expects them to take the risk of uncertainty and variability? What about when standard contractual terms require compliance to a baseline, and the use of earned value management? In this presentation, Ian Heptinstall will talk about how you can make project procurement and contracting compatible - and complementary, to critical chain. He will describe a collaborative project contracting approach called a Project Alliance (or IPD = Integrated Project Delivery). He will also mention other approaches that can be used to reduce the chances of misalignment between the project supply chain and the project owner, including the well-known earned value method. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2508 |
Conference Proceedings |
|
Critical Path and Critical Chain - Can They Work in Harmony? |
2020 |
Online |
The vast majority of case studies involving critical chain have been on projects where most of the project resources were in-house, or where procured resources are a relatively small part of the overall project. But what about projects like construction, capex and infrastructure? On this kind of project, the project owner outsources the vast majority of the work - often over 90%. How can you have a shared project buffer, when the major team members are contracted with a fixed-price contract, that expects them to take the risk of uncertainty and variability? What about when standard contractual terms require compliance to a baseline, and the use of earned value management? In this presentation, Ian Heptinstall will talk about how you can make project procurement and contracting compatible - and complementary, to critical chain. He will describe a collaborative project contracting approach called a Project Alliance (or IPD = Integrated Project Delivery). He will also mention other approaches that can be used to reduce the chances of misalignment between the project supply chain and the project owner, including the well-known earned value method. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2509 |
Conference Proceedings |
S, Ananthan |
Stretched to the Max - Improving an Unemployment System that is Saving the Economy and Defending Against the Largest Public Sector Fraud Attack in US History |
2021 |
Online |
A new product category- Hat Profiles was introduced in to the retail structural market by Tata Structural a brand of Structural Steel Tubes, but was unable to scale-up due to stiff resistance in market against adoption. The Change Matrix was utilized to identify the source of the resistance, develop strategy to overcome the resistance and deployed to achieve scale-up. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2510 |
Conference Proceedings |
H, Hariharaputhiran |
Stretched to the Max - Improving an Unemployment System that is Saving the Economy and Defending Against the Largest Public Sector Fraud Attack in US History |
2021 |
Online |
A new product category- Hat Profiles was introduced in to the retail structural market by Tata Structural a brand of Structural Steel Tubes, but was unable to scale-up due to stiff resistance in market against adoption. The Change Matrix was utilized to identify the source of the resistance, develop strategy to overcome the resistance and deployed to achieve scale-up. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2511 |
Conference Proceedings |
|
Solving the last mile obstacle for implementing a pull solution in retail: A case study |
2021 |
Online |
A new product category- Hat Profiles was introduced in to the retail structural market by Tata Structural a brand of Structural Steel Tubes, but was unable to scale-up due to stiff resistance in market against adoption. The Change Matrix was utilized to identify the source of the resistance, develop strategy to overcome the resistance and deployed to achieve scale-up. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2512 |
Conference Proceedings |
Spanke, Dietmar |
Solving the last mile obstacle for implementing a pull solution in retail: A case study |
2020 |
Online |
At Maulburg in Germany, Endress+Hauser have an R&D team of some 150 who develop new products for the process industries. In 2015, after a decade of trying a range of improvement initiatives, their average 2-year projects were stubbornly still on average 50% late! They started using critical chain, and in this presentation, Department Head Dietmar Spanke will give a 5-year report on how they are doing. He will share the ups and downs from the past 5 years. From the start when the business unit head announced that he was putting almost 60% of their R&D projects on hold... to 2020 where critical chain is embedded into the whole business. Endress+Hauser Level+Pressure is one of the leading producers of level and pressure instrumentation. The company employs more than 2,000 associates world-wide. Headquartered in Maulburg, near to the French and Swiss border, Endress+Hauser Level+Pressure has also sites in Stahnsdorf. Associated Product Centers in Greenwood (USA), Suzhou (China), Yamanashi (Japan), Aurangabad (India) and Itatiba (Brazil) are responsible for customized final assembly and calibration of measuring instruments. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2513 |
Conference Proceedings |
|
Solving the last mile obstacle for implementing a pull solution in retail: A case study |
2020 |
Online |
At Maulburg in Germany, Endress+Hauser have an R&D team of some 150 who develop new products for the process industries. In 2015, after a decade of trying a range of improvement initiatives, their average 2-year projects were stubbornly still on average 50% late! They started using critical chain, and in this presentation, Department Head Dietmar Spanke will give a 5-year report on how they are doing. He will share the ups and downs from the past 5 years. From the start when the business unit head announced that he was putting almost 60% of their R&D projects on hold... to 2020 where critical chain is embedded into the whole business. Endress+Hauser Level+Pressure is one of the leading producers of level and pressure instrumentation. The company employs more than 2,000 associates world-wide. Headquartered in Maulburg, near to the French and Swiss border, Endress+Hauser Level+Pressure has also sites in Stahnsdorf. Associated Product Centers in Greenwood (USA), Suzhou (China), Yamanashi (Japan), Aurangabad (India) and Itatiba (Brazil) are responsible for customized final assembly and calibration of measuring instruments. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2514 |
Conference Proceedings |
Dekker, George |
Pushing Beyond Limits (Achieving World Benchmark using CCPM) |
2021 |
Online |
Since the Apics conference paper by Goldratt (1983), and the book The Goal (Goldratt & Cox, 1984, 1986, 1992), companies have attempted to implement the Theory Of Constraints (TOC) with various levels of success. Among practitioners its well known that a paradigm shift from cost accounting to throughput accounting is a prerequisite to long-term success of TOC implementations. This thesis research investigates this paradigm shift by using institutional theory. Institutional theory suggests that "Institutions are the shared taken-for- granted assumptions which identify categories of human actors and their appropriate activities and relationships within the group" (Burns & Scapens, 2000). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2515 |
Conference Proceedings |
|
Pushing Beyond Limits (Achieving World Benchmark using CCPM) |
2021 |
Online |
Since the Apics conference paper by Goldratt (1983), and the book The Goal (Goldratt & Cox, 1984, 1986, 1992), companies have attempted to implement the Theory Of Constraints (TOC) with various levels of success. Among practitioners its well known that a paradigm shift from cost accounting to throughput accounting is a prerequisite to long-term success of TOC implementations. This thesis research investigates this paradigm shift by using institutional theory. Institutional theory suggests that "Institutions are the shared taken-for- granted assumptions which identify categories of human actors and their appropriate activities and relationships within the group" (Burns & Scapens, 2000). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2516 |
Conference Proceedings |
Gupta, Sanjeev |
Pushing Beyond Limits (Achieving World Benchmark using CCPM) |
2021 |
Online |
Flow Based Scheduling is the only way to remove scheduling inefficiencies in complex operations factories, projects, supply chains, hospitals etc. These inefficiencies include long lead times, poor on time delivery, low capacity utilization, excess inventories, continual shortages, etc. Their financial impact includes lost revenues, higher costs, and cash tied up. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2517 |
Conference Proceedings |
|
Synchronizing Ship Construction Project Management with Manufacturing |
2021 |
Online |
Flow Based Scheduling is the only way to remove scheduling inefficiencies in complex operations factories, projects, supply chains, hospitals etc. These inefficiencies include long lead times, poor on time delivery, low capacity utilization, excess inventories, continual shortages, etc. Their financial impact includes lost revenues, higher costs, and cash tied up. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2518 |
Conference Proceedings |
Girgis, Ihab |
Synchronizing Ship Construction Project Management with Manufacturing |
2021 |
Online |
This presentation reviews the understanding of the Theory of Constraints/Critical Chain Project Management (ToC/CCPM) by discovering its alignment to the conventional project controls method of Earned Value Management (EVM) through studying the prospects of its application on a world-class megaproject case study. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2519 |
Conference Proceedings |
|
Local 2 Global - The Crucial Element to Achieve Synergy |
2021 |
Online |
This presentation reviews the understanding of the Theory of Constraints/Critical Chain Project Management (ToC/CCPM) by discovering its alignment to the conventional project controls method of Earned Value Management (EVM) through studying the prospects of its application on a world-class megaproject case study. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2520 |
Conference Proceedings |
Coneby, Jonathan |
Local 2 Global - The Crucial Element to Achieve Synergy |
2021 |
Online |
A firsthand account of the trials, triumphs, and lessons learned from improving an Unemployment Insurance program to meet citizen needs during the COVID19 pandemic. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2521 |
Conference Proceedings |
|
How to Tame a Dragon! |
2021 |
Online |
A firsthand account of the trials, triumphs, and lessons learned from improving an Unemployment Insurance program to meet citizen needs during the COVID19 pandemic. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2522 |
Conference Proceedings |
Kulraj, Puneet |
How to Tame a Dragon! |
2021 |
Online |
A major obstacle in implementing pull distribution in the last mile has been the intermittent disruption of replenishment to the retailer, caused by the flight of capital and shelf space due to the propensity of the competition to dump material using schemes and other sweeteners. Since the retailer is the last link in the supply chain (the end customer buys from the retailers) any diversion of the scarce working capital results in the retailer deferring his purchase, thus causing unavailability. This generally frustrates any TOC implementation. In many cases, the implementation is limited till the distributors where the company thinks it has full control over capital. Even in most cases where companies dare to venture into a retail rollout, a convoluted version of "pull" is implemented, creating associated NBRs. Consequently, no one has been able to implement a true "end-to-end" pull solution. Let us, from Vector consulting group, present to you a completely different win-win solution that we have successfully implemented to solve this major last mile obstacle. We have created an ecosystem where the pull solution could be implemented without compromises and without any NBRs for any of the stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2523 |
Conference Proceedings |
Kolangaden, Sunil Davis |
How to Tame a Dragon! |
2021 |
Online |
A major obstacle in implementing pull distribution in the last mile has been the intermittent disruption of replenishment to the retailer, caused by the flight of capital and shelf space due to the propensity of the competition to dump material using schemes and other sweeteners. Since the retailer is the last link in the supply chain (the end customer buys from the retailers) any diversion of the scarce working capital results in the retailer deferring his purchase, thus causing unavailability. This generally frustrates any TOC implementation. In many cases, the implementation is limited till the distributors where the company thinks it has full control over capital. Even in most cases where companies dare to venture into a retail rollout, a convoluted version of "pull" is implemented, creating associated NBRs. Consequently, no one has been able to implement a true "end-to-end" pull solution. Let us, from Vector consulting group, present to you a completely different win-win solution that we have successfully implemented to solve this major last mile obstacle. We have created an ecosystem where the pull solution could be implemented without compromises and without any NBRs for any of the stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2524 |
Conference Proceedings |
|
Transition from THE GOAL to CRITICAL CHAIN Project Management |
2021 |
Online |
A major obstacle in implementing pull distribution in the last mile has been the intermittent disruption of replenishment to the retailer, caused by the flight of capital and shelf space due to the propensity of the competition to dump material using schemes and other sweeteners. Since the retailer is the last link in the supply chain (the end customer buys from the retailers) any diversion of the scarce working capital results in the retailer deferring his purchase, thus causing unavailability. This generally frustrates any TOC implementation. In many cases, the implementation is limited till the distributors where the company thinks it has full control over capital. Even in most cases where companies dare to venture into a retail rollout, a convoluted version of "pull" is implemented, creating associated NBRs. Consequently, no one has been able to implement a true "end-to-end" pull solution. Let us, from Vector consulting group, present to you a completely different win-win solution that we have successfully implemented to solve this major last mile obstacle. We have created an ecosystem where the pull solution could be implemented without compromises and without any NBRs for any of the stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2525 |
Conference Proceedings |
Banka, Vivek |
Transition from THE GOAL to CRITICAL CHAIN Project Management |
2020 |
Online |
How Critical Chain was used to plan and execute the replacement of slew bearings on two continuous casters in a steel plant. The worlds best time was 22 days. This project aimed to cut this in half to 11 days. They succeeded, allowing the organization to secure $20M of additional revenue. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2526 |
Conference Proceedings |
Singh, OPK |
100% and Beyond - Removing Obstacles from the Capacity Release Process |
2020 |
Online |
How Critical Chain was used to plan and execute the replacement of slew bearings on two continuous casters in a steel plant. The worlds best time was 22 days. This project aimed to cut this in half to 11 days. They succeeded, allowing the organization to secure $20M of additional revenue. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2527 |
Conference Proceedings |
|
100% and Beyond - Removing Obstacles from the Capacity Release Process |
2020 |
Online |
How Critical Chain was used to plan and execute the replacement of slew bearings on two continuous casters in a steel plant. The worlds best time was 22 days. This project aimed to cut this in half to 11 days. They succeeded, allowing the organization to secure $20M of additional revenue. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2528 |
Conference Proceedings |
Holcomb, Steve |
Enhancing Self-efficacy Through TOCfE Tools |
2020 |
Online |
Few projects are as complex as the construction of a nuclear aircraft carrier or submarine for the US Navy. This presentation describes a success story about the application of Critical Chain project management in structural projects to support new navy ship construction. Results achieved included a 3-fold improvement in project completion rates, a 50% reduction in labor hours and dramatic improvement in the lives of the front line leaders responsible for these projects. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2529 |
Conference Proceedings |
|
Enhancing Self-efficacy Through TOCfE Tools |
2020 |
Online |
Few projects are as complex as the construction of a nuclear aircraft carrier or submarine for the US Navy. This presentation describes a success story about the application of Critical Chain project management in structural projects to support new navy ship construction. Results achieved included a 3-fold improvement in project completion rates, a 50% reduction in labor hours and dramatic improvement in the lives of the front line leaders responsible for these projects. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2530 |
Conference Proceedings |
Baptista, Humberto |
Students class examples of TOCfE thinking tools for building the muscles of mind to overcome COVID-19 |
2021 |
Online |
There is a long-standing problem in managing organizations: how to connect local actions with their impact. The problem is so widespread that many rationalizations have developed. Some to the point of ignoring the importance of making this connection. When it comes to understanding clearly the global impact, the vast majority of organizations work by guesswork and parallels that are unreliable and generate a large number of conflicts and friction among the people involved. The possibility of connecting each action to its global impact allows an unparalleled focus and a much bigger chance of achieving long-term prosperity. How can an organization effectively plan and execute improvements or maintenance when they cannot connect actions to global outcomes? In this presentation, we will argue that this connection is what sets TOC apart. It is the only management discipline that provides a practical and accurate way of making the connection between local and global. As it happens with many new technologies, TOC also has design characteristics that help in some areas but also provide severe obstacles to materializing its full potential. Well explore how TOC is organized, taught, and used is hindering its impact, and how we can use the mechanism of connecting local to global to solve this. The presentation will conclude with a complete framework to connect all local actions to their global impacts and unlock the full potential of TOC. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2531 |
Conference Proceedings |
|
Students class examples of TOCfE thinking tools for building the muscles of mind to overcome COVID-19 |
2021 |
Online |
There is a long-standing problem in managing organizations: how to connect local actions with their impact. The problem is so widespread that many rationalizations have developed. Some to the point of ignoring the importance of making this connection. When it comes to understanding clearly the global impact, the vast majority of organizations work by guesswork and parallels that are unreliable and generate a large number of conflicts and friction among the people involved. The possibility of connecting each action to its global impact allows an unparalleled focus and a much bigger chance of achieving long-term prosperity. How can an organization effectively plan and execute improvements or maintenance when they cannot connect actions to global outcomes? In this presentation, we will argue that this connection is what sets TOC apart. It is the only management discipline that provides a practical and accurate way of making the connection between local and global. As it happens with many new technologies, TOC also has design characteristics that help in some areas but also provide severe obstacles to materializing its full potential. Well explore how TOC is organized, taught, and used is hindering its impact, and how we can use the mechanism of connecting local to global to solve this. The presentation will conclude with a complete framework to connect all local actions to their global impacts and unlock the full potential of TOC. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2532 |
Conference Proceedings |
Kay, Andrew |
Demo of 3 Simulation Models of Project Portfolios |
2020 |
Online |
This presentation by Andrew Kay of TOC3 and Dan Heerding, CIO of Megara will unpack the key elements required to deliver a successful project with CCPM, in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, Dan Heerding, has found ad hoc projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2533 |
Conference Proceedings |
Heerding, Dan |
Demo of 3 Simulation Models of Project Portfolios |
2020 |
Online |
This presentation by Andrew Kay of TOC3 and Dan Heerding, CIO of Megara will unpack the key elements required to deliver a successful project with CCPM, in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, Dan Heerding, has found ad hoc projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2534 |
Conference Proceedings |
|
Standing on the Shoulders of Giants: The Flow of Money, THE Number, & THE Constraint |
2020 |
Online |
This presentation by Andrew Kay of TOC3 and Dan Heerding, CIO of Megara will unpack the key elements required to deliver a successful project with CCPM, in a highly volatile, unpredictable environment where none of the collaboration partners know anything about TOC nor CCPM. The Project involves the separation of shared Information, Telecommunication infrastructure and administration functions between 2 businesses under the same ownership structure. It was imperative to do this without disruption to normal business especially as the businesses approached their peak season. From the 20 plus years of experience, Dan Heerding, has found ad hoc projects of this nature to rapidly spin out of control requiring significant additional time and effort. Often with budget overruns, frequent disruption to day to day business transactions, coupled with high stress, and the inevitable late delivery. The presentation will walk through the project timeline from inception to end and highlight the many potentially damaging curve balls that could/would derail the project. We show how these where quickly and calmly dealt with to recover buffer penetration and avert time blow-outs. CCPM allowed us to identify and resolve issues quickly through active engagement, collaboration and delivery of context with our partners. By the end we can say we managed to tame a dragon. The presentation assumes a basic knowledge of CCPM. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2535 |
Conference Proceedings |
Holt, James |
Standing on the Shoulders of Giants: The Flow of Money, THE Number, & THE Constraint |
2021 |
Online |
This presentation is a quick overview of all the Proven Solutions along with Applications within our own lives which can stimulate positive influences and generate new insight for both people new to TOC and the mature TOC users. It brings to light the Lessons Learned from 30 years of teaching TOC in Operations Research, Scheduling, Project Management, Statistics, Finance, Human Behavior, Organizational Behavior, Simulation Modeling and Organizational Strategy (doing this well before there were other support materials available). The composite solution challenges all of us to take another look down the road and take actions NOW! |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2536 |
Conference Proceedings |
|
Standing on the Shoulders of Giants: The Flow of Money, THE Number, & THE Constraint |
2021 |
Online |
This presentation is a quick overview of all the Proven Solutions along with Applications within our own lives which can stimulate positive influences and generate new insight for both people new to TOC and the mature TOC users. It brings to light the Lessons Learned from 30 years of teaching TOC in Operations Research, Scheduling, Project Management, Statistics, Finance, Human Behavior, Organizational Behavior, Simulation Modeling and Organizational Strategy (doing this well before there were other support materials available). The composite solution challenges all of us to take another look down the road and take actions NOW! |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2537 |
Conference Proceedings |
Sinha, Rakesh |
The "2 for 1 rule" to reduce lead times and Work In Progress |
2021 |
Online |
Most TOC implementations stop exploiting the constraint equipment at 100% of its rated capacity. If we remove this mental obstacle, we can exploit it further to release more capacity and delay putting up additional capacity to elevate it. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2538 |
Conference Proceedings |
|
The "2 for 1 rule" to reduce lead times and Work In Progress |
2021 |
Online |
Most TOC implementations stop exploiting the constraint equipment at 100% of its rated capacity. If we remove this mental obstacle, we can exploit it further to release more capacity and delay putting up additional capacity to elevate it. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2539 |
Conference Proceedings |
Corpuz, Jenilyn |
Manufacturing +TOC = 400 Success Stories |
2021 |
Online |
This paper presents the application of TOCFE tools in creating high-impact results to perennial problems in public schools in the Philippines. It features the thinking tools used in a variety of settings which facilitates insightful reflections and logical judgments by users. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2540 |
Conference Proceedings |
|
Manufacturing +TOC = 400 Success Stories |
2021 |
Online |
This paper presents the application of TOCFE tools in creating high-impact results to perennial problems in public schools in the Philippines. It features the thinking tools used in a variety of settings which facilitates insightful reflections and logical judgments by users. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2541 |
Conference Proceedings |
Jo, Eunyeong |
TOC & Industry 4.0 |
2021 |
Online |
This presentation introduces examples of classes where students solved problems related to COVID-19 with the TOCfE (TOC for Education) thinking tools. The TOCfE thinking tools helped students develop the mind muscles to overcome COVID-19. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2542 |
Conference Proceedings |
|
TOC & Industry 4.0 |
2021 |
Online |
This presentation introduces examples of classes where students solved problems related to COVID-19 with the TOCfE (TOC for Education) thinking tools. The TOCfE thinking tools helped students develop the mind muscles to overcome COVID-19. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2543 |
Conference Proceedings |
Barnard, Alan |
Hypergrowth: Why revenue should be the responsibility of operations: never sales! |
2020 |
Online |
This a follow-on to Dr Alan Barnards Day 1 Keynote talk on using dynamic simulation models to support executive decision making. Watch the first video here. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2544 |
Conference Proceedings |
|
Hypergrowth: Why revenue should be the responsibility of operations: never sales! |
2020 |
Online |
This a follow-on to Dr Alan Barnards Day 1 Keynote talk on using dynamic simulation models to support executive decision making. Watch the first video here. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2545 |
Conference Proceedings |
Ganas, Beau |
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
This presentation will examine the body of knowledge of TOC as developed by Dr. Eliyahu Goldratt and explicitly demonstrates a lack of sufficiency in the body of knowledge to create and sustain profitability in organizations. Our presentation will also demonstrate how the addition of the management of the flow of money in a business adds the sufficiency necessary for an organization to achieve its goal of making more money now, as well as in the future. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2546 |
Conference Proceedings |
Stillahn, Brad |
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
This presentation will examine the body of knowledge of TOC as developed by Dr. Eliyahu Goldratt and explicitly demonstrates a lack of sufficiency in the body of knowledge to create and sustain profitability in organizations. Our presentation will also demonstrate how the addition of the management of the flow of money in a business adds the sufficiency necessary for an organization to achieve its goal of making more money now, as well as in the future. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2547 |
Conference Proceedings |
|
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
This presentation will examine the body of knowledge of TOC as developed by Dr. Eliyahu Goldratt and explicitly demonstrates a lack of sufficiency in the body of knowledge to create and sustain profitability in organizations. Our presentation will also demonstrate how the addition of the management of the flow of money in a business adds the sufficiency necessary for an organization to achieve its goal of making more money now, as well as in the future. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2548 |
Conference Proceedings |
Marris, Philip |
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
Nearly all organizations need to go faster: they want shorter lead times and projects finished sooner. The 2 for 1 rule is a very simple way of reducing Work In Progress and accelerating flow in production environments and in project portfolios. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2549 |
Conference Proceedings |
|
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
Nearly all organizations need to go faster: they want shorter lead times and projects finished sooner. The 2 for 1 rule is a very simple way of reducing Work In Progress and accelerating flow in production environments and in project portfolios. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2550 |
Conference Proceedings |
Lang, Lisa |
Panel Discussion: How Can TOC Assist in Handling Major Emergency Situations? |
2021 |
Online |
Can adding a little TOC to the production process of custom manufacturers get results? What if the manufactures are highly custom job shops and machine shops? What if the TOC Consultant never steps foot on site? What if no software was used? Drum Buffer Rope was simplified, customized, and implemented remotely via an online coaching program from 2007 to 2020 at over 400 custom manufacturers and job shops. This presentation reviews the learnings and results. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2551 |
Conference Proceedings |
|
Addiction and the Theory of Constraints |
2021 |
Online |
Can adding a little TOC to the production process of custom manufacturers get results? What if the manufactures are highly custom job shops and machine shops? What if the TOC Consultant never steps foot on site? What if no software was used? Drum Buffer Rope was simplified, customized, and implemented remotely via an online coaching program from 2007 to 2020 at over 400 custom manufacturers and job shops. This presentation reviews the learnings and results. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2552 |
Conference Proceedings |
Schragenheim, Amir |
Addiction and the Theory of Constraints |
2021 |
Online |
Industry 4.0 is a real breakthrough in operations, however until now a good use-case waits to be found, as investment is huge. TOC has established itself as a great focusing mechanism - combining TOC thinking with Industry 4.0 implementation can carry huge impact with it. How can it be done correctly? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2553 |
Conference Proceedings |
|
TOC - A novel approach to suicide intervention and prevention |
2021 |
Online |
Industry 4.0 is a real breakthrough in operations, however until now a good use-case waits to be found, as investment is huge. TOC has established itself as a great focusing mechanism - combining TOC thinking with Industry 4.0 implementation can carry huge impact with it. How can it be done correctly? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2554 |
Conference Proceedings |
Roff-Marsh, Justin |
TOC - A novel approach to suicide intervention and prevention |
2021 |
Online |
There are two assumptions that cause poor organization design and, consequently, stifle growth. Justin will introduce you to both, explain why they are false, and equip you with a new lens through which to view your organization (and drive growth). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2555 |
Conference Proceedings |
|
Reducing the Payment Cycle time in Export Biz - Going beyond the goal using cutting edge Blockchain technology to question the Status Quo |
2021 |
Online |
There are two assumptions that cause poor organization design and, consequently, stifle growth. Justin will introduce you to both, explain why they are false, and equip you with a new lens through which to view your organization (and drive growth). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2556 |
Conference Proceedings |
Gilani, Ravi |
Reducing the Payment Cycle time in Export Biz - Going beyond the goal using cutting edge Blockchain technology to question the Status Quo |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2557 |
Conference Proceedings |
Barnard, Alan |
Reducing the Payment Cycle time in Export Biz - Going beyond the goal using cutting edge Blockchain technology to question the Status Quo |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2558 |
Conference Proceedings |
Gupta, Sanjeev |
Reducing the Payment Cycle time in Export Biz - Going beyond the goal using cutting edge Blockchain technology to question the Status Quo |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2559 |
Conference Proceedings |
Gupta, Milan |
Can You Have it, Without Having it? it - being Critical Chain Project Management |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2560 |
Conference Proceedings |
Schragenheim, Eli |
Can You Have it, Without Having it? it - being Critical Chain Project Management |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2561 |
Conference Proceedings |
|
How can the TOC Thinking Process be applied to teaching students to write an argumentative essay logically? |
2021 |
Online |
How TOC could assist in handling emergency situations caused by a major disruption or disaster? The lack of oxygen could be a leading example. Of course, Covid-19 is an ongoing major disruption that causes several emergency situations in hospitals, economy, and eventually impacts several supply crises. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2562 |
Conference Proceedings |
Roth, Jeffrey |
How can the TOC Thinking Process be applied to teaching students to write an argumentative essay logically? |
2021 |
Online |
Addiction, particularly in C-suite executives, may be a covert constraint limiting the productivity of an organization. Attending to the boundaries, authority, roles and tasks of the organization and executives may uncover addictive processes in the organization and its managers. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2563 |
Conference Proceedings |
|
COVID-19 Vaccinations Using the Five Focusing Steps of TOC |
2021 |
Online |
Addiction, particularly in C-suite executives, may be a covert constraint limiting the productivity of an organization. Attending to the boundaries, authority, roles and tasks of the organization and executives may uncover addictive processes in the organization and its managers. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2564 |
Conference Proceedings |
Roberts, Debi |
COVID-19 Vaccinations Using the Five Focusing Steps of TOC |
2021 |
Online |
To save one human being is to save the entire world. This presentation explores the efficacy of TOC in suicide prevention and intervention. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2565 |
Conference Proceedings |
|
Improving Fighter Jet Maintenance with Critical Chain: The LIF/BAE Journey |
2021 |
Online |
To save one human being is to save the entire world. This presentation explores the efficacy of TOC in suicide prevention and intervention. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2566 |
Conference Proceedings |
Shah, Yatra |
Improving Fighter Jet Maintenance with Critical Chain: The LIF/BAE Journey |
2021 |
Online |
The effective use of change/no change matrix to elevate the constraint and reduce the cycle time for payment in exports. A blockchain technology-based solution in trade finance was developed which could greatly reduce the time and had the requisite data security to be accepted by all stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2567 |
Conference Proceedings |
Jaiswal, Ramesh |
Breakthroughs in Managing Knowledge-Work |
2021 |
Online |
The effective use of change/no change matrix to elevate the constraint and reduce the cycle time for payment in exports. A blockchain technology-based solution in trade finance was developed which could greatly reduce the time and had the requisite data security to be accepted by all stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2568 |
Conference Proceedings |
Rout, Auroprakash |
Breakthroughs in Managing Knowledge-Work |
2021 |
Online |
The effective use of change/no change matrix to elevate the constraint and reduce the cycle time for payment in exports. A blockchain technology-based solution in trade finance was developed which could greatly reduce the time and had the requisite data security to be accepted by all stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2569 |
Conference Proceedings |
|
Feelings Shmeelings: Using What You Sense and Feel to Think More Clearly |
2021 |
Online |
The effective use of change/no change matrix to elevate the constraint and reduce the cycle time for payment in exports. A blockchain technology-based solution in trade finance was developed which could greatly reduce the time and had the requisite data security to be accepted by all stakeholders. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2570 |
Conference Proceedings |
Klarman, Alex |
Feelings Shmeelings: Using What You Sense and Feel to Think More Clearly |
2020 |
Online |
The UEFA European Football Championship (Euros) is the second most-watched football tournament in the world - after the FIFA World Cup. It is held every four years and in 2012 it was held in Poland - based in four cities. This presentation is about the host city of Wroclaw, Poland where Critical Chain was used to successfully deliver the key infrastructure projects, and also at the last minute - the main stadium. In his presentation - titled Can you have it (Critical Chain project management), without having it?, Alex Klarman will describe how the 13 separate Wroklaw infrastructure projects used CCPM to deliver a successful mega-program. Like many complex megaprojects, there was much more to this than simply changing the method of scheduling and execution management - if anything, Critical Chain Project Management (CCPM) was the easy part. Dr. Klarman will describe how he used TOC tools to help identify and overcome the root causes of program disharmony and risk, and only after that, how CCPM was used to help steer the program to a successful conclusion. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2571 |
Conference Proceedings |
|
Construction & Infrastructure Projects with Critical Chain - Less Time, Fewer Claims |
2020 |
Online |
The UEFA European Football Championship (Euros) is the second most-watched football tournament in the world - after the FIFA World Cup. It is held every four years and in 2012 it was held in Poland - based in four cities. This presentation is about the host city of Wroclaw, Poland where Critical Chain was used to successfully deliver the key infrastructure projects, and also at the last minute - the main stadium. In his presentation - titled Can you have it (Critical Chain project management), without having it?, Alex Klarman will describe how the 13 separate Wroklaw infrastructure projects used CCPM to deliver a successful mega-program. Like many complex megaprojects, there was much more to this than simply changing the method of scheduling and execution management - if anything, Critical Chain Project Management (CCPM) was the easy part. Dr. Klarman will describe how he used TOC tools to help identify and overcome the root causes of program disharmony and risk, and only after that, how CCPM was used to help steer the program to a successful conclusion. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2572 |
Conference Proceedings |
Choi, Wonjoon |
Construction & Infrastructure Projects with Critical Chain - Less Time, Fewer Claims |
2021 |
Online |
It will be shown that TOC POOGI (Process of On-Going Process) with the TOCfE Thinking Tools (Cloud, Branch, and Ambitious Target Tree) can be effectively used to build up the framework of the logical argumentation. The process of writing a logical argumentative essay based on these thinking tools was taught to high school students and college students in S. Korea, with fabulous results. The experiences of using this process will also be shared in this presentation. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2573 |
Conference Proceedings |
|
Re- inventing CCPM for R&D Projects |
2021 |
Online |
It will be shown that TOC POOGI (Process of On-Going Process) with the TOCfE Thinking Tools (Cloud, Branch, and Ambitious Target Tree) can be effectively used to build up the framework of the logical argumentation. The process of writing a logical argumentative essay based on these thinking tools was taught to high school students and college students in S. Korea, with fabulous results. The experiences of using this process will also be shared in this presentation. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2574 |
Conference Proceedings |
Sanford, Caleb |
Re- inventing CCPM for R&D Projects |
2021 |
Online |
The COVID-19 Pandemic has plagued the world for over 18 months. Learn how one community health center used the Five Focusing Steps to provide over 50,000 vaccines in 3 months. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2575 |
Conference Proceedings |
|
Leveraging TOC |
2021 |
Online |
The COVID-19 Pandemic has plagued the world for over 18 months. Learn how one community health center used the Five Focusing Steps to provide over 50,000 vaccines in 3 months. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2576 |
Conference Proceedings |
White, Simon |
Leveraging TOC |
2020 |
Online |
BAE Systems maintains planes for the Australian Airforce. BAE used Critical Chain to improve the fighter jet maintenance. Each planned maintenance service is a project in its own right, and you dont know the full scope until you start checking and disabling the plane. Prior to using Critical Chain about 60% of these projects over-ran, by an average of 40%. Their overall on-target performance went from just over 50% to virtually 100%, despite an unexpected increase in workload along the way. Come and find out how they did it! |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2577 |
Conference Proceedings |
|
Where Should the Constraint Be and What to Do About It? |
2020 |
Online |
BAE Systems maintains planes for the Australian Airforce. BAE used Critical Chain to improve the fighter jet maintenance. Each planned maintenance service is a project in its own right, and you dont know the full scope until you start checking and disabling the plane. Prior to using Critical Chain about 60% of these projects over-ran, by an average of 40%. Their overall on-target performance went from just over 50% to virtually 100%, despite an unexpected increase in workload along the way. Come and find out how they did it! |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2578 |
Conference Proceedings |
Tendon, Steve |
Where Should the Constraint Be and What to Do About It? |
2020 |
Online |
In this presentation we will see how to bring together the best of Critical Chain Project Management, agile and project portfolio management through a novel approach called "TameFlow". As well as describing the development and process of TameFlow, the presentation will be illustrated with examples from three projects from Wolters Kluwer, William Hill & Bosch. Like Agile, TameFlow is rooted in empirical processes control, wherein short feedback loops and iterations create frequent opportunities for reviewing the process and changing direction in due course. Agility, in fact, can be considered as the capability to change direction at speed and at scale. In the TameFlow approach, knowledge work is considered as a stream of ideas that undergo successive refinement. The overarching flow of ideas through the system is managed with manufacturing metaphor, just like the raw material flow through a manufacturing process; yet space is made for very frequent inspection and adaptation. Ideas are grouped in small collections which are considered as mini-projects, and thus can be handled with techniques of CCPM. The small size of the mini-projects allow for the iterative and frequent dynamic of inspection and adaptation which is typical of Agile and missing in conventional project management. The TameFlow Approach combines elements from all these approaches, to deliver superior project/portfolio performance. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2579 |
Conference Proceedings |
|
Where Should the Constraint Be and What to Do About It? |
2020 |
Online |
In this presentation we will see how to bring together the best of Critical Chain Project Management, agile and project portfolio management through a novel approach called "TameFlow". As well as describing the development and process of TameFlow, the presentation will be illustrated with examples from three projects from Wolters Kluwer, William Hill & Bosch. Like Agile, TameFlow is rooted in empirical processes control, wherein short feedback loops and iterations create frequent opportunities for reviewing the process and changing direction in due course. Agility, in fact, can be considered as the capability to change direction at speed and at scale. In the TameFlow approach, knowledge work is considered as a stream of ideas that undergo successive refinement. The overarching flow of ideas through the system is managed with manufacturing metaphor, just like the raw material flow through a manufacturing process; yet space is made for very frequent inspection and adaptation. Ideas are grouped in small collections which are considered as mini-projects, and thus can be handled with techniques of CCPM. The small size of the mini-projects allow for the iterative and frequent dynamic of inspection and adaptation which is typical of Agile and missing in conventional project management. The TameFlow Approach combines elements from all these approaches, to deliver superior project/portfolio performance. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2580 |
Conference Proceedings |
Scheinkopf, Lisa |
Extending TOC's reach - Using TOC with other approaches |
2021 |
Online |
Do you want to improve your ability to think clearly? For us humans, thinking clearly is not just about being logical, it also involves our feelings. Join this session to learn how to tap into what you are feeling to help you think more clearly. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2581 |
Conference Proceedings |
|
Extending TOC's reach - Using TOC with other approaches |
2021 |
Online |
Do you want to improve your ability to think clearly? For us humans, thinking clearly is not just about being logical, it also involves our feelings. Join this session to learn how to tap into what you are feeling to help you think more clearly. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2582 |
Conference Proceedings |
Morag, Asaf |
How to achieve a breakthrough in an industry with the Theory of Constraints |
2020 |
Online |
Applying Critical Chain in construction and infrastructure projects is not simple. Not because Critical Chain Project Management (CCPM) doesnt work, but because of the issue of contracts. Or more particularly the conflicting objectives between the dozens of organisations involved. In this kind of project it is rare that the commercial interests of each participating company are closely aligned with the overall project goals. Over the years this has led to much more attention being placed on contract management than on managing the overall project. Asaf Morag has spent much of his career managing claims on construction projects. He eventually came to the conclusion that this was a value-destroying activity, and he decided to do something about it. In this presentation, Asaf will describe his technology-based innovation to overcome this problem. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2583 |
Conference Proceedings |
|
How to achieve a breakthrough in an industry with the Theory of Constraints |
2020 |
Online |
Applying Critical Chain in construction and infrastructure projects is not simple. Not because Critical Chain Project Management (CCPM) doesnt work, but because of the issue of contracts. Or more particularly the conflicting objectives between the dozens of organisations involved. In this kind of project it is rare that the commercial interests of each participating company are closely aligned with the overall project goals. Over the years this has led to much more attention being placed on contract management than on managing the overall project. Asaf Morag has spent much of his career managing claims on construction projects. He eventually came to the conclusion that this was a value-destroying activity, and he decided to do something about it. In this presentation, Asaf will describe his technology-based innovation to overcome this problem. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2584 |
Conference Proceedings |
Mohanty, Satyashri |
Factory Layout Change in Only 6.5 Days |
2021 |
Online |
The standard CCPM approach makes assumptions that do not hold good in high scope uncertainty project environments like Research &Development. If used, instead of solving problems, it often aggravates the situation. The only way to solve these problems is redefine the objective of multi-project R&D environment. It is not about meeting original due dates. It is about reducing lead time of projects, while increasing the output. With this new objective the problems that can be solved in planning and execution can be redefined. The new solution becomes much simpler that the original CCPM solution. Vector has been implementing the new modified CCPM for R&D environments with 100% success rate in last one decade. Learn more about the new "repeatedly validated" solution from Vector Consulting Group. Also learn what mistakes to avoid. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2585 |
Conference Proceedings |
|
Factory Layout Change in Only 6.5 Days |
2021 |
Online |
The standard CCPM approach makes assumptions that do not hold good in high scope uncertainty project environments like Research &Development. If used, instead of solving problems, it often aggravates the situation. The only way to solve these problems is redefine the objective of multi-project R&D environment. It is not about meeting original due dates. It is about reducing lead time of projects, while increasing the output. With this new objective the problems that can be solved in planning and execution can be redefined. The new solution becomes much simpler that the original CCPM solution. Vector has been implementing the new modified CCPM for R&D environments with 100% success rate in last one decade. Learn more about the new "repeatedly validated" solution from Vector Consulting Group. Also learn what mistakes to avoid. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2586 |
Conference Proceedings |
Saraf, Sudhanshu |
How to really do TOC successfully: A ten-year case study |
2021 |
Online |
This presentation is a journey of last 6 Years on using TOC in all aspects of the business. This is in Steel sector with a company of $6 Bn topline. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2587 |
Conference Proceedings |
|
How to really do TOC successfully: A ten-year case study |
2021 |
Online |
This presentation is a journey of last 6 Years on using TOC in all aspects of the business. This is in Steel sector with a company of $6 Bn topline. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2588 |
Conference Proceedings |
Ronen, Boaz |
Why it's so EASY to make BAD decisions, and so HARD to learn from them when you do |
2021 |
Online |
There are two types of constraints: Tactical Constraints that are the current constraint, and Strategic Constraints that fit the three strategic questions about the systems resources. TOC mainly focuses on tactical constraints. TOC identifies the systems bottleneck and manage it properly, usually by using the Focusing Steps. Then there are the three strategic questions about the systems Strategic Constraints/resources: 1. Where should the constraint be? 2. Where is the constraint now? 3. How to move the constraint to the "right" place? This presentation suggests that: a. When the resources are relatively inexpensive we should thrive for a market constraint, i.e. provide excess/protective capacity to the system. b. Where the resources are relatively expensive, the constraint should be the most expensive or rare resource. c. You should start your analysis by analyzing the system by its strategic constraint, and use the Focusing Steps at that stage. By using these three rules one can get much better and faster results. We will practice the use of the methodology on the 2020-2021 COVID 19 pandemic in Israel. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2589 |
Conference Proceedings |
Pass, Shimeon |
Why it's so EASY to make BAD decisions, and so HARD to learn from them when you do |
2021 |
Online |
There are two types of constraints: Tactical Constraints that are the current constraint, and Strategic Constraints that fit the three strategic questions about the systems resources. TOC mainly focuses on tactical constraints. TOC identifies the systems bottleneck and manage it properly, usually by using the Focusing Steps. Then there are the three strategic questions about the systems Strategic Constraints/resources: 1. Where should the constraint be? 2. Where is the constraint now? 3. How to move the constraint to the "right" place? This presentation suggests that: a. When the resources are relatively inexpensive we should thrive for a market constraint, i.e. provide excess/protective capacity to the system. b. Where the resources are relatively expensive, the constraint should be the most expensive or rare resource. c. You should start your analysis by analyzing the system by its strategic constraint, and use the Focusing Steps at that stage. By using these three rules one can get much better and faster results. We will practice the use of the methodology on the 2020-2021 COVID 19 pandemic in Israel. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2590 |
Conference Proceedings |
|
Embraers Critical Chain Story |
2021 |
Online |
There are two types of constraints: Tactical Constraints that are the current constraint, and Strategic Constraints that fit the three strategic questions about the systems resources. TOC mainly focuses on tactical constraints. TOC identifies the systems bottleneck and manage it properly, usually by using the Focusing Steps. Then there are the three strategic questions about the systems Strategic Constraints/resources: 1. Where should the constraint be? 2. Where is the constraint now? 3. How to move the constraint to the "right" place? This presentation suggests that: a. When the resources are relatively inexpensive we should thrive for a market constraint, i.e. provide excess/protective capacity to the system. b. Where the resources are relatively expensive, the constraint should be the most expensive or rare resource. c. You should start your analysis by analyzing the system by its strategic constraint, and use the Focusing Steps at that stage. By using these three rules one can get much better and faster results. We will practice the use of the methodology on the 2020-2021 COVID 19 pandemic in Israel. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2591 |
Conference Proceedings |
Mabin, Vicky |
Embraers Critical Chain Story |
2021 |
Online |
This presentation is a reflection on 30 years of using TOC in academic research. I will illustrate 1. TOCs versatility across a range of topics and research paradigms; 2. Complementary use of TOC alongside other methods. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2592 |
Conference Proceedings |
|
Leveraging TOC in Software Product Business - Relevance & Application |
2021 |
Online |
This presentation is a reflection on 30 years of using TOC in academic research. I will illustrate 1. TOCs versatility across a range of topics and research paradigms; 2. Complementary use of TOC alongside other methods. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2593 |
Conference Proceedings |
Knight, Alex |
Leveraging TOC in Software Product Business - Relevance & Application |
2021 |
Online |
This presentation will help you work out how best to achieve a breakthrough in a (new) industry using the Theory of Constraints. It will be based on my own lessons learnt from developing TOC based solutions for many different industries including financial services, insurance, poverty, tourism, design, executive education and health and social care. over the last thirty years. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2594 |
Conference Proceedings |
|
Achieving Harmony in Organizations to Become Ever - Flourishing |
2021 |
Online |
This presentation will help you work out how best to achieve a breakthrough in a (new) industry using the Theory of Constraints. It will be based on my own lessons learnt from developing TOC based solutions for many different industries including financial services, insurance, poverty, tourism, design, executive education and health and social care. over the last thirty years. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2595 |
Conference Proceedings |
Brethenoux, Guillaume |
Achieving Harmony in Organizations to Become Ever - Flourishing |
2020 |
Online |
This project was originally planned to take 35 days, and it was completed in 6.5 days. Safran Electronics & Defense (SAE) in Mantes-la-Ville is a factory of 300 people with 2 main production units: Machining of parts and Final Assembly. The factory was implementing a range of production improvement projects based on TOC (Theory of Constraints) methods. One of the workstreams was to simplify the production flow on the factory floor. The target of the new layout was to help reduce lead times, simplify the flow of parts and increase global productivity. Around 48 machines-tools needed to be moved without interrupting production. Guillaume Brethenoux, Maintenance Manager led this project. He used the Critical Chain Project Management principles to challenge the initial planning of 5 weeks and eventually achieve the reengineering of the shop floor in 6.5 days! |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2596 |
Conference Proceedings |
|
Constraint Management for Technical Strategy |
2020 |
Online |
This project was originally planned to take 35 days, and it was completed in 6.5 days. Safran Electronics & Defense (SAE) in Mantes-la-Ville is a factory of 300 people with 2 main production units: Machining of parts and Final Assembly. The factory was implementing a range of production improvement projects based on TOC (Theory of Constraints) methods. One of the workstreams was to simplify the production flow on the factory floor. The target of the new layout was to help reduce lead times, simplify the flow of parts and increase global productivity. Around 48 machines-tools needed to be moved without interrupting production. Guillaume Brethenoux, Maintenance Manager led this project. He used the Critical Chain Project Management principles to challenge the initial planning of 5 weeks and eventually achieve the reengineering of the shop floor in 6.5 days! |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2597 |
Conference Proceedings |
Immelman, Ray |
Constraint Management for Technical Strategy |
2021 |
Online |
The question of "what is TOC?" continues be discussed on social media. Ray shares his insights and conclusions to answer that question derived from deployments across all levels and functions in many companies. To validate the answer, Ray will share an in-depth case study from the meteoric success of a renewable energy company, as well as "ready-to-use" guidelines to replicate that outcome. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2598 |
Conference Proceedings |
|
Under the Thames & Under the Radar |
2021 |
Online |
The question of "what is TOC?" continues be discussed on social media. Ray shares his insights and conclusions to answer that question derived from deployments across all levels and functions in many companies. To validate the answer, Ray will share an in-depth case study from the meteoric success of a renewable energy company, as well as "ready-to-use" guidelines to replicate that outcome. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2599 |
Conference Proceedings |
Barnard, Alan |
Under the Thames & Under the Radar |
2021 |
Online |
In this presentation, Dr. Alan Barnard, leading TOC expert and CEO of Goldratt Research Labs, will share insights gained from 2 decades of research on why it is so EASY to make bad decisions in complex environments, and so HARD to learn from such mistakes. Alan will share a few hacks - simple ways using insights from Theory of Constraints and Alans ProConCloud method as well as the latest advances in Decision Support Technology - to make it HARDER to make bad decisions and EASIER to learn from them when you do. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2600 |
Conference Proceedings |
|
Under the Thames & Under the Radar |
2021 |
Online |
In this presentation, Dr. Alan Barnard, leading TOC expert and CEO of Goldratt Research Labs, will share insights gained from 2 decades of research on why it is so EASY to make bad decisions in complex environments, and so HARD to learn from such mistakes. Alan will share a few hacks - simple ways using insights from Theory of Constraints and Alans ProConCloud method as well as the latest advances in Decision Support Technology - to make it HARDER to make bad decisions and EASIER to learn from them when you do. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2601 |
Conference Proceedings |
Almeida, Mauricio |
Under the Thames & Under the Radar |
2020 |
Online |
Embraer is the worlds 3rd largest aircraft manufacturer, after Boeing and Airbus, with annual sales of $5-6 billion. In 2018, it achieved something its larger competitors have not managed in recent years. They designed and launched a new aircraft on-time, on-budget, and over-scope. When launching the multi-billion dollar development of the E-Jet E2 range, Embraer reset the standard for the aircraft industry. Others took at least 85 months to develop and launch a new plane. Using Critical Chain, Embraer took under 60 months - 60% of the average time taken by the five most recent large passenger aircrafts. This project won the PMI Project of the Year award in 2019. This was not a fluke. Embraer has been working to improve the performance of their projects for over 20-years, and in this keynote presentation, Mauricio Almeida will describe their inspiring journey. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2602 |
Conference Proceedings |
|
Simulation Modelling of Complex Project Portfolios |
2020 |
Online |
Embraer is the worlds 3rd largest aircraft manufacturer, after Boeing and Airbus, with annual sales of $5-6 billion. In 2018, it achieved something its larger competitors have not managed in recent years. They designed and launched a new aircraft on-time, on-budget, and over-scope. When launching the multi-billion dollar development of the E-Jet E2 range, Embraer reset the standard for the aircraft industry. Others took at least 85 months to develop and launch a new plane. Using Critical Chain, Embraer took under 60 months - 60% of the average time taken by the five most recent large passenger aircrafts. This project won the PMI Project of the Year award in 2019. This was not a fluke. Embraer has been working to improve the performance of their projects for over 20-years, and in this keynote presentation, Mauricio Almeida will describe their inspiring journey. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2603 |
Conference Proceedings |
Sharma, Rajeev |
Simulation Modelling of Complex Project Portfolios |
2021 |
Online |
One of the biggest challenge for a mid-size software product company is to decide what should be (and what not) developed as part of the product and how frequent (releases) to make sure what is got developed is contributing value not only to customers (in terms of derived value) but also to company (in terms of ROI) too. If this challenge is not addressed appropriately this may have massive impact and an unrealized dominos effect on overall system or at various stages of flow of the business. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2604 |
Conference Proceedings |
|
Delivering Value From Good Enough CCPM |
2021 |
Online |
One of the biggest challenge for a mid-size software product company is to decide what should be (and what not) developed as part of the product and how frequent (releases) to make sure what is got developed is contributing value not only to customers (in terms of derived value) but also to company (in terms of ROI) too. If this challenge is not addressed appropriately this may have massive impact and an unrealized dominos effect on overall system or at various stages of flow of the business. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2605 |
Conference Proceedings |
Ferguson, Lisa Anne |
Delivering Value From Good Enough CCPM |
2021 |
Online |
An application of the TOC Standing on the Shoulders of Giants six-step process describing how any organization can combine the logical concepts and solutions of TOC (including Dr. Eli Goldratts chapter in The Essays on the Theory of Constraints on hierarchical management), Emotional Intelligence by Robert Goleman, The Four Agreements by Don Miguel Ruiz, and Leadership and Self-Deception from The Arbinger Institute to present the solution to hopefully create sufficiency for becoming ever-flourishing by building and sustaining exponential growth, stability, AND HARMONY all at the same time. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2606 |
Conference Proceedings |
|
Reflections on the Use of TOC to Manage Healthcare Clinics |
2021 |
Online |
An application of the TOC Standing on the Shoulders of Giants six-step process describing how any organization can combine the logical concepts and solutions of TOC (including Dr. Eli Goldratts chapter in The Essays on the Theory of Constraints on hierarchical management), Emotional Intelligence by Robert Goleman, The Four Agreements by Don Miguel Ruiz, and Leadership and Self-Deception from The Arbinger Institute to present the solution to hopefully create sufficiency for becoming ever-flourishing by building and sustaining exponential growth, stability, AND HARMONY all at the same time. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2607 |
Conference Proceedings |
Ricketts, John |
Reflections on the Use of TOC to Manage Healthcare Clinics |
2021 |
Online |
By focusing on constraints in the enterprise, technical strategy prioritizes demand for initiatives. In addition, recognizing that IT itself faces constraints informs decisions about where to invest and how to improve. Technical strategies summarized include 1) Digital Disruption, 2) Proof of Concept, 3) Technology-led Services, 4) Dematerialization & Virtualization, 5) Cloud-first, and 6) Technical Debt Relief. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2608 |
Conference Proceedings |
|
Reflections on the Use of TOC to Manage Healthcare Clinics |
2021 |
Online |
By focusing on constraints in the enterprise, technical strategy prioritizes demand for initiatives. In addition, recognizing that IT itself faces constraints informs decisions about where to invest and how to improve. Technical strategies summarized include 1) Digital Disruption, 2) Proof of Concept, 3) Technology-led Services, 4) Dematerialization & Virtualization, 5) Cloud-first, and 6) Technical Debt Relief. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2609 |
Conference Proceedings |
Pidcock, Shaun |
Use of Tocfe tools with highly vulnerable children |
2020 |
Online |
This presentation will describe how critical chain - or rather the key elements of Critical Chain Project Management (CCPM) - were used on a major infrastructure project in London. The project was to upgrade the Blackwall Tunnel - one of the major crossings of the River Thames - in 2010-11. The project owner was Transport for London (TfL), the public sector body that oversees all transport in the UKs capital city. The presentation will cover how TfL and their contractor Bam Nuttall worked together in managing the technically complex, multi-stakeholder, multi-supply chain partners and associated logistics in the centre of London and under the river Thames. The traditional methodology used in most projects in order to deliver them on time, in full and to budget had also been found wanting. There was a need to challenge the current paradigm of managing projects, and in particular the fragmented supply-chain environment. The presentation will explain how this challenge was met during the refurbishment of the Blackwall Tunnel. The tunnel forms part of Transport for Londons strategic road network and allows traffic to cross the river Thames, connecting North and South London. You will hear from both Client and Contractor how they faced this challenge through the practical application and development of a bespoke delivery process using ideas from Constraint Management, Lean Thinking and conventional project management. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2610 |
Conference Proceedings |
Moorhouse, Jay |
Use of Tocfe tools with highly vulnerable children |
2020 |
Online |
This presentation will describe how critical chain - or rather the key elements of Critical Chain Project Management (CCPM) - were used on a major infrastructure project in London. The project was to upgrade the Blackwall Tunnel - one of the major crossings of the River Thames - in 2010-11. The project owner was Transport for London (TfL), the public sector body that oversees all transport in the UKs capital city. The presentation will cover how TfL and their contractor Bam Nuttall worked together in managing the technically complex, multi-stakeholder, multi-supply chain partners and associated logistics in the centre of London and under the river Thames. The traditional methodology used in most projects in order to deliver them on time, in full and to budget had also been found wanting. There was a need to challenge the current paradigm of managing projects, and in particular the fragmented supply-chain environment. The presentation will explain how this challenge was met during the refurbishment of the Blackwall Tunnel. The tunnel forms part of Transport for Londons strategic road network and allows traffic to cross the river Thames, connecting North and South London. You will hear from both Client and Contractor how they faced this challenge through the practical application and development of a bespoke delivery process using ideas from Constraint Management, Lean Thinking and conventional project management. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2611 |
Conference Proceedings |
Butterill, Neil |
Day-to-Day Thinking Process Tools: Personal & Professional Uses |
2020 |
Online |
This presentation will describe how critical chain - or rather the key elements of Critical Chain Project Management (CCPM) - were used on a major infrastructure project in London. The project was to upgrade the Blackwall Tunnel - one of the major crossings of the River Thames - in 2010-11. The project owner was Transport for London (TfL), the public sector body that oversees all transport in the UKs capital city. The presentation will cover how TfL and their contractor Bam Nuttall worked together in managing the technically complex, multi-stakeholder, multi-supply chain partners and associated logistics in the centre of London and under the river Thames. The traditional methodology used in most projects in order to deliver them on time, in full and to budget had also been found wanting. There was a need to challenge the current paradigm of managing projects, and in particular the fragmented supply-chain environment. The presentation will explain how this challenge was met during the refurbishment of the Blackwall Tunnel. The tunnel forms part of Transport for Londons strategic road network and allows traffic to cross the river Thames, connecting North and South London. You will hear from both Client and Contractor how they faced this challenge through the practical application and development of a bespoke delivery process using ideas from Constraint Management, Lean Thinking and conventional project management. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2612 |
Conference Proceedings |
|
Day-to-Day Thinking Process Tools: Personal & Professional Uses |
2020 |
Online |
This presentation will describe how critical chain - or rather the key elements of Critical Chain Project Management (CCPM) - were used on a major infrastructure project in London. The project was to upgrade the Blackwall Tunnel - one of the major crossings of the River Thames - in 2010-11. The project owner was Transport for London (TfL), the public sector body that oversees all transport in the UKs capital city. The presentation will cover how TfL and their contractor Bam Nuttall worked together in managing the technically complex, multi-stakeholder, multi-supply chain partners and associated logistics in the centre of London and under the river Thames. The traditional methodology used in most projects in order to deliver them on time, in full and to budget had also been found wanting. There was a need to challenge the current paradigm of managing projects, and in particular the fragmented supply-chain environment. The presentation will explain how this challenge was met during the refurbishment of the Blackwall Tunnel. The tunnel forms part of Transport for Londons strategic road network and allows traffic to cross the river Thames, connecting North and South London. You will hear from both Client and Contractor how they faced this challenge through the practical application and development of a bespoke delivery process using ideas from Constraint Management, Lean Thinking and conventional project management. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2613 |
Conference Proceedings |
Barnard, Alan |
Empower Your Projects Simplifying Critical Chain |
2020 |
Online |
Whilst Critical Chain has an intuitive feel, few are willing to change their whole project portfolio management methods based on a feeling. In this keynote presentation, Alan Barnard will share examples where large organizations used simulation models - a digital twin of their project operations - to help them to test their different operating methods. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2614 |
Conference Proceedings |
|
Empower Your Projects Simplifying Critical Chain |
2020 |
Online |
Whilst Critical Chain has an intuitive feel, few are willing to change their whole project portfolio management methods based on a feeling. In this keynote presentation, Alan Barnard will share examples where large organizations used simulation models - a digital twin of their project operations - to help them to test their different operating methods. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2615 |
Conference Proceedings |
MacKinnon, Douglas |
Capitalizing on Constraint Shifts |
2020 |
Online |
In this presentation, Douglas McKinnon, senior director of IT Project & Production Management, will describe how Charles River Laboratories used Critical Chain in the management of their extensive portfolio of IT projects. Despite far-from-ideal circumstances, and significant inertia and resistance, implementing Critical Chain helped deliver significant value to the organization. Before Critical Chain, about 55% of IT projects were delivered on time. Within a year of implementing Critical Chain this rose to over 90%, and has remained at over 90% for the past 2 years. At the same time end-user satisfaction with the delivered solutions rose. But the measure Douglas is most proud of is the increase in the employee engagement scores amongst the IT project delivery teams. From below average before they switched to CCPM, this has risen to one of the highest ratings in the company. He believes that ... A system that helps staff focus on the right things; Not having unnecessary bureaucracy; And an integrated approach to projects... was instrumental in this improvement in engagement and job satisfaction. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2616 |
Conference Proceedings |
|
Capitalizing on Constraint Shifts |
2020 |
Online |
In this presentation, Douglas McKinnon, senior director of IT Project & Production Management, will describe how Charles River Laboratories used Critical Chain in the management of their extensive portfolio of IT projects. Despite far-from-ideal circumstances, and significant inertia and resistance, implementing Critical Chain helped deliver significant value to the organization. Before Critical Chain, about 55% of IT projects were delivered on time. Within a year of implementing Critical Chain this rose to over 90%, and has remained at over 90% for the past 2 years. At the same time end-user satisfaction with the delivered solutions rose. But the measure Douglas is most proud of is the increase in the employee engagement scores amongst the IT project delivery teams. From below average before they switched to CCPM, this has risen to one of the highest ratings in the company. He believes that ... A system that helps staff focus on the right things; Not having unnecessary bureaucracy; And an integrated approach to projects... was instrumental in this improvement in engagement and job satisfaction. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2617 |
Conference Proceedings |
Sirias, Danilo |
Mentors professional development for Harmonies Employee on-boarding, in Multimodal Interactions at PhysiTAL environment. |
2021 |
Online |
Clinics are an important part of the healthcare systems in countries around the world. There are many challenges administrators face to achieve the goal of providing excellent quality at a reasonable cost, especially for not-for-profit clinics. One of the major issues clinics faced is the lack of personnel who are well trained to design and manage an efficient and effective system. With that in mind, we will present a curriculum that is designed to support the generic structure of how clinics are organized, with content targeted to the different functions of the clinics. We believed this curriculum can be attractive to practitioners who want to train their personnel and to consultants who want to provide their services to clinicians. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2618 |
Conference Proceedings |
Wadhwa, Gary |
Mentors professional development for Harmonies Employee on-boarding, in Multimodal Interactions at PhysiTAL environment. |
2021 |
Online |
Clinics are an important part of the healthcare systems in countries around the world. There are many challenges administrators face to achieve the goal of providing excellent quality at a reasonable cost, especially for not-for-profit clinics. One of the major issues clinics faced is the lack of personnel who are well trained to design and manage an efficient and effective system. With that in mind, we will present a curriculum that is designed to support the generic structure of how clinics are organized, with content targeted to the different functions of the clinics. We believed this curriculum can be attractive to practitioners who want to train their personnel and to consultants who want to provide their services to clinicians. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2619 |
Conference Proceedings |
|
It's All About Flow - unifying methodological approaches |
2021 |
Online |
Clinics are an important part of the healthcare systems in countries around the world. There are many challenges administrators face to achieve the goal of providing excellent quality at a reasonable cost, especially for not-for-profit clinics. One of the major issues clinics faced is the lack of personnel who are well trained to design and manage an efficient and effective system. With that in mind, we will present a curriculum that is designed to support the generic structure of how clinics are organized, with content targeted to the different functions of the clinics. We believed this curriculum can be attractive to practitioners who want to train their personnel and to consultants who want to provide their services to clinicians. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2620 |
Conference Proceedings |
Pedroza, Diana Montealegre |
It's All About Flow - unifying methodological approaches |
2021 |
Online |
The tools of TOCFE are turned into a key point for children to be able to communicate child abuse situations, but also to learn social abilities from the inclusive education perspective. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2621 |
Conference Proceedings |
|
Problem Solving Maps in the Philippines: a brief history |
2021 |
Online |
The tools of TOCFE are turned into a key point for children to be able to communicate child abuse situations, but also to learn social abilities from the inclusive education perspective. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2622 |
Conference Proceedings |
Austin, Kathy |
Problem Solving Maps in the Philippines: a brief history |
2021 |
Online |
This presentation is a brief overview of each of the Day-to-Day Thinking Process (TP) tools along with examples, primarily from clients & students, in both personal and professional areas. While TOC for Education has provided training in these tools for children, young adults and teachers, too many of the rest us think of the TP as used only (primarily) for strategic or big problems. Learning and incorporating these tools into daily habits can help you reduce conflicts, better evaluate options and improve your overall quality of life! |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2623 |
Conference Proceedings |
|
Using TOC to Investigate the Real Problem with Budgeting |
2021 |
Online |
This presentation is a brief overview of each of the Day-to-Day Thinking Process (TP) tools along with examples, primarily from clients & students, in both personal and professional areas. While TOC for Education has provided training in these tools for children, young adults and teachers, too many of the rest us think of the TP as used only (primarily) for strategic or big problems. Learning and incorporating these tools into daily habits can help you reduce conflicts, better evaluate options and improve your overall quality of life! |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2624 |
Conference Proceedings |
van Egmond, Jan |
Using TOC to Investigate the Real Problem with Budgeting |
2020 |
Online |
In some portfolio and pipeline environments rigid application of "text-book" CCPM can be bureaucratic and unnecessary... and doomed to fail. This was Jans early experience in trying to use CCPM. He studied what the fundamental drivers were of critical chain and project and portfolio performance in general, and developed his unique approach to project pipeline management, which he believes can be implemented significantly faster than full-blown, multi-project CCPM. In this presentation he will share some of the fundamental insights he has learned, and discuss a pilot implementation where it delivered significant and rapid improvements in portfolio performance. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2625 |
Conference Proceedings |
|
Small Changes, Big Results: Maximizing Client Throughput in a Complex Tax Environment |
2020 |
Online |
In some portfolio and pipeline environments rigid application of "text-book" CCPM can be bureaucratic and unnecessary... and doomed to fail. This was Jans early experience in trying to use CCPM. He studied what the fundamental drivers were of critical chain and project and portfolio performance in general, and developed his unique approach to project pipeline management, which he believes can be implemented significantly faster than full-blown, multi-project CCPM. In this presentation he will share some of the fundamental insights he has learned, and discuss a pilot implementation where it delivered significant and rapid improvements in portfolio performance. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2626 |
Conference Proceedings |
Camp, Henry |
Small Changes, Big Results: Maximizing Client Throughput in a Complex Tax Environment |
2021 |
Online |
The coronavirus pandemic has and will move constraints. This presentation is an example of how TOC allows you to adapt quickly and decisively, while others remain paralyzed. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2627 |
Conference Proceedings |
|
Inside Out-CC in Project Performance Cultures of Aerospace R&D |
2021 |
Online |
The coronavirus pandemic has and will move constraints. This presentation is an example of how TOC allows you to adapt quickly and decisively, while others remain paralyzed. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2628 |
Conference Proceedings |
Reiter, Shoshi |
Inside Out-CC in Project Performance Cultures of Aerospace R&D |
2021 |
Online |
On boarding of a new employee is more challenging than ever at the COVID-19 as working environment changed. That demands a mentor that will coordinate and subordinate the system to the new situation. Mentors professional development will be presented and discussed. Team communication is taking place in a PhysiTal environment, a blend of physical and digital environment of multichannel interface. Understanding communication and performance of novices in a PhysiTal environment, demands insights from multimodal and various communication channels (formal and informal) like the chat apps using text, infographics and voice messages. The Engines of harmony (EOH), provide the know how for harmonious team work, mostly to an existing team, while onboarding new employee demands subordination and re-creation of the team. Therefore I merged and concatenated the EOH with stages of team creation described by Tuckmans model, providing best practices and promotability of teams in organizations. Professional development of mentors might assist teams to subordinate to new situation. In the world today, theres plenty of technology and the biggest challenge is to build a great team. While recruiting a new employee can lead to enhance organizational performance and productivity, it can encounter serious challenges in employee resistance and lack of team work skills in virtual workplace, globalization and virtualization. Organizations should thus ensure that the right climate. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2629 |
Conference Proceedings |
|
How to Make Buffers Your Friends |
2021 |
Online |
On boarding of a new employee is more challenging than ever at the COVID-19 as working environment changed. That demands a mentor that will coordinate and subordinate the system to the new situation. Mentors professional development will be presented and discussed. Team communication is taking place in a PhysiTal environment, a blend of physical and digital environment of multichannel interface. Understanding communication and performance of novices in a PhysiTal environment, demands insights from multimodal and various communication channels (formal and informal) like the chat apps using text, infographics and voice messages. The Engines of harmony (EOH), provide the know how for harmonious team work, mostly to an existing team, while onboarding new employee demands subordination and re-creation of the team. Therefore I merged and concatenated the EOH with stages of team creation described by Tuckmans model, providing best practices and promotability of teams in organizations. Professional development of mentors might assist teams to subordinate to new situation. In the world today, theres plenty of technology and the biggest challenge is to build a great team. While recruiting a new employee can lead to enhance organizational performance and productivity, it can encounter serious challenges in employee resistance and lack of team work skills in virtual workplace, globalization and virtualization. Organizations should thus ensure that the right climate. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2630 |
Conference Proceedings |
Ptak, Carol |
How to Make Buffers Your Friends |
2021 |
Online |
The underlying principle of flow unites and unifies various methodologies including lean, TOC, MRP, DRP, Six Sigma and is also the underlying foundation for Demand Driven. Each of these methodologies have had a market perception of conflicting with each other but flow unites and unifies these perceived conflicts. This presentation will explore the history of these methodologies and show how flow is the unifying force under all these approaches. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2631 |
Conference Proceedings |
|
7 Years of Using CC in New Product R&D |
2021 |
Online |
The underlying principle of flow unites and unifies various methodologies including lean, TOC, MRP, DRP, Six Sigma and is also the underlying foundation for Demand Driven. Each of these methodologies have had a market perception of conflicting with each other but flow unites and unifies these perceived conflicts. This presentation will explore the history of these methodologies and show how flow is the unifying force under all these approaches. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2632 |
Conference Proceedings |
Sirias, Danilo |
7 Years of Using CC in New Product R&D |
2021 |
Online |
In 2014 and under the leadership of Dr. Jeni Corpuz, we had our first Problem Solving Maps online course in Valenzuela City in the Philippines. 60 teachers were in this first group who then trained 45 teachers. This first program impacted over 15,000 students. Moving forward to now, thousands of teachers have been trained, some of them have conducted research and trained other teachers. More and more students are exposed to PSM. This is their story. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2633 |
Conference Proceedings |
|
The Journey Begins - Partnering for Purpose, Peace and Prosperity |
2021 |
Online |
In 2014 and under the leadership of Dr. Jeni Corpuz, we had our first Problem Solving Maps online course in Valenzuela City in the Philippines. 60 teachers were in this first group who then trained 45 teachers. This first program impacted over 15,000 students. Moving forward to now, thousands of teachers have been trained, some of them have conducted research and trained other teachers. More and more students are exposed to PSM. This is their story. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2634 |
Conference Proceedings |
Scott, Graham |
The Journey Begins - Partnering for Purpose, Peace and Prosperity |
2021 |
Online |
The presentation shows how the TOC Thinking Tools were used as a research methodology to examine the problems with Traditional Budgeting. TOC Tools were used to organize the literature review, design the research questions, then analyze and communicate the findings to come up with a practical solution to a long-term problem. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2635 |
Conference Proceedings |
|
The Journey Begins - Partnering for Purpose, Peace and Prosperity |
2021 |
Online |
The presentation shows how the TOC Thinking Tools were used as a research methodology to examine the problems with Traditional Budgeting. TOC Tools were used to organize the literature review, design the research questions, then analyze and communicate the findings to come up with a practical solution to a long-term problem. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2636 |
Conference Proceedings |
Martin, Alyssa |
WWW . WWW - What Went Well . What Went Wrong - 2 Decades of experiments with TOC |
2021 |
Online |
Learn about how TaxValet, a small U.S. based tax firm, fixed their largest bottleneck to growing quickly and profitably by implementing a Do-it-Yourself CCPM solution. Over the span of only 90 days, TaxValet made significant improvements that allowed them to identify problematic clients early, escalate the right issues, iterate on system processes, and increase on-time delivery. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2637 |
Conference Proceedings |
|
WWW . WWW - What Went Well . What Went Wrong - 2 Decades of experiments with TOC |
2021 |
Online |
Learn about how TaxValet, a small U.S. based tax firm, fixed their largest bottleneck to growing quickly and profitably by implementing a Do-it-Yourself CCPM solution. Over the span of only 90 days, TaxValet made significant improvements that allowed them to identify problematic clients early, escalate the right issues, iterate on system processes, and increase on-time delivery. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2638 |
Conference Proceedings |
Bachler, Johannes |
Decisive Competitive Edge for Your Multi-Project Portfolios |
2020 |
Online |
Diamond Aircraft Industries designs and manufacturers general aviation aircraft and motor gliders, and is based in Austria. It is the third largest manufacturer of aircraft for the general aviation sector, and has manufacturing facilities Austria and Canada. This presentation will describe how CC affects different leadership styles how it impacts performance measurements during our R&D projects, using a recent new aircraft project as a case study. Johannes will dive into the personality of project managers, and how critical chain can both challenge their habits and develop new ones. He says that he has never seen a tool/approach which forces the needed changes (also in management behavior) as much as CCPM. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2639 |
Conference Proceedings |
|
Decisive Competitive Edge for Your Multi-Project Portfolios |
2020 |
Online |
Diamond Aircraft Industries designs and manufacturers general aviation aircraft and motor gliders, and is based in Austria. It is the third largest manufacturer of aircraft for the general aviation sector, and has manufacturing facilities Austria and Canada. This presentation will describe how CC affects different leadership styles how it impacts performance measurements during our R&D projects, using a recent new aircraft project as a case study. Johannes will dive into the personality of project managers, and how critical chain can both challenge their habits and develop new ones. He says that he has never seen a tool/approach which forces the needed changes (also in management behavior) as much as CCPM. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2640 |
Conference Proceedings |
Newbold, Rob |
Decisive Competitive Edge for Your Multi-Project Portfolios |
2021 |
Online |
Buffers are a common response to variation. Like variation, they are everywhere, including in project plans. Many people feel a conflict in project management between predictability, which requires safety time or "buffers"; and motivation, which requires squeezing out safety time. People usually either ignore the conflict, picking one side or the other; or they compromise, by adding some safety time but never enough. In this presentation, Rob Newbold discusses why these "standard" approaches create the very problems they are intended to eliminate. He shows how to "evaporate the cloud" to get predictability, motivation, and speed. To get there, he presents a rigorous definition of buffers and gives some surprising examples in order to show you that buffers are much more common than you may think. He concludes by showing how buffered critical chain schedules and some new visualizations can help you to motivate your teams. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2641 |
Conference Proceedings |
|
New Zealand residents' perceptions of self-drive tourism |
2021 |
Online |
Buffers are a common response to variation. Like variation, they are everywhere, including in project plans. Many people feel a conflict in project management between predictability, which requires safety time or "buffers"; and motivation, which requires squeezing out safety time. People usually either ignore the conflict, picking one side or the other; or they compromise, by adding some safety time but never enough. In this presentation, Rob Newbold discusses why these "standard" approaches create the very problems they are intended to eliminate. He shows how to "evaporate the cloud" to get predictability, motivation, and speed. To get there, he presents a rigorous definition of buffers and gives some surprising examples in order to show you that buffers are much more common than you may think. He concludes by showing how buffered critical chain schedules and some new visualizations can help you to motivate your teams. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2642 |
Conference Proceedings |
Wentzel, Christo |
New Zealand residents' perceptions of self-drive tourism |
2020 |
Online |
Centurion Systems design and manufacture access control systems and are part of the global FAAC Group. They began using Critical Chain Project Management in 2013, when it was applied to their R&D portfolio, developing new products. Within 6 months of its introduction, they completed 14 projects, compared to the historical performance of 2-4 projects a year. In the past 6 years they have completed on average 45 projects a year - over 10 times more than they achieved before using Critical Chain. In this presentation Christo will describe Centurions 7 years of experience in using Critical Chain, and how this contributed to the success of the business. Starting in the R&D department, he will describe the results from, and challenges with, changing how projects were planned and managed. He will describe the steps that the company took to build on initial successes, and to continuously improve the performance of their projects across the whole organization. As well as Critical Chain, Christo will describe some of the other critical success factors in their performance transformation. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2643 |
Conference Proceedings |
|
New Zealand residents' perceptions of self-drive tourism |
2020 |
Online |
Centurion Systems design and manufacture access control systems and are part of the global FAAC Group. They began using Critical Chain Project Management in 2013, when it was applied to their R&D portfolio, developing new products. Within 6 months of its introduction, they completed 14 projects, compared to the historical performance of 2-4 projects a year. In the past 6 years they have completed on average 45 projects a year - over 10 times more than they achieved before using Critical Chain. In this presentation Christo will describe Centurions 7 years of experience in using Critical Chain, and how this contributed to the success of the business. Starting in the R&D department, he will describe the results from, and challenges with, changing how projects were planned and managed. He will describe the steps that the company took to build on initial successes, and to continuously improve the performance of their projects across the whole organization. As well as Critical Chain, Christo will describe some of the other critical success factors in their performance transformation. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2644 |
Conference Proceedings |
Robinson, Hilbert |
New Zealand residents' perceptions of self-drive tourism |
2021 |
Online |
As impressive as the private and public sector results from TOC have been, I often wondered if there were more important problems that we should be addressing. After seeing what TOCfE has been achieving, I became convinced that many of the gaps in Jamaican Society might be mitigated if the TOCfE tools were in wide use throughout the education system. Want to come along for the ride? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2645 |
Conference Proceedings |
Mullings, Tishauna |
Saving 100s of Lives with the Theory of Constraints Reducing Stroke |
2021 |
Online |
As impressive as the private and public sector results from TOC have been, I often wondered if there were more important problems that we should be addressing. After seeing what TOCfE has been achieving, I became convinced that many of the gaps in Jamaican Society might be mitigated if the TOCfE tools were in wide use throughout the education system. Want to come along for the ride? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2646 |
Conference Proceedings |
|
Saving 100s of Lives with the Theory of Constraints Reducing Stroke |
2021 |
Online |
As impressive as the private and public sector results from TOC have been, I often wondered if there were more important problems that we should be addressing. After seeing what TOCfE has been achieving, I became convinced that many of the gaps in Jamaican Society might be mitigated if the TOCfE tools were in wide use throughout the education system. Want to come along for the ride? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2647 |
Conference Proceedings |
Jha, Bimlendra |
Saving 100s of Lives with the Theory of Constraints Reducing Stroke |
2021 |
Online |
This presentation draws on the experience of self started work on TOC to facilitate workshops and consultant supported implementation of TOC concepts at companies in India and Europe. The paper takes lessons from success, failures and delays in implementing TOC or getting appropriate results in the right time. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2648 |
Conference Proceedings |
|
Saving 100s of Lives with the Theory of Constraints Reducing Stroke |
2021 |
Online |
This presentation draws on the experience of self started work on TOC to facilitate workshops and consultant supported implementation of TOC concepts at companies in India and Europe. The paper takes lessons from success, failures and delays in implementing TOC or getting appropriate results in the right time. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2649 |
Conference Proceedings |
Walsh, Danny |
TI2X: Doubling the Rate of Project Completions across a 6,000 person IT Team |
2020 |
Online |
Gain first hand knowledge on how to leverage Exeprons Advanced Critical Chain Project Management technology and predictive capability to manage resources across a Multi-Project Portfolio. Understand how to complete more projects on time and within budget, create a competitive advantage through reliable and early delivery, and lead and accelerate Change within your organization. Weve actually made it easy for you by putting all the advanced power of Critical Chain AND the technology to do it together in order for you to effectively and more productivity manage your Multi-Project Portfolio. Exepron, a Collaborative Enterprise Business Solution presented as an Intelligent Multi-Portfolio Project Management Cloud Solution, designed to significantly reducing the Time between Investment and Return. Disruptive Intelligence, Low Risk Deployment, Ease-of-Use interface for Rapid Company-wide adoption. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2650 |
Conference Proceedings |
Thompson, John |
TI2X: Doubling the Rate of Project Completions across a 6,000 person IT Team |
2020 |
Online |
Gain first hand knowledge on how to leverage Exeprons Advanced Critical Chain Project Management technology and predictive capability to manage resources across a Multi-Project Portfolio. Understand how to complete more projects on time and within budget, create a competitive advantage through reliable and early delivery, and lead and accelerate Change within your organization. Weve actually made it easy for you by putting all the advanced power of Critical Chain AND the technology to do it together in order for you to effectively and more productivity manage your Multi-Project Portfolio. Exepron, a Collaborative Enterprise Business Solution presented as an Intelligent Multi-Portfolio Project Management Cloud Solution, designed to significantly reducing the Time between Investment and Return. Disruptive Intelligence, Low Risk Deployment, Ease-of-Use interface for Rapid Company-wide adoption. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2651 |
Conference Proceedings |
|
5 Critical Chain Case Studies |
2020 |
Online |
Gain first hand knowledge on how to leverage Exeprons Advanced Critical Chain Project Management technology and predictive capability to manage resources across a Multi-Project Portfolio. Understand how to complete more projects on time and within budget, create a competitive advantage through reliable and early delivery, and lead and accelerate Change within your organization. Weve actually made it easy for you by putting all the advanced power of Critical Chain AND the technology to do it together in order for you to effectively and more productivity manage your Multi-Project Portfolio. Exepron, a Collaborative Enterprise Business Solution presented as an Intelligent Multi-Portfolio Project Management Cloud Solution, designed to significantly reducing the Time between Investment and Return. Disruptive Intelligence, Low Risk Deployment, Ease-of-Use interface for Rapid Company-wide adoption. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2652 |
Conference Proceedings |
Cheung, Wing Cho (Joe) |
5 Critical Chain Case Studies |
2021 |
Online |
In normal (pre-Covid) circumstances, tourist drivers are often accused of causing problems, and even accidents, on roads. But is this claim fair? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2653 |
Conference Proceedings |
Mabin, Vicky |
The Government Environment: How Its Unique Characteristics Invite TOC Approaches |
2021 |
Online |
In normal (pre-Covid) circumstances, tourist drivers are often accused of causing problems, and even accidents, on roads. But is this claim fair? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2654 |
Conference Proceedings |
Yeoman, Ian |
The Government Environment: How Its Unique Characteristics Invite TOC Approaches |
2021 |
Online |
In normal (pre-Covid) circumstances, tourist drivers are often accused of causing problems, and even accidents, on roads. But is this claim fair? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2655 |
Conference Proceedings |
|
The Government Environment: How Its Unique Characteristics Invite TOC Approaches |
2021 |
Online |
In normal (pre-Covid) circumstances, tourist drivers are often accused of causing problems, and even accidents, on roads. But is this claim fair? |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2656 |
Conference Proceedings |
Giskes, Katrina |
DevOps Transformation Using TOC |
2021 |
Online |
Atrial Fibrillation is a significant risk factor for strokes and early detection is key to prevention. This presentation reveals how TOC has helped play a role in finding the solution to low testing rates with preliminary pilot study results showing over 100% improvement yielding a potential for saving several hundred lives each year in Australia. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2657 |
Conference Proceedings |
Freedman, Ben |
DevOps Transformation Using TOC |
2021 |
Online |
Atrial Fibrillation is a significant risk factor for strokes and early detection is key to prevention. This presentation reveals how TOC has helped play a role in finding the solution to low testing rates with preliminary pilot study results showing over 100% improvement yielding a potential for saving several hundred lives each year in Australia. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2658 |
Conference Proceedings |
Kay, Andrew |
Five Focusing Steps of Any Business Transformation |
2021 |
Online |
Atrial Fibrillation is a significant risk factor for strokes and early detection is key to prevention. This presentation reveals how TOC has helped play a role in finding the solution to low testing rates with preliminary pilot study results showing over 100% improvement yielding a potential for saving several hundred lives each year in Australia. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2659 |
Conference Proceedings |
|
Five Focusing Steps of Any Business Transformation |
2021 |
Online |
Atrial Fibrillation is a significant risk factor for strokes and early detection is key to prevention. This presentation reveals how TOC has helped play a role in finding the solution to low testing rates with preliminary pilot study results showing over 100% improvement yielding a potential for saving several hundred lives each year in Australia. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2660 |
Conference Proceedings |
Kriger, André |
Compensation Systems for Sales Professionals |
2020 |
Online |
Vivo (Telefonica Brazil), is Brazils largest telecommunications company. Its IT team has over 6,000 members. In 2018 Vivo set the goal of doubling the rate at which IT projects were completed - the IT2X Program - without employing more staff. In this presentation, CIO Andre Kriger will share the story of how VIVO achieved this objective, highlighting key challenges & obstacles they faced along the way, and how they overcame them. Last, Andre will discuss where he plans to go from here as they pursue ever-higher levels of value delivery. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2661 |
Conference Proceedings |
|
Compensation Systems for Sales Professionals |
2020 |
Online |
Vivo (Telefonica Brazil), is Brazils largest telecommunications company. Its IT team has over 6,000 members. In 2018 Vivo set the goal of doubling the rate at which IT projects were completed - the IT2X Program - without employing more staff. In this presentation, CIO Andre Kriger will share the story of how VIVO achieved this objective, highlighting key challenges & obstacles they faced along the way, and how they overcame them. Last, Andre will discuss where he plans to go from here as they pursue ever-higher levels of value delivery. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2662 |
Conference Proceedings |
Marris, Philip |
Boosting Astrum Super Production to increase market share by using TOC principles |
2020 |
Online |
Philip shares five recent examples of Critical Chain used in a variety of industries. Gold mining: large Capex project; process maintenance and mobile equipment MRO. Business Jet maintenance: boosting the performance of the market leader. Pharmaceutical industry: large Capex project and multiple process upgrades. Arterial implants world leader: the portfolio of all their major improvement initiatives. Covid-19 respiratory tests: speeding up product development to save lives. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2663 |
Conference Proceedings |
|
Boosting Astrum Super Production to increase market share by using TOC principles |
2020 |
Online |
Philip shares five recent examples of Critical Chain used in a variety of industries. Gold mining: large Capex project; process maintenance and mobile equipment MRO. Business Jet maintenance: boosting the performance of the market leader. Pharmaceutical industry: large Capex project and multiple process upgrades. Arterial implants world leader: the portfolio of all their major improvement initiatives. Covid-19 respiratory tests: speeding up product development to save lives. |
|
https://www.tocico.org/page/2020ConferenceProceedings |
| 2664 |
Conference Proceedings |
Mycue, Alfredo |
Boosting Astrum Super Production to increase market share by using TOC principles |
2021 |
Online |
The purpose of this presentation is to describe the unique features of government so that we can better appreciate how the arts and sciences of The Theory of Constraints (TOC) might be applied to the endeavor of governance. This presentation will invite the TOC community to interrogate these observations and have a productive dialog to advance our understanding of how government might benefit from established TOC concepts, Thinking Processes, and TOC solution implementations. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2665 |
Conference Proceedings |
Schragenheim, Eli |
The Value and Future of Education Programs on/with TOC for Education |
2021 |
Online |
The purpose of this presentation is to describe the unique features of government so that we can better appreciate how the arts and sciences of The Theory of Constraints (TOC) might be applied to the endeavor of governance. This presentation will invite the TOC community to interrogate these observations and have a productive dialog to advance our understanding of how government might benefit from established TOC concepts, Thinking Processes, and TOC solution implementations. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2666 |
Conference Proceedings |
|
The Value and Future of Education Programs on/with TOC for Education |
2021 |
Online |
The purpose of this presentation is to describe the unique features of government so that we can better appreciate how the arts and sciences of The Theory of Constraints (TOC) might be applied to the endeavor of governance. This presentation will invite the TOC community to interrogate these observations and have a productive dialog to advance our understanding of how government might benefit from established TOC concepts, Thinking Processes, and TOC solution implementations. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2667 |
Conference Proceedings |
Slavin, Vicky |
ToC + X : Your Personal Decisive Competitive Edge (DCE) ? "3 Mountains" - Cost World, Throughput World, and Value World |
2021 |
Online |
The DevOps movement is full of ideas on how companies should improve, these ideas are created standing on the shoulders of several giant thinkers and doers who in turn transformed whole industries with their own ideas. Lets discuss how we can create significant technological improvements by adopting TOC. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2668 |
Conference Proceedings |
|
ToC + X : Your Personal Decisive Competitive Edge (DCE) ? "3 Mountains" - Cost World, Throughput World, and Value World |
2021 |
Online |
The DevOps movement is full of ideas on how companies should improve, these ideas are created standing on the shoulders of several giant thinkers and doers who in turn transformed whole industries with their own ideas. Lets discuss how we can create significant technological improvements by adopting TOC. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2669 |
Conference Proceedings |
Valchuk, Victor |
From The Goal to Novel Addiction Treatment |
2021 |
Online |
The proposed five focusing steps of the business transformation clarify Goldratts three questions of continuous improvement and focus our attention on limiting assumptions. Five focusing steps allow you to conduct a reliable, sustainable transformation of any business that is relevant to its state and market (TOC, Lean, Agile, digital). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2670 |
Conference Proceedings |
|
From The Goal to Novel Addiction Treatment |
2021 |
Online |
The proposed five focusing steps of the business transformation clarify Goldratts three questions of continuous improvement and focus our attention on limiting assumptions. Five focusing steps allow you to conduct a reliable, sustainable transformation of any business that is relevant to its state and market (TOC, Lean, Agile, digital). |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2671 |
Conference Proceedings |
Ushakova, Marina |
Assessing Blockchain Technologies through the Six Technology Questions |
2021 |
Online |
Compensation Systems for Sales Professionals: are there alternatives for throughput world? Designing a compensation system for a sales organization is a strategic decision of a critical importance. An enquiry into most common systems, the bottom-line effects and the drivers behind them. The package structure and value being equal, what makes the strategies different is the way they support sales professionals decision making, the way strategies send the signals on what to sell first or what to stop selling completely. We ran series of computer simulations and used machine learning techniques to demonstrate the impacts of strategies both compliant and non-compliant with TOC principles. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2672 |
Conference Proceedings |
|
Assessing Blockchain Technologies through the Six Technology Questions |
2021 |
Online |
Compensation Systems for Sales Professionals: are there alternatives for throughput world? Designing a compensation system for a sales organization is a strategic decision of a critical importance. An enquiry into most common systems, the bottom-line effects and the drivers behind them. The package structure and value being equal, what makes the strategies different is the way they support sales professionals decision making, the way strategies send the signals on what to sell first or what to stop selling completely. We ran series of computer simulations and used machine learning techniques to demonstrate the impacts of strategies both compliant and non-compliant with TOC principles. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2673 |
Conference Proceedings |
Srivastava, Binay |
TOC in context: MBA Teaching of Operations, Project and SCM |
2021 |
Online |
Tata Astrum Super as a branded Product was launched by Tata Steel in March 2019 to address the unaddressed Hot Rolled (HR) retail market. Tata Astrum Super was faced with two challenges in the retail channel. These were 1) the availability of HR sheets 2) Availability of complete basket of SKUs. The average monthly dispatch in FY-20 from Steel Processing Centre called PSPL was at a level of 2.5 kilotons per month (KTPM). PSPL was the only dedicated Steel processing center for Astrum Super processing. In FY21 total market demand of Astrum Super was projected to exit at a level of 10 KTPM. The 5 Focusing Steps approach was followed to identify, exploit, subordinate and elevate the constraint in order to meet the market demand of 10 KTPM in FY21. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2674 |
Conference Proceedings |
Kumar, Vinay Chandra |
TOC in context: MBA Teaching of Operations, Project and SCM |
2021 |
Online |
Tata Astrum Super as a branded Product was launched by Tata Steel in March 2019 to address the unaddressed Hot Rolled (HR) retail market. Tata Astrum Super was faced with two challenges in the retail channel. These were 1) the availability of HR sheets 2) Availability of complete basket of SKUs. The average monthly dispatch in FY-20 from Steel Processing Centre called PSPL was at a level of 2.5 kilotons per month (KTPM). PSPL was the only dedicated Steel processing center for Astrum Super processing. In FY21 total market demand of Astrum Super was projected to exit at a level of 10 KTPM. The 5 Focusing Steps approach was followed to identify, exploit, subordinate and elevate the constraint in order to meet the market demand of 10 KTPM in FY21. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2675 |
Conference Proceedings |
|
Applying The Goal in Financial Organizations |
2021 |
Online |
Tata Astrum Super as a branded Product was launched by Tata Steel in March 2019 to address the unaddressed Hot Rolled (HR) retail market. Tata Astrum Super was faced with two challenges in the retail channel. These were 1) the availability of HR sheets 2) Availability of complete basket of SKUs. The average monthly dispatch in FY-20 from Steel Processing Centre called PSPL was at a level of 2.5 kilotons per month (KTPM). PSPL was the only dedicated Steel processing center for Astrum Super processing. In FY21 total market demand of Astrum Super was projected to exit at a level of 10 KTPM. The 5 Focusing Steps approach was followed to identify, exploit, subordinate and elevate the constraint in order to meet the market demand of 10 KTPM in FY21. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2676 |
Conference Proceedings |
Wakabayashi, Yasunaga |
Applying The Goal in Financial Organizations |
2021 |
Online |
In this presentation Yasunaga Wakabayashi will give an overview of his own TOCFE practice and what he learned from it. Yasunaga conducted TOCFE education programs as a teacher at Kyoto University and as a non-profit organization for the public at large. These experiences gave Yasunaga the great potential of TOCFE and its power to change the future. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2677 |
Conference Proceedings |
|
The Ghost in the Machine: A tale of noise and flow |
2021 |
Online |
In this presentation Yasunaga Wakabayashi will give an overview of his own TOCFE practice and what he learned from it. Yasunaga conducted TOCFE education programs as a teacher at Kyoto University and as a non-profit organization for the public at large. These experiences gave Yasunaga the great potential of TOCFE and its power to change the future. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2678 |
Conference Proceedings |
Zultner, Richard |
The Ghost in the Machine: A tale of noise and flow |
2021 |
Online |
Traditionally, ToC has been combined with methods like Lean, Six Sigma, and Agile. But are there methods that would make an even better combination for you? People new to Theory of Constraints (ToC) may look at the many big names in ToC, with decades of experience, and despair. They learned ToC from Eli Goldratt! How can I ever compete with them? All you need, is a personal Decisive Competitive Edge (DCE) and 3 Mountains. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2679 |
Conference Proceedings |
|
The Death of ERP |
2021 |
Online |
Traditionally, ToC has been combined with methods like Lean, Six Sigma, and Agile. But are there methods that would make an even better combination for you? People new to Theory of Constraints (ToC) may look at the many big names in ToC, with decades of experience, and despair. They learned ToC from Eli Goldratt! How can I ever compete with them? All you need, is a personal Decisive Competitive Edge (DCE) and 3 Mountains. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2680 |
Conference Proceedings |
Wetsman, Howard |
The Death of ERP |
2021 |
Online |
The traditional methods of addiction treatment are not returning the value expected because to paradigm on which they are based is incorrect. Using TOC, the author created a new paradigm based on biology and instituted new methods which built a successful addiction treatment organization. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2681 |
Conference Proceedings |
|
What to invest in? Technology or Benefits? |
2021 |
Online |
The traditional methods of addiction treatment are not returning the value expected because to paradigm on which they are based is incorrect. Using TOC, the author created a new paradigm based on biology and instituted new methods which built a successful addiction treatment organization. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2682 |
Conference Proceedings |
Tendon, Steve |
What to invest in? Technology or Benefits? |
2021 |
Online |
See through the hype and make sense of Blockchain Technologies by systematically applying the Dr. Goldratts Six Technology Questions. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2683 |
Conference Proceedings |
|
What to invest in? Technology or Benefits? |
2021 |
Online |
See through the hype and make sense of Blockchain Technologies by systematically applying the Dr. Goldratts Six Technology Questions. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2684 |
Conference Proceedings |
Stratton, Roy |
Vicious Cycle in Projects And How to Reverse it |
2021 |
Online |
Teaching OSCM from a systems perspective: managing and reducing variation and uncertainty. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2685 |
Conference Proceedings |
|
Vicious Cycle in Projects And How to Reverse it |
2021 |
Online |
Teaching OSCM from a systems perspective: managing and reducing variation and uncertainty. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2686 |
Conference Proceedings |
Watt, Andy |
The Secret Ingredient to ALL Soft Skills Abilities |
2021 |
Online |
At Goldratt UK, we are very proud at the number of implementations we have delivered, across so many different industries. I am extremely proud of the way we have developed our offering in Finance, where there is a heavy focus on processes and regulatory approvals. Our work is deeply rooted in the principles of The Goal, but I would like to share with you how we have developed our thinking, and some of the fantastic results we have achieved in the finance industry. I will present how we have re-engineered standard flows, made queues and priorities visible (Software / Tools) and how to resource the rising queues. We will also look at release rules - WIP controlled and maintained at a low level. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2687 |
Conference Proceedings |
|
The Secret Ingredient to ALL Soft Skills Abilities |
2021 |
Online |
At Goldratt UK, we are very proud at the number of implementations we have delivered, across so many different industries. I am extremely proud of the way we have developed our offering in Finance, where there is a heavy focus on processes and regulatory approvals. Our work is deeply rooted in the principles of The Goal, but I would like to share with you how we have developed our thinking, and some of the fantastic results we have achieved in the finance industry. I will present how we have re-engineered standard flows, made queues and priorities visible (Software / Tools) and how to resource the rising queues. We will also look at release rules - WIP controlled and maintained at a low level. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2688 |
Conference Proceedings |
Willis, John |
Project Management - The Hard Part is the Soft Side |
2021 |
Online |
Whether we are talking about Walter Shewhart, Edwards Deming, Claude Shannon, or Eliyahu Goldratt the "Ghost" is always non-deterministic noise. In fact, in Beyond the Goal, Goldratt points this out on how physicists think differently, making the comment that Dr. Deming and himself were both educated physicists. Actually, Shewhart was also an educated physicist. Shannons PHD was pretty close as it was in "Algebra for Theoretical Genetics". They all had different practices and theories but they all approached the problem in a common way. The point being that they all were well versed in the Theory of Errors and what could be called non-deterministic way of thinking. The "noise" for Shewhart and Deming was variation, for Shannon it was signal noise and for Goldratt it was local optimization and bottlenecks. In this presentation we are going to cover a brief history and parallels of how "noise" has been managed over the years all the way to modern DevOps and DevSecops operations. We will show how Statistical Process Control, Information Theory, and Theory of Constraints all align against one common enemy - The Ghost in the Machine that is Noise. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2689 |
Conference Proceedings |
|
Project Management - The Hard Part is the Soft Side |
2021 |
Online |
Whether we are talking about Walter Shewhart, Edwards Deming, Claude Shannon, or Eliyahu Goldratt the "Ghost" is always non-deterministic noise. In fact, in Beyond the Goal, Goldratt points this out on how physicists think differently, making the comment that Dr. Deming and himself were both educated physicists. Actually, Shewhart was also an educated physicist. Shannons PHD was pretty close as it was in "Algebra for Theoretical Genetics". They all had different practices and theories but they all approached the problem in a common way. The point being that they all were well versed in the Theory of Errors and what could be called non-deterministic way of thinking. The "noise" for Shewhart and Deming was variation, for Shannon it was signal noise and for Goldratt it was local optimization and bottlenecks. In this presentation we are going to cover a brief history and parallels of how "noise" has been managed over the years all the way to modern DevOps and DevSecops operations. We will show how Statistical Process Control, Information Theory, and Theory of Constraints all align against one common enemy - The Ghost in the Machine that is Noise. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2690 |
Conference Proceedings |
Walsh, Danny |
Embraers Critical Chain Story |
2021 |
Online |
Danny Walsh discusses the limitations of the current ERP solutions available today, the origins of the limitations, and the direction of an alternative solution. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2691 |
Conference Proceedings |
|
Embraers Critical Chain Story |
2021 |
Online |
Danny Walsh discusses the limitations of the current ERP solutions available today, the origins of the limitations, and the direction of an alternative solution. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2692 |
Conference Proceedings |
Warchalowski, Jack |
Public Private Partnerships |
2021 |
Online |
Many organizations invested millions into various software systems - from MRP / ERP packages to Lean and TOC enabling technologies. Many experienced long implementation timeframes, change management issues and unrealized ROIs. Most of these investments were done in order to improve business results including revenue increase, cost reduction and working capital improvement. What if there was a way to achieve these business results without upfront IT investments, without difficult methodology training sessions, without using your own IT resources and equipment in just a couple of months? If this sounds intriguing, you better attend our session describing how our DDR Data Feed service and ERP Expansion Pack transforms businesses from simple technology users to market leaders and fierce competitors. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2693 |
Conference Proceedings |
Patrick, Duncan |
Public Private Partnerships |
2021 |
Online |
Many organizations invested millions into various software systems - from MRP / ERP packages to Lean and TOC enabling technologies. Many experienced long implementation timeframes, change management issues and unrealized ROIs. Most of these investments were done in order to improve business results including revenue increase, cost reduction and working capital improvement. What if there was a way to achieve these business results without upfront IT investments, without difficult methodology training sessions, without using your own IT resources and equipment in just a couple of months? If this sounds intriguing, you better attend our session describing how our DDR Data Feed service and ERP Expansion Pack transforms businesses from simple technology users to market leaders and fierce competitors. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2694 |
Conference Proceedings |
|
Critical Chain Overview |
2021 |
Online |
Many organizations invested millions into various software systems - from MRP / ERP packages to Lean and TOC enabling technologies. Many experienced long implementation timeframes, change management issues and unrealized ROIs. Most of these investments were done in order to improve business results including revenue increase, cost reduction and working capital improvement. What if there was a way to achieve these business results without upfront IT investments, without difficult methodology training sessions, without using your own IT resources and equipment in just a couple of months? If this sounds intriguing, you better attend our session describing how our DDR Data Feed service and ERP Expansion Pack transforms businesses from simple technology users to market leaders and fierce competitors. |
|
https://www.tocico.org/page/2021ConferenceProceedings |
| 2695 |
Conference Proceedings |
Athavale, Rajeev |
Critical Chain Overview |
2022 |
Online |
A vicious cycle or circle is defined as "A situation in which the solution of one problem give s rise to another, but the solution of this, or other problems arising from it, brings back the first, often with a greater degree". Does this happen in our projects that we have been executing for ages? The answer is "YES"! There is a vicious cycle that most projects organizations go through. Dr. Goldratt identified this vicious cycle and also came up with a way to reverse it and get into a virtuous cycle. It would be interesting to understand it. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2696 |
Conference Proceedings |
|
Introductory Series: Planning & Scheduling Single Project |
2022 |
Online |
A vicious cycle or circle is defined as "A situation in which the solution of one problem give s rise to another, but the solution of this, or other problems arising from it, brings back the first, often with a greater degree". Does this happen in our projects that we have been executing for ages? The answer is "YES"! There is a vicious cycle that most projects organizations go through. Dr. Goldratt identified this vicious cycle and also came up with a way to reverse it and get into a virtuous cycle. It would be interesting to understand it. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2697 |
Conference Proceedings |
Freeman, Ilanit |
Introductory Series: Planning & Scheduling Single Project |
2022 |
Online |
Todays world is very much about growth, both personally & professionally. 18 years of life experience has taught me that these two are linked together. How and why, I will show in my presentation. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2698 |
Conference Proceedings |
|
Scheduling & Execution in Multi-Projects Environments |
2022 |
Online |
Todays world is very much about growth, both personally & professionally. 18 years of life experience has taught me that these two are linked together. How and why, I will show in my presentation. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2699 |
Conference Proceedings |
Scheinkopf, Lisa |
Scheduling & Execution in Multi-Projects Environments |
2022 |
Online |
Project scope? Check. Project budget? Check. Project timeline? Check. Execution process? Check. Now all you need is the project team to perform. Check? This presentation addresses the softer side -- the side that will lead to successful project delivery from the view of all involved stakeholders. The people side. You will learn what it takes to engage your project teams so that they are full in on bringing your projects to successful completion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2700 |
Conference Proceedings |
|
The Multitasking Challenge - An Interactive Simulation Game |
2022 |
Online |
Project scope? Check. Project budget? Check. Project timeline? Check. Execution process? Check. Now all you need is the project team to perform. Check? This presentation addresses the softer side -- the side that will lead to successful project delivery from the view of all involved stakeholders. The people side. You will learn what it takes to engage your project teams so that they are full in on bringing your projects to successful completion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2701 |
Conference Proceedings |
Almeida, Mauricio |
The Multitasking Challenge - An Interactive Simulation Game |
2022 |
Online |
When launching the multi-billion dollar development of the E-Jet E2 range, Embraer reset the standard for the aircraft industry. Others took at least 85 months to develop and launch a new plane. Using Critical Chain, Embraer took under 60 months - 60% of the average time taken by the five most recent large passenger aircrafts. This project won the PMI Project of the Year award in 2019. Embraer is the worlds 3rd largest aircraft manufacturer, after Boeing and Airbus, with annual sales of $5-6 billion. In 2018, it achieved something its larger competitors have not managed in recent years. They designed and launched a new aircraft on-time, on-budget, and over-scope. This was not a fluke. Embraer has been working to improve the performance of their projects for over 20-years. Watch this presentation as Mauricio Almeida describes Embraers inspiring journey using Critical Chain. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2702 |
Conference Proceedings |
|
Evaluating the Synergy in using the Last Planner System and CCPM together: a Public Realm City Centre Project |
2022 |
Online |
When launching the multi-billion dollar development of the E-Jet E2 range, Embraer reset the standard for the aircraft industry. Others took at least 85 months to develop and launch a new plane. Using Critical Chain, Embraer took under 60 months - 60% of the average time taken by the five most recent large passenger aircrafts. This project won the PMI Project of the Year award in 2019. Embraer is the worlds 3rd largest aircraft manufacturer, after Boeing and Airbus, with annual sales of $5-6 billion. In 2018, it achieved something its larger competitors have not managed in recent years. They designed and launched a new aircraft on-time, on-budget, and over-scope. This was not a fluke. Embraer has been working to improve the performance of their projects for over 20-years. Watch this presentation as Mauricio Almeida describes Embraers inspiring journey using Critical Chain. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2703 |
Conference Proceedings |
Mahalingam, Ashwin |
Evaluating the Synergy in using the Last Planner System and CCPM together: a Public Realm City Centre Project |
2022 |
Online |
This presentation provides an overview of the Public Private Partnership (PPP) projects, and their structure. It examines the key differences between PPP projects from others, points out the advantages challenges of PPP projects, and shows how PPPs can deliver certain complex projects that other project structures may not. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2704 |
Conference Proceedings |
|
Evaluating the Synergy in using the Last Planner System and CCPM together: a Public Realm City Centre Project |
2022 |
Online |
This presentation provides an overview of the Public Private Partnership (PPP) projects, and their structure. It examines the key differences between PPP projects from others, points out the advantages challenges of PPP projects, and shows how PPPs can deliver certain complex projects that other project structures may not. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2705 |
Conference Proceedings |
Cooper, Joe |
Evaluating the Synergy in using the Last Planner System and CCPM together: a Public Realm City Centre Project |
2022 |
Online |
This presentation will introduce the breakthrough project management approach, Critical Chain Project Management (CCPM) which global organizations are utilizing to accelerate the speed of projects, uncover hidden capacity to increase the number of completed projects, significantly improve the on-time completion of projects, and to improve team member motivation, engagement, and harmony. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2706 |
Conference Proceedings |
|
The Basic Rationale for moving from Critical Path to Critical Chain Project Management |
2022 |
Online |
This presentation will introduce the breakthrough project management approach, Critical Chain Project Management (CCPM) which global organizations are utilizing to accelerate the speed of projects, uncover hidden capacity to increase the number of completed projects, significantly improve the on-time completion of projects, and to improve team member motivation, engagement, and harmony. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2707 |
Conference Proceedings |
Austin, Kathy |
The Basic Rationale for moving from Critical Path to Critical Chain Project Management |
2022 |
Online |
This presentation is an introduction to planning and scheduling a single project. Planning a single project includes the "what" the "how", the "who", "how long" and validation for that project. This session is part 3 of the 4-part series - picking up from "Building Blocks", and handing off to "Scheduling and Executing in a Multi-Project Environment". |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2708 |
Conference Proceedings |
|
Can you have it, without having it? It - being Critical Chain Project Management |
2022 |
Online |
This presentation is an introduction to planning and scheduling a single project. Planning a single project includes the "what" the "how", the "who", "how long" and validation for that project. This session is part 3 of the 4-part series - picking up from "Building Blocks", and handing off to "Scheduling and Executing in a Multi-Project Environment". |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2709 |
Conference Proceedings |
Lenhartz, Christoph |
Can you have it, without having it? It - being Critical Chain Project Management |
2022 |
Online |
Introduction to scheduling several projects in a multi-project environment. Understand how to prioritize, stagger, and execute across a portfolio to achieve more project flow. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2710 |
Conference Proceedings |
|
Critical Chain in Aeronautical Maintenance (MRO) - The world of projects when every minute counts |
2022 |
Online |
Introduction to scheduling several projects in a multi-project environment. Understand how to prioritize, stagger, and execute across a portfolio to achieve more project flow. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2711 |
Conference Proceedings |
Barnard, Alan |
Critical Chain in Aeronautical Maintenance (MRO) - The world of projects when every minute counts |
2022 |
Online |
In real life we often feel pressured to Multitask - to constantly switch not only between tasks before we completed the previous task but also between projects. With the Multitasking Challenge, you can discover: Why, by Multi-tasking, will you not be able to achieve planned commitments? and Why, by Single-Tasking, you can do much better - get more projects done, faster at a lower cost, and with better quality (fewer quality mistakes). During the process of finding the best possible outcomes, you will learn valuable lessons, specifically what is multitasking (it really has not been properly defined)? and why is it so bad? Leading TOC experts and thought leaders, Dr. Alan Barnard and Dr. James Holt will walk you through this experience. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2712 |
Conference Proceedings |
|
Agile Constraints Management |
2022 |
Online |
In real life we often feel pressured to Multitask - to constantly switch not only between tasks before we completed the previous task but also between projects. With the Multitasking Challenge, you can discover: Why, by Multi-tasking, will you not be able to achieve planned commitments? and Why, by Single-Tasking, you can do much better - get more projects done, faster at a lower cost, and with better quality (fewer quality mistakes). During the process of finding the best possible outcomes, you will learn valuable lessons, specifically what is multitasking (it really has not been properly defined)? and why is it so bad? Leading TOC experts and thought leaders, Dr. Alan Barnard and Dr. James Holt will walk you through this experience. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2713 |
Conference Proceedings |
Hackett, Vince |
Agile Constraints Management |
2022 |
Online |
Both Lean and TOC have successfully applied flow concepts to the construction environment but largely independently to date. This presentation draws findings from an action research project where the Last Planner System (a pull mechanism of Lean Construction akin to Kanban and specifically developed to meet the needs of the construction environment) and Critical Chain Project Management (CCPM) via Exepron were used in combination and benefitted a public realm project. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2714 |
Conference Proceedings |
Stratton, Roy |
Critical Chain, Procurement & Contracts |
2022 |
Online |
Both Lean and TOC have successfully applied flow concepts to the construction environment but largely independently to date. This presentation draws findings from an action research project where the Last Planner System (a pull mechanism of Lean Construction akin to Kanban and specifically developed to meet the needs of the construction environment) and Critical Chain Project Management (CCPM) via Exepron were used in combination and benefitted a public realm project. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2715 |
Conference Proceedings |
Yeong, Aquila |
Critical Chain, Procurement & Contracts |
2022 |
Online |
Both Lean and TOC have successfully applied flow concepts to the construction environment but largely independently to date. This presentation draws findings from an action research project where the Last Planner System (a pull mechanism of Lean Construction akin to Kanban and specifically developed to meet the needs of the construction environment) and Critical Chain Project Management (CCPM) via Exepron were used in combination and benefitted a public realm project. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2716 |
Conference Proceedings |
|
Critical Chain, Procurement & Contracts |
2022 |
Online |
Both Lean and TOC have successfully applied flow concepts to the construction environment but largely independently to date. This presentation draws findings from an action research project where the Last Planner System (a pull mechanism of Lean Construction akin to Kanban and specifically developed to meet the needs of the construction environment) and Critical Chain Project Management (CCPM) via Exepron were used in combination and benefitted a public realm project. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2717 |
Conference Proceedings |
Schragenheim, Eli |
Top Management Ideas: All of them should be managed as projects? |
2022 |
Online |
The Project Management Simulator (PMSim) was developed by Eli Schragenheim to the request of Dr. Goldratt. The simulator has been designed in a way allowing demonstrating and explaining the flawed assumptions behind the Critical Path methodology and the way to overcome them through the Critical Chain planning and the executing methodology called CCPM. It uses several scenarios under varied assumptions regarding uncertainty and human behavior. The whole session is based on going through the simulator and viewing the results coming from multiple runs. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2718 |
Conference Proceedings |
|
Top Management Ideas: All of them should be managed as projects? |
2022 |
Online |
The Project Management Simulator (PMSim) was developed by Eli Schragenheim to the request of Dr. Goldratt. The simulator has been designed in a way allowing demonstrating and explaining the flawed assumptions behind the Critical Path methodology and the way to overcome them through the Critical Chain planning and the executing methodology called CCPM. It uses several scenarios under varied assumptions regarding uncertainty and human behavior. The whole session is based on going through the simulator and viewing the results coming from multiple runs. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2719 |
Conference Proceedings |
Klarman, Alex |
Why Critical Chain: Build a Project Delivery Machine, Not a PMO Bureaucracy |
2022 |
Online |
The city of Wroclaw, Poland used Critical Chain to successfully deliver the key infrastructure projects for the 2012 hosting of the UEFA European Football Championship, one of the most-watched football tournaments in the world. This case study presentation will describe how the 13 separate Wroclaw infrastructure projects used CCPM to deliver a successful mega-program. Like many complex megaprojects, there was much more to this than simply changing the method of scheduling and execution management - if anything, Critical Chain Project Management (CCPM) was the easy part. Dr. Klarman will describe how he used TOC tools to help identify and overcome the root causes of program disharmony and risk, and only after that, how CCPM was used to help steer the program to a successful conclusion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2720 |
Conference Proceedings |
|
Why Critical Chain: Build a Project Delivery Machine, Not a PMO Bureaucracy |
2022 |
Online |
The city of Wroclaw, Poland used Critical Chain to successfully deliver the key infrastructure projects for the 2012 hosting of the UEFA European Football Championship, one of the most-watched football tournaments in the world. This case study presentation will describe how the 13 separate Wroclaw infrastructure projects used CCPM to deliver a successful mega-program. Like many complex megaprojects, there was much more to this than simply changing the method of scheduling and execution management - if anything, Critical Chain Project Management (CCPM) was the easy part. Dr. Klarman will describe how he used TOC tools to help identify and overcome the root causes of program disharmony and risk, and only after that, how CCPM was used to help steer the program to a successful conclusion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2721 |
Conference Proceedings |
Marris, Philip |
Assessing the value of a project |
2022 |
Online |
Critical Chain is now widely used in aeronautical maintenance (MRO or Maintenance, Repair and Overhaul / Operations). The United States Air Force, the largest fleet of aircraft in the world, is in the process of a global rollout and several airlines have adopted it throughout the world. Over 30 aeronautical MRO cases worldwide from the USA to Australia and from Brazil to France will be presented. It will be discussed why the fact that it is quite easy to calculate the cost of winning or losing a day in the hangar has meant that this industry is leading the world in the adoption of Critical Chain Project Management (CCPM). In this business they know that gaining an extra day in their Turn Around Time is worth often of the order of $100K. They know better than anyone that time is money (or mission critical for military aircraft). CCPM and its proven results is therefore the obvious solution. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2722 |
Conference Proceedings |
|
Assessing the value of a project |
2022 |
Online |
Critical Chain is now widely used in aeronautical maintenance (MRO or Maintenance, Repair and Overhaul / Operations). The United States Air Force, the largest fleet of aircraft in the world, is in the process of a global rollout and several airlines have adopted it throughout the world. Over 30 aeronautical MRO cases worldwide from the USA to Australia and from Brazil to France will be presented. It will be discussed why the fact that it is quite easy to calculate the cost of winning or losing a day in the hangar has meant that this industry is leading the world in the adoption of Critical Chain Project Management (CCPM). In this business they know that gaining an extra day in their Turn Around Time is worth often of the order of $100K. They know better than anyone that time is money (or mission critical for military aircraft). CCPM and its proven results is therefore the obvious solution. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2723 |
Conference Proceedings |
Tendon, Steve |
Construction & Infrastructure Projects with Critical Chain - Less Time, Fewer Claims |
2022 |
Online |
This presentation aims to make Theory of Constraints (TOC) compatible with the original Agile, and thus come to a more powerful integrated and synergistic model for a more effective way to manage software engineering -- one that is truly "agile", yet guided and informed by TOC. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2724 |
Conference Proceedings |
|
Construction & Infrastructure Projects with Critical Chain - Less Time, Fewer Claims |
2022 |
Online |
This presentation aims to make Theory of Constraints (TOC) compatible with the original Agile, and thus come to a more powerful integrated and synergistic model for a more effective way to manage software engineering -- one that is truly "agile", yet guided and informed by TOC. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2725 |
Conference Proceedings |
Schutte, Sarah |
The Shortest Path To Completing Your Late Project |
2022 |
Online |
Critical Chain is making inroads into sectors like construction, infrastructure and capital assets where most of the project work is delivered by suppliers and contractors. Construction & capital projects often use standard contracting forms that embed conventional methods into the required workflow. This presentation will discuss how you can overcome the obstacle of conventional contracting to the wider use of Critical Chain. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2726 |
Conference Proceedings |
Heptinstall, Ian |
The Shortest Path To Completing Your Late Project |
2022 |
Online |
Critical Chain is making inroads into sectors like construction, infrastructure and capital assets where most of the project work is delivered by suppliers and contractors. Construction & capital projects often use standard contracting forms that embed conventional methods into the required workflow. This presentation will discuss how you can overcome the obstacle of conventional contracting to the wider use of Critical Chain. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2727 |
Conference Proceedings |
|
Solving the project control problem in large construction projects |
2022 |
Online |
Critical Chain is making inroads into sectors like construction, infrastructure and capital assets where most of the project work is delivered by suppliers and contractors. Construction & capital projects often use standard contracting forms that embed conventional methods into the required workflow. This presentation will discuss how you can overcome the obstacle of conventional contracting to the wider use of Critical Chain. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2728 |
Conference Proceedings |
Fernandez, Alejandro |
Solving the project control problem in large construction projects |
2022 |
Online |
When an idea is presented from top management to solve a problem or to improve a situation, there is a need to first clarify how many undesirable effects the idea will really solve, and how many benefits will be realized without significant negative branches and obstacles. This presentation shows how to integrate TP tools to evaluate if a project properly solves the right problem. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2729 |
Conference Proceedings |
|
Introductory Education Panel Discussion facilitated by Chris Boyk |
2022 |
Online |
When an idea is presented from top management to solve a problem or to improve a situation, there is a need to first clarify how many undesirable effects the idea will really solve, and how many benefits will be realized without significant negative branches and obstacles. This presentation shows how to integrate TP tools to evaluate if a project properly solves the right problem. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2730 |
Conference Proceedings |
Gupta, Sanjeev |
Introductory Education Panel Discussion facilitated by Chris Boyk |
2022 |
Online |
Projects are the lifeblood of many a nations growth and prosperity. Yet they are delivered massively late and over budget, over and over again. Alas, our response has been to keep turning the PMO into more of a bureaucracy. More planning, more tracking, more reports, faster and faster. But even after spending close to ten billion dollars every year on PMO software and seven billion on PMO training, projects continue to be as late as ever. So what needs to change? Is it even possible to improve delivery of projects with all the real-world constraints and imperfections? Sanjeev will challenge you to embrace one simple change that allows you to create a project delivery machine. More projects faster, not more reports faster. See if you agree with him. If youre serious about gaining control of your projects, about reducing timelines and costs, you want to listen to Sanjeev. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2731 |
Conference Proceedings |
|
Introductory Education Panel Discussion facilitated by Chris Boyk |
2022 |
Online |
Projects are the lifeblood of many a nations growth and prosperity. Yet they are delivered massively late and over budget, over and over again. Alas, our response has been to keep turning the PMO into more of a bureaucracy. More planning, more tracking, more reports, faster and faster. But even after spending close to ten billion dollars every year on PMO software and seven billion on PMO training, projects continue to be as late as ever. So what needs to change? Is it even possible to improve delivery of projects with all the real-world constraints and imperfections? Sanjeev will challenge you to embrace one simple change that allows you to create a project delivery machine. More projects faster, not more reports faster. See if you agree with him. If youre serious about gaining control of your projects, about reducing timelines and costs, you want to listen to Sanjeev. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2732 |
Conference Proceedings |
Schragenheim, Eli |
Introductory Education Panel Discussion facilitated by Chris Boyk |
2022 |
Online |
The choice of projects is a critical decision. Too many projects should not have been even planned. Many other projects, while valuable, include too many unnecessary features, and then miss few features that are required for drawing the full value. Goldratts Six Questions, originally for assessing the value of new technologies, should be used for not just choosing the right project, but also for focusing on maximizing the value for the users. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2733 |
Conference Proceedings |
|
Introductory Education Panel Discussion facilitated by Chris Boyk |
2022 |
Online |
The choice of projects is a critical decision. Too many projects should not have been even planned. Many other projects, while valuable, include too many unnecessary features, and then miss few features that are required for drawing the full value. Goldratts Six Questions, originally for assessing the value of new technologies, should be used for not just choosing the right project, but also for focusing on maximizing the value for the users. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2734 |
Conference Proceedings |
Morag, Asaf |
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
Managing projects is not an easy task. Most projects fail meeting their goals. More than that -- public projects tend to be inefficient and to delay very often, regardless of the scheduling software used. Asaf Morag shares his personal journey with construction and infrastructure projects management and how with a new theoretical understanding, achieved by combining game theory with Theory of Constraints, there are practical and effective new ways of managing public projects. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2735 |
Conference Proceedings |
|
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
Managing projects is not an easy task. Most projects fail meeting their goals. More than that -- public projects tend to be inefficient and to delay very often, regardless of the scheduling software used. Asaf Morag shares his personal journey with construction and infrastructure projects management and how with a new theoretical understanding, achieved by combining game theory with Theory of Constraints, there are practical and effective new ways of managing public projects. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2736 |
Conference Proceedings |
Calder, Trevor |
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
Project running late? You need results NOW! Leave this session armed with a CCPM inspired execution solution, customized for your project that you can quickly and easily implement to move your project faster towards completion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2737 |
Conference Proceedings |
|
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
Project running late? You need results NOW! Leave this session armed with a CCPM inspired execution solution, customized for your project that you can quickly and easily implement to move your project faster towards completion. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2738 |
Conference Proceedings |
Basu, Sourav |
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
How to make high leverage, reliable decisions on large, complex, and highly uncertain construction projects. Classical CCPM does not cut it, you need a more fundamental breakthrough. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2739 |
Conference Proceedings |
|
Software Panel Discussion facilitated by Simon White & Matt OBrien |
2022 |
Online |
How to make high leverage, reliable decisions on large, complex, and highly uncertain construction projects. Classical CCPM does not cut it, you need a more fundamental breakthrough. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2740 |
Conference Proceedings |
Austin, Kathy |
Business Improvement Efforts IT Life Cycle Section, Media Tech Inc. |
2022 |
Online |
Now What? This panel follows the 4-Part Introductory CCPM Education series Q&A sessions. The expert panel comprises all the presenters in the introductory education series and will cover any questions not addressed in their own specific Q&A session, as well as those submitted via the comment boxes. The panel can offer guidance on how to get started, and successfully deliver projects in less time with CCPM. Tap into their vast experience! Anyone from the PMI attending any of these sessions merits additional PDUs. Check with your local Chapter. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2741 |
Conference Proceedings |
Cooper, Joe |
Business Improvement Efforts IT Life Cycle Section, Media Tech Inc. |
2022 |
Online |
Now What? This panel follows the 4-Part Introductory CCPM Education series Q&A sessions. The expert panel comprises all the presenters in the introductory education series and will cover any questions not addressed in their own specific Q&A session, as well as those submitted via the comment boxes. The panel can offer guidance on how to get started, and successfully deliver projects in less time with CCPM. Tap into their vast experience! Anyone from the PMI attending any of these sessions merits additional PDUs. Check with your local Chapter. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2742 |
Conference Proceedings |
Lenhartz, Christoph |
Business Improvement Efforts IT Life Cycle Section, Media Tech Inc. |
2022 |
Online |
Now What? This panel follows the 4-Part Introductory CCPM Education series Q&A sessions. The expert panel comprises all the presenters in the introductory education series and will cover any questions not addressed in their own specific Q&A session, as well as those submitted via the comment boxes. The panel can offer guidance on how to get started, and successfully deliver projects in less time with CCPM. Tap into their vast experience! Anyone from the PMI attending any of these sessions merits additional PDUs. Check with your local Chapter. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2743 |
Conference Proceedings |
Schragenheim, Eli |
R&D Projects faster and more easily with 2-Tier planning |
2022 |
Online |
Now What? This panel follows the 4-Part Introductory CCPM Education series Q&A sessions. The expert panel comprises all the presenters in the introductory education series and will cover any questions not addressed in their own specific Q&A session, as well as those submitted via the comment boxes. The panel can offer guidance on how to get started, and successfully deliver projects in less time with CCPM. Tap into their vast experience! Anyone from the PMI attending any of these sessions merits additional PDUs. Check with your local Chapter. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2744 |
Conference Proceedings |
|
R&D Projects faster and more easily with 2-Tier planning |
2022 |
Online |
Now What? This panel follows the 4-Part Introductory CCPM Education series Q&A sessions. The expert panel comprises all the presenters in the introductory education series and will cover any questions not addressed in their own specific Q&A session, as well as those submitted via the comment boxes. The panel can offer guidance on how to get started, and successfully deliver projects in less time with CCPM. Tap into their vast experience! Anyone from the PMI attending any of these sessions merits additional PDUs. Check with your local Chapter. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2745 |
Conference Proceedings |
Gupta, Sanjeev |
Upstream Process CCPM |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2746 |
Conference Proceedings |
Mani, Niels |
Upstream Process CCPM |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2747 |
Conference Proceedings |
Newbold, Rob |
Get your work done in the fast lane? |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2748 |
Conference Proceedings |
Ujigawa, Koichi |
Get your work done in the fast lane? |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2749 |
Conference Proceedings |
Walsh, Danny |
Critical Chain Project and Multi-Projects Management - 101 Workshop |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2750 |
Conference Proceedings |
|
Critical Chain Project and Multi-Projects Management - 101 Workshop |
2022 |
Online |
Which came first? The software or the problem? Is software a barrier or an enabler? Can CCPM software truly resolve hard problems? All things evolve - what comes next after software? What if software IS the constraint? When does CCPM software fail to meet its objectives, and why? These topics and more will be digested around a virtual table, including any audience questions for after. Panel is hosted by BAE Systems Simon White and Boeings Matt OBrien. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2751 |
Conference Proceedings |
Yamamura, Yoshie |
#curiosity in Ways to Deliver On Time |
2022 |
Online |
Media Tech is a Daiwa House company that provides IT services to the whole of Daiwa House Group of companies (around $30b in revenue). They manage 30,000+ Desktop and notebook computers and supply over 1000 new ones each month. It is an interesting environment of high-volume small projects with short lead times. The case study will cover the lessons learned and results achieved from implementing Critical Chain Project Management. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2752 |
Conference Proceedings |
Barnard, Alan |
#curiosity in Ways to Deliver On Time |
2022 |
Online |
Media Tech is a Daiwa House company that provides IT services to the whole of Daiwa House Group of companies (around $30b in revenue). They manage 30,000+ Desktop and notebook computers and supply over 1000 new ones each month. It is an interesting environment of high-volume small projects with short lead times. The case study will cover the lessons learned and results achieved from implementing Critical Chain Project Management. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2753 |
Conference Proceedings |
|
#curiosity in Ways to Deliver On Time |
2022 |
Online |
Media Tech is a Daiwa House company that provides IT services to the whole of Daiwa House Group of companies (around $30b in revenue). They manage 30,000+ Desktop and notebook computers and supply over 1000 new ones each month. It is an interesting environment of high-volume small projects with short lead times. The case study will cover the lessons learned and results achieved from implementing Critical Chain Project Management. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2754 |
Conference Proceedings |
Wentzel, Christo |
Half the duration and cost of projects in a state owned bank |
2022 |
Online |
Centurion Systems project plans use to have a lot of DETAILS and tried to predict every detail way ahead of time. We all know this is never possible as projects are a "living thing" and change along the way. Changing over from normal MS Project plans to 2-TIER planning still provided the high-level flow / sequence of the project, and it made the Critical Chain is much more stable using TIER-2 project execution methodology. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2755 |
Conference Proceedings |
|
Half the duration and cost of projects in a state owned bank |
2022 |
Online |
Centurion Systems project plans use to have a lot of DETAILS and tried to predict every detail way ahead of time. We all know this is never possible as projects are a "living thing" and change along the way. Changing over from normal MS Project plans to 2-TIER planning still provided the high-level flow / sequence of the project, and it made the Critical Chain is much more stable using TIER-2 project execution methodology. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2756 |
Conference Proceedings |
Watase, Tomo |
Rapid Feature Flow Model - A new solution for software development |
2022 |
Online |
Upstream processes (R&D, element development, requirement definition, etc.) in project environments tend to be more "highly uncertain" than downstream processes (design, development, verification, evaluation, etc.), and it is very difficult to manage those well with conventional methods. This presentation introduces how to build functional/efficient management in the upstream process using two concepts: Gradual full kit (proper full kit in each phase) and Velocity-based management (Agile-CCPM) based on Critical Chain Project Management. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2757 |
Conference Proceedings |
|
Rapid Feature Flow Model - A new solution for software development |
2022 |
Online |
Upstream processes (R&D, element development, requirement definition, etc.) in project environments tend to be more "highly uncertain" than downstream processes (design, development, verification, evaluation, etc.), and it is very difficult to manage those well with conventional methods. This presentation introduces how to build functional/efficient management in the upstream process using two concepts: Gradual full kit (proper full kit in each phase) and Velocity-based management (Agile-CCPM) based on Critical Chain Project Management. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2758 |
Conference Proceedings |
Vermeulen, Ad |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Organizations, teams and team members always strive to become faster, better and more productive. Challenge accepted! And yes, there are many projects to be completed. And besides projects there are many other workflows and tasks requiring time and attention of teams and team members. It is no secret that too much Work-in-Progress introduces multi-tasking, queues and waiting times, often resulting in a poor output and reliability, and last but not least a lot of stress. As anybody in this conference will agree that the CCPM way of working helps you to overcome these challenges. But how do you incorporate them into the digital world and workflows? How do you keep your teams motivated and involved? Ad Vermeulen, director of A-dato, will talk about how you can best implement the CCPM way of working using productivity software tooling. He will guide you along the various levels of flow in LYNX, from portfolio level, using the scenario wizard to managing and prioritizing your daily work in LYNX TameFlow. Do you also get more flow with the powerful workflow management software? Make sure to check in on this session! |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2759 |
Conference Proceedings |
|
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Organizations, teams and team members always strive to become faster, better and more productive. Challenge accepted! And yes, there are many projects to be completed. And besides projects there are many other workflows and tasks requiring time and attention of teams and team members. It is no secret that too much Work-in-Progress introduces multi-tasking, queues and waiting times, often resulting in a poor output and reliability, and last but not least a lot of stress. As anybody in this conference will agree that the CCPM way of working helps you to overcome these challenges. But how do you incorporate them into the digital world and workflows? How do you keep your teams motivated and involved? Ad Vermeulen, director of A-dato, will talk about how you can best implement the CCPM way of working using productivity software tooling. He will guide you along the various levels of flow in LYNX, from portfolio level, using the scenario wizard to managing and prioritizing your daily work in LYNX TameFlow. Do you also get more flow with the powerful workflow management software? Make sure to check in on this session! |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2760 |
Conference Proceedings |
Holt, James |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
The Critical Chain Project and Multi-Projects Management 101 Workshop provides an introduction to how Critical Chain Project Management works, the nature of tasks (projects), and the way people behave. It also examines problems with traditional Project Management and includes two interactive games. During the hands-on process of finding the best possible outcomes, you will learn valuable lessons, specifically what multitasking is, and why it is so bad. At the end of the workshop, you will be able to test your learnings with a QUIZ. Enjoy this FREE 101 workshop led by world renowned TOC expert and thought leader, Dr James Holt. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2761 |
Conference Proceedings |
|
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
The Critical Chain Project and Multi-Projects Management 101 Workshop provides an introduction to how Critical Chain Project Management works, the nature of tasks (projects), and the way people behave. It also examines problems with traditional Project Management and includes two interactive games. During the hands-on process of finding the best possible outcomes, you will learn valuable lessons, specifically what multitasking is, and why it is so bad. At the end of the workshop, you will be able to test your learnings with a QUIZ. Enjoy this FREE 101 workshop led by world renowned TOC expert and thought leader, Dr James Holt. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2762 |
Conference Proceedings |
Nibbelke, Rene |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Corporate initiatives routinely fail when pushed from above. BAE Systems has taken the approach of deliberately modelling a pull system, offering up knowledge and experience about Critical Chain Project Management under the tag #Curiosity -- encouraging people to be curious, play with these ideas, think critically, but be open to new possibilities. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2763 |
Conference Proceedings |
White, Simon |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Corporate initiatives routinely fail when pushed from above. BAE Systems has taken the approach of deliberately modelling a pull system, offering up knowledge and experience about Critical Chain Project Management under the tag #Curiosity -- encouraging people to be curious, play with these ideas, think critically, but be open to new possibilities. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2764 |
Conference Proceedings |
|
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Corporate initiatives routinely fail when pushed from above. BAE Systems has taken the approach of deliberately modelling a pull system, offering up knowledge and experience about Critical Chain Project Management under the tag #Curiosity -- encouraging people to be curious, play with these ideas, think critically, but be open to new possibilities. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2765 |
Conference Proceedings |
Watt, Andy |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Finish more, faster, with less resource. This presentation will show you how this client was able to deliver not only a significant number of projects on time but also experience a reduction in costs. This case study will detail how our client achieved some fantastic results and smashed their initial targets. Find out how this client was able to rapidly install the new rules, processes, and behaviors to deliver a sustainable increase in productivity and flow. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2766 |
Conference Proceedings |
|
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
Finish more, faster, with less resource. This presentation will show you how this client was able to deliver not only a significant number of projects on time but also experience a reduction in costs. This case study will detail how our client achieved some fantastic results and smashed their initial targets. Find out how this client was able to rapidly install the new rules, processes, and behaviors to deliver a sustainable increase in productivity and flow. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2767 |
Conference Proceedings |
Keerthi, Anatha |
Construction & Infrastructure Panel Discussion facilitated by Ian Heptinstall |
2022 |
Online |
The presentation discusses about challenges of software product development environment, the Challenges with the two popular software development methodologies (Waterfall and Agile). How can these challenges be overcome by using principles of TOC flow management that have been hugely successful? We believe that the innovation lies in being able to Challenge the core premise of both waterfall & Agile. Propose a new methodology using principles of small batch flow management, division of labor and leveraging constraint of the system The results speak for themselves - Number of releases increased from 1 a year to 6 a year - Throughput increase of >70% - Rework effort (flowbacks) reduction of >70% - Defect reduction of >85%. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2768 |
Conference Proceedings |
|
Taking Critical Chain to the Next Level |
2022 |
Online |
The presentation discusses about challenges of software product development environment, the Challenges with the two popular software development methodologies (Waterfall and Agile). How can these challenges be overcome by using principles of TOC flow management that have been hugely successful? We believe that the innovation lies in being able to Challenge the core premise of both waterfall & Agile. Propose a new methodology using principles of small batch flow management, division of labor and leveraging constraint of the system The results speak for themselves - Number of releases increased from 1 a year to 6 a year - Throughput increase of >70% - Rework effort (flowbacks) reduction of >70% - Defect reduction of >85%. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2769 |
Conference Proceedings |
Basu, Sourav |
Taking Critical Chain to the Next Level |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2770 |
Conference Proceedings |
Hackett, Vince |
Taking Critical Chain to the Next Level |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2771 |
Conference Proceedings |
Heptinstall, Ian |
Taking your project environment from Push to Pull, Critical Chain made easy! |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2772 |
Conference Proceedings |
Klarman, Alex |
Taking your project environment from Push to Pull, Critical Chain made easy! |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2773 |
Conference Proceedings |
Mahalingam, Ashwin |
Pulse Management - another way to reach goals faster for IT and R&D companies |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2774 |
Conference Proceedings |
Morag, Asaf |
Pulse Management - another way to reach goals faster for IT and R&D companies |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2775 |
Conference Proceedings |
Schutte, Sarah |
Organization Designed for Administration |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2776 |
Conference Proceedings |
Stratton, Roy |
Organization Designed for Administration |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2777 |
Conference Proceedings |
Yeong, Aquila |
Executing and Managing Projects |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2778 |
Conference Proceedings |
|
Executing and Managing Projects |
2022 |
Online |
It is estimated that over $5 trillion is spent each year on Construction and Infrastructure projects, spanning public and private sectors. Critical Chain has many successful case studies from around the world. However, despite this success, the use of Critical Chain is minimal. In this session, panelists will share their thoughts on why this might be and what changes are necessary so that Critical Chain or aspects of it can be more widely used to help deliver these projects in less time and less cost. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2779 |
Conference Proceedings |
Walsh, Danny |
Executing and Managing Projects |
2022 |
Online |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2780 |
Conference Proceedings |
Thompson, John |
The Viable Vision story at Premier Foods - Exclusive Interview with Ian Visser |
2022 |
Online |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2781 |
Conference Proceedings |
|
The Viable Vision story at Premier Foods - Exclusive Interview with Ian Visser |
2022 |
Online |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2782 |
Conference Proceedings |
Graaf, Menno |
The Viable Vision story at Premier Foods - Exclusive Interview with Ian Visser |
2022 |
Online |
Lets see what happens when instead of implementing CCPM, we help project portfolios to go from PUSH to PULL. And we focus on the bare essentials of what is needed to do that. All under the idea that less is more! |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2783 |
Conference Proceedings |
|
How to Raise Prices without Increasing Prices - a TOC Perspective |
2022 |
Online |
Lets see what happens when instead of implementing CCPM, we help project portfolios to go from PUSH to PULL. And we focus on the bare essentials of what is needed to do that. All under the idea that less is more! |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2784 |
Conference Proceedings |
Vasilyev, Alexey |
How to Raise Prices without Increasing Prices - a TOC Perspective |
2022 |
Online |
R&D companies have multi-project environments and uncertainty in high-level human factor. The Pulse Management method describes how to combine Critical Chain Project Management + Agile + regular management for good results. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2785 |
Conference Proceedings |
|
How to Raise Prices without Increasing Prices - a TOC Perspective |
2022 |
Online |
R&D companies have multi-project environments and uncertainty in high-level human factor. The Pulse Management method describes how to combine Critical Chain Project Management + Agile + regular management for good results. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2786 |
Conference Proceedings |
Brasil, Antonio Vasco Nunes |
Cause and Effect – The Need for Practical Logic and its Boundaries |
2022 |
Online |
When implementing a new way of administrating a company, the CEO needs to harmonize three different worlds: the work in process (current projects), the work to be liberated for processing, and the new projects (the ones which are being negotiated now). This presentation shows a simple way to FOCUS and do this shift. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2787 |
Conference Proceedings |
|
Cause and Effect – The Need for Practical Logic and its Boundaries |
2022 |
Online |
When implementing a new way of administrating a company, the CEO needs to harmonize three different worlds: the work in process (current projects), the work to be liberated for processing, and the new projects (the ones which are being negotiated now). This presentation shows a simple way to FOCUS and do this shift. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2788 |
Online Multimedia |
Austin, Kathy |
Cause and Effect – The Need for Practical Logic and its Boundaries |
2022 |
Hamburg, NY |
25% of the challenge in multi-project systems is planning and scheduling; 75% of the challenge lies in executing and managing those projects. With the most potential for the benefits of Critical Chain Project Management (CCPM), they also have the biggest paradigm shifts in behaviors. However, there are few conference talks or webinars detailing how to properly execute and manage projects. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2789 |
Online Multimedia |
|
Forecasts - The True Story |
2022 |
Hamburg, NY |
25% of the challenge in multi-project systems is planning and scheduling; 75% of the challenge lies in executing and managing those projects. With the most potential for the benefits of Critical Chain Project Management (CCPM), they also have the biggest paradigm shifts in behaviors. However, there are few conference talks or webinars detailing how to properly execute and manage projects. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2790 |
Online Multimedia |
|
Forecasts - The True Story |
2022 |
Hamburg, NY |
25% of the challenge in multi-project systems is planning and scheduling; 75% of the challenge lies in executing and managing those projects. With the most potential for the benefits of Critical Chain Project Management (CCPM), they also have the biggest paradigm shifts in behaviors. However, there are few conference talks or webinars detailing how to properly execute and manage projects. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2791 |
Online Multimedia |
Visser, Ian |
Forecasts - The True Story |
2021 |
Hamburg, NY |
The CEO of a company carries most of the responsibility for achieving the organizations goals now and in the future. Ian Visser was the new CEO of Premier Foods (Pty) Ltd, one of South Africas leading staple foods producers and a company on the verge of bankruptcy, when he and his COO met Dr. Eli Goldratt. This started a trip to accomplish a true Viable Vision. Seven years later, the company shares reached 7300% of their worth at the start! Ian shared Premier Viable Vision story and some of the learned lessons in a presentation at the 2019 TOCICO Annual conference in Chicago. In an exclusive interview, Eli Schragenheim will dig deeper into Ians insights and perspective of what happened and what other companies should learn from it. The interview will cover not just the success factors, but also what could go wrong and how to fix it when it happens. What are the ingredients of a good proof-of-concept? What type of management is required for such an ambitious endeavor? What might happen when the key executives have to change their own paradigms? What happens to the organization when those executives are replaced? This webinar is a Live interview – it is not a pre-made presentation - which opened the possibility for new insights about success and failures and what it takes to eventually make a huge positive impact. There is unique value to both consultants and, even more so, practitioners, to understand how a dramatic success has been achieved, including the pitfalls during the way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2792 |
Online Multimedia |
|
Forecasts - The True Story |
2021 |
Hamburg, NY |
The CEO of a company carries most of the responsibility for achieving the organizations goals now and in the future. Ian Visser was the new CEO of Premier Foods (Pty) Ltd, one of South Africas leading staple foods producers and a company on the verge of bankruptcy, when he and his COO met Dr. Eli Goldratt. This started a trip to accomplish a true Viable Vision. Seven years later, the company shares reached 7300% of their worth at the start! Ian shared Premier Viable Vision story and some of the learned lessons in a presentation at the 2019 TOCICO Annual conference in Chicago. In an exclusive interview, Eli Schragenheim will dig deeper into Ians insights and perspective of what happened and what other companies should learn from it. The interview will cover not just the success factors, but also what could go wrong and how to fix it when it happens. What are the ingredients of a good proof-of-concept? What type of management is required for such an ambitious endeavor? What might happen when the key executives have to change their own paradigms? What happens to the organization when those executives are replaced? This webinar is a Live interview – it is not a pre-made presentation - which opened the possibility for new insights about success and failures and what it takes to eventually make a huge positive impact. There is unique value to both consultants and, even more so, practitioners, to understand how a dramatic success has been achieved, including the pitfalls during the way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2793 |
Online Multimedia |
|
Make your Thinking Fly |
2021 |
Hamburg, NY |
The CEO of a company carries most of the responsibility for achieving the organizations goals now and in the future. Ian Visser was the new CEO of Premier Foods (Pty) Ltd, one of South Africas leading staple foods producers and a company on the verge of bankruptcy, when he and his COO met Dr. Eli Goldratt. This started a trip to accomplish a true Viable Vision. Seven years later, the company shares reached 7300% of their worth at the start! Ian shared Premier Viable Vision story and some of the learned lessons in a presentation at the 2019 TOCICO Annual conference in Chicago. In an exclusive interview, Eli Schragenheim will dig deeper into Ians insights and perspective of what happened and what other companies should learn from it. The interview will cover not just the success factors, but also what could go wrong and how to fix it when it happens. What are the ingredients of a good proof-of-concept? What type of management is required for such an ambitious endeavor? What might happen when the key executives have to change their own paradigms? What happens to the organization when those executives are replaced? This webinar is a Live interview – it is not a pre-made presentation - which opened the possibility for new insights about success and failures and what it takes to eventually make a huge positive impact. There is unique value to both consultants and, even more so, practitioners, to understand how a dramatic success has been achieved, including the pitfalls during the way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2794 |
Online Multimedia |
Baptista, Humberto |
Make your Thinking Fly |
2021 |
Hamburg, NY |
Prices are arguably the strongest lever in improving the bottom line, but in TOC this topic is not fully explored. We explored what was already developed in terms of improving the generation of results through prices. Not only did we cover pricing (setting prices), but how the commercial activity can generate more margins (throughput) by some connection to prices. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2795 |
Online Multimedia |
|
Make your Thinking Fly |
2021 |
Hamburg, NY |
Prices are arguably the strongest lever in improving the bottom line, but in TOC this topic is not fully explored. We explored what was already developed in terms of improving the generation of results through prices. Not only did we cover pricing (setting prices), but how the commercial activity can generate more margins (throughput) by some connection to prices. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2796 |
Online Multimedia |
|
A Theory of Constraints Application to Agriculture? Regenerate! |
2021 |
Hamburg, NY |
Prices are arguably the strongest lever in improving the bottom line, but in TOC this topic is not fully explored. We explored what was already developed in terms of improving the generation of results through prices. Not only did we cover pricing (setting prices), but how the commercial activity can generate more margins (throughput) by some connection to prices. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2797 |
Online Multimedia |
Schragenheim, Eli |
A Theory of Constraints Application to Agriculture? Regenerate! |
2021 |
Hamburg, NY |
Sharpen our logic by putting it on paper and exposing it to others and laying out the cause-and-effect as we understand it definitely makes a difference to the probability of achieving our objectives. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2798 |
Online Multimedia |
|
A Theory of Constraints Application to Agriculture? Regenerate! |
2021 |
Hamburg, NY |
Sharpen our logic by putting it on paper and exposing it to others and laying out the cause-and-effect as we understand it definitely makes a difference to the probability of achieving our objectives. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2799 |
Online Multimedia |
|
An Interview with Sadashiv Pandit, former CEO of Fleetguard Filters: What it Takes to be Ever-Flourishing |
2021 |
Hamburg, NY |
Sharpen our logic by putting it on paper and exposing it to others and laying out the cause-and-effect as we understand it definitely makes a difference to the probability of achieving our objectives. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2800 |
Online Multimedia |
Schragenheim, Eli |
An Interview with Sadashiv Pandit, former CEO of Fleetguard Filters: What it Takes to be Ever-Flourishing |
2021 |
Hamburg, NY |
Forecasts are as popular in traditional management as they are frowned upon in TOC. What is the truth behind them? Why is a tool so successful in science and engineering so vilified in management? Is there a valid use for Forecasts in TOC? Or a practical way to eliminate them altogether. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2801 |
Online Multimedia |
Baptista, Humberto |
An Interview with Sadashiv Pandit, former CEO of Fleetguard Filters: What it Takes to be Ever-Flourishing |
2021 |
Hamburg, NY |
Forecasts are as popular in traditional management as they are frowned upon in TOC. What is the truth behind them? Why is a tool so successful in science and engineering so vilified in management? Is there a valid use for Forecasts in TOC? Or a practical way to eliminate them altogether. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2802 |
Online Multimedia |
|
Drawing Much More Value from AI by Using TOC Wisdom |
2021 |
Hamburg, NY |
Forecasts are as popular in traditional management as they are frowned upon in TOC. What is the truth behind them? Why is a tool so successful in science and engineering so vilified in management? Is there a valid use for Forecasts in TOC? Or a practical way to eliminate them altogether. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2803 |
Online Multimedia |
|
Drawing Much More Value from AI by Using TOC Wisdom |
2021 |
Hamburg, NY |
Forecasts are as popular in traditional management as they are frowned upon in TOC. What is the truth behind them? Why is a tool so successful in science and engineering so vilified in management? Is there a valid use for Forecasts in TOC? Or a practical way to eliminate them altogether. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2804 |
Online Multimedia |
McNally, Wolf |
Drawing Much More Value from AI by Using TOC Wisdom |
2022 |
Hamburg, NY |
Learn how to generate TOC-Thinking Process trees quickly and effortlessly without wasting time rearranging lines and boxes. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2805 |
Online Multimedia |
|
Drawing Much More Value from AI by Using TOC Wisdom |
2022 |
Hamburg, NY |
Learn how to generate TOC-Thinking Process trees quickly and effortlessly without wasting time rearranging lines and boxes. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2806 |
Online Multimedia |
|
A Special Tribute to Eli Goldratt: Gifts from Humberto Baptista & Dr. Lisa Ferguson |
2022 |
Hamburg, NY |
Learn how to generate TOC-Thinking Process trees quickly and effortlessly without wasting time rearranging lines and boxes. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2807 |
Online Multimedia |
Viljoen, Philip |
A Special Tribute to Eli Goldratt: Gifts from Humberto Baptista & Dr. Lisa Ferguson |
2022 |
Hamburg, NY |
Can the Theory of Constraints contribute to significantly improving agriculture. Philip Viljoen suggests that regenerative agriculture is a valid application of TOC and proposes how TOC can contribute to its wide adoption at scale. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2808 |
Online Multimedia |
|
A Special Tribute to Eli Goldratt: Gifts from Humberto Baptista & Dr. Lisa Ferguson |
2022 |
Hamburg, NY |
Can the Theory of Constraints contribute to significantly improving agriculture. Philip Viljoen suggests that regenerative agriculture is a valid application of TOC and proposes how TOC can contribute to its wide adoption at scale. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2809 |
Online Multimedia |
|
A Special Tribute to Eli Goldratt: Gifts from Humberto Baptista & Dr. Lisa Ferguson |
2022 |
Hamburg, NY |
Can the Theory of Constraints contribute to significantly improving agriculture. Philip Viljoen suggests that regenerative agriculture is a valid application of TOC and proposes how TOC can contribute to its wide adoption at scale. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2810 |
Online Multimedia |
Pandit, Sadashiv |
New Insights in Constraints - a Roundtable of TOC Thinkers |
2021 |
Hamburg, NY |
Sadashiv Pandit was responsible for leading Fleetguard through the outstanding Viable Vision(s) done. In this webinar, Humberto Baptista interviews Sadashiv about what it is like to work in a TOC Company, one that integrates TOC into its way of being instead of just implementing TOC tools. Sadashiv talks candidly about life before TOC what we were and after TOC what we became. His point is…before TOC, Fleetguard was a successful company and after TOC, they became ever flourishing. Explore the path that Fleetguard took to become a TOC Company (and an Ever Flourishing one) and what fundamental changes this produces. A discussion on what it means to be a TOC company, the effects for people, shareholders, clients etc. takes place in this webinar followed by questions from the audience in the final part of this session. If you are interested in knowing how a TOC Company works or even how to make one become a TOC Company, this webinar is a must. This is part of a series of interviews on TOC Companies presented by TOCICO and hosted by Humberto R. Baptista. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2811 |
Online Multimedia |
|
New Insights in Constraints - a Roundtable of TOC Thinkers |
2021 |
Hamburg, NY |
Sadashiv Pandit was responsible for leading Fleetguard through the outstanding Viable Vision(s) done. In this webinar, Humberto Baptista interviews Sadashiv about what it is like to work in a TOC Company, one that integrates TOC into its way of being instead of just implementing TOC tools. Sadashiv talks candidly about life before TOC what we were and after TOC what we became. His point is…before TOC, Fleetguard was a successful company and after TOC, they became ever flourishing. Explore the path that Fleetguard took to become a TOC Company (and an Ever Flourishing one) and what fundamental changes this produces. A discussion on what it means to be a TOC company, the effects for people, shareholders, clients etc. takes place in this webinar followed by questions from the audience in the final part of this session. If you are interested in knowing how a TOC Company works or even how to make one become a TOC Company, this webinar is a must. This is part of a series of interviews on TOC Companies presented by TOCICO and hosted by Humberto R. Baptista. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2812 |
Online Multimedia |
|
New Insights in Constraints - a Roundtable of TOC Thinkers |
2021 |
Hamburg, NY |
Sadashiv Pandit was responsible for leading Fleetguard through the outstanding Viable Vision(s) done. In this webinar, Humberto Baptista interviews Sadashiv about what it is like to work in a TOC Company, one that integrates TOC into its way of being instead of just implementing TOC tools. Sadashiv talks candidly about life before TOC what we were and after TOC what we became. His point is…before TOC, Fleetguard was a successful company and after TOC, they became ever flourishing. Explore the path that Fleetguard took to become a TOC Company (and an Ever Flourishing one) and what fundamental changes this produces. A discussion on what it means to be a TOC company, the effects for people, shareholders, clients etc. takes place in this webinar followed by questions from the audience in the final part of this session. If you are interested in knowing how a TOC Company works or even how to make one become a TOC Company, this webinar is a must. This is part of a series of interviews on TOC Companies presented by TOCICO and hosted by Humberto R. Baptista. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2813 |
Online Multimedia |
Schragenheim, Eli |
New Insights in Constraints - a Roundtable of TOC Thinkers |
2022 |
Hamburg, NY |
Artificial Intelligence (AI) promises a lot of value. It also delivers good value in number of areas, like Robotics, understanding language, and even recognizing people through their picture. However, there are some important questions that come to mind and how through TOC wisdom value can be found in AI. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2814 |
Online Multimedia |
Baptista, Humberto |
New Insights in Constraints - a Roundtable of TOC Thinkers |
2022 |
Hamburg, NY |
Artificial Intelligence (AI) promises a lot of value. It also delivers good value in number of areas, like Robotics, understanding language, and even recognizing people through their picture. However, there are some important questions that come to mind and how through TOC wisdom value can be found in AI. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2815 |
Online Multimedia |
|
New Insights in Constraints - a Roundtable of TOC Thinkers |
2022 |
Hamburg, NY |
Artificial Intelligence (AI) promises a lot of value. It also delivers good value in number of areas, like Robotics, understanding language, and even recognizing people through their picture. However, there are some important questions that come to mind and how through TOC wisdom value can be found in AI. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2816 |
Online Multimedia |
|
New Insights in Constraints - a Roundtable of TOC Thinkers |
2022 |
Hamburg, NY |
Artificial Intelligence (AI) promises a lot of value. It also delivers good value in number of areas, like Robotics, understanding language, and even recognizing people through their picture. However, there are some important questions that come to mind and how through TOC wisdom value can be found in AI. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2817 |
Online Multimedia |
Baptista, Humberto |
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
Eli Goldratt created TOC to be a Science aimed at explaining and consequently managing human organizations. His Socratic manner was compelling, captivating and charismatic. Did you ever wonder... what was it like to work and think with Eli? Humberto Baptista interviews Dr. Lisa Anne Ferguson, who spent time as an apprentice of Dr. Goldratt. Lisa talks about learning to write with Eli. How does Eli think? How does Eli write? Eli told Lisa that she could achieve anything she wanted out of life if she were able to pass all of his writing tests. During that time, Eli wrote the book titled The Choice from start to finish. Lisa shares her life and writing lessons gained during her time with Eli including the Retailer Strategy and Tactic Tree to level 5 and the paper titled Standing on the Shoulders of Giants. Goldratts infamous paper titled Standing on the Shoulders of Giants is available for download for Members. During the webinar, Dr. Ferguson unveiled her gift - a special paper describing the six-step process of Standing on the Shoulders of Giants. Humberto Baptista shared his gift - a special special paper The TOC Pillars which talks about the basic assumptions of TOC, nicknamed The Pillars, these are the basic building blocks that enable understanding how organizations function and how to improve their performance in a practical and logical way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2818 |
Online Multimedia |
Ferguson, Lisa |
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
Eli Goldratt created TOC to be a Science aimed at explaining and consequently managing human organizations. His Socratic manner was compelling, captivating and charismatic. Did you ever wonder... what was it like to work and think with Eli? Humberto Baptista interviews Dr. Lisa Anne Ferguson, who spent time as an apprentice of Dr. Goldratt. Lisa talks about learning to write with Eli. How does Eli think? How does Eli write? Eli told Lisa that she could achieve anything she wanted out of life if she were able to pass all of his writing tests. During that time, Eli wrote the book titled The Choice from start to finish. Lisa shares her life and writing lessons gained during her time with Eli including the Retailer Strategy and Tactic Tree to level 5 and the paper titled Standing on the Shoulders of Giants. Goldratts infamous paper titled Standing on the Shoulders of Giants is available for download for Members. During the webinar, Dr. Ferguson unveiled her gift - a special paper describing the six-step process of Standing on the Shoulders of Giants. Humberto Baptista shared his gift - a special special paper The TOC Pillars which talks about the basic assumptions of TOC, nicknamed The Pillars, these are the basic building blocks that enable understanding how organizations function and how to improve their performance in a practical and logical way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2819 |
Online Multimedia |
|
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
Eli Goldratt created TOC to be a Science aimed at explaining and consequently managing human organizations. His Socratic manner was compelling, captivating and charismatic. Did you ever wonder... what was it like to work and think with Eli? Humberto Baptista interviews Dr. Lisa Anne Ferguson, who spent time as an apprentice of Dr. Goldratt. Lisa talks about learning to write with Eli. How does Eli think? How does Eli write? Eli told Lisa that she could achieve anything she wanted out of life if she were able to pass all of his writing tests. During that time, Eli wrote the book titled The Choice from start to finish. Lisa shares her life and writing lessons gained during her time with Eli including the Retailer Strategy and Tactic Tree to level 5 and the paper titled Standing on the Shoulders of Giants. Goldratts infamous paper titled Standing on the Shoulders of Giants is available for download for Members. During the webinar, Dr. Ferguson unveiled her gift - a special paper describing the six-step process of Standing on the Shoulders of Giants. Humberto Baptista shared his gift - a special special paper The TOC Pillars which talks about the basic assumptions of TOC, nicknamed The Pillars, these are the basic building blocks that enable understanding how organizations function and how to improve their performance in a practical and logical way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2820 |
Online Multimedia |
|
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
Eli Goldratt created TOC to be a Science aimed at explaining and consequently managing human organizations. His Socratic manner was compelling, captivating and charismatic. Did you ever wonder... what was it like to work and think with Eli? Humberto Baptista interviews Dr. Lisa Anne Ferguson, who spent time as an apprentice of Dr. Goldratt. Lisa talks about learning to write with Eli. How does Eli think? How does Eli write? Eli told Lisa that she could achieve anything she wanted out of life if she were able to pass all of his writing tests. During that time, Eli wrote the book titled The Choice from start to finish. Lisa shares her life and writing lessons gained during her time with Eli including the Retailer Strategy and Tactic Tree to level 5 and the paper titled Standing on the Shoulders of Giants. Goldratts infamous paper titled Standing on the Shoulders of Giants is available for download for Members. During the webinar, Dr. Ferguson unveiled her gift - a special paper describing the six-step process of Standing on the Shoulders of Giants. Humberto Baptista shared his gift - a special special paper The TOC Pillars which talks about the basic assumptions of TOC, nicknamed The Pillars, these are the basic building blocks that enable understanding how organizations function and how to improve their performance in a practical and logical way. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2821 |
Online Multimedia |
Barnard, Alan |
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2822 |
Online Multimedia |
Schragenheim, Eli |
Dr. Eli Goldratt: A Tribute from Academia |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2823 |
Online Multimedia |
Holt, James |
Fundamentals of Flow Based Scheduling |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2824 |
Online Multimedia |
Roff-Marsh, Justin |
Fundamentals of Flow Based Scheduling |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2825 |
Online Multimedia |
Gupta, Sanjeev |
Fundamentals of Flow Based Scheduling |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2826 |
Online Multimedia |
|
Fundamentals of Flow Based Scheduling |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2827 |
Online Multimedia |
|
Using TOC for Impactful Leadership |
2021 |
Hamburg, NY |
What is a Constraint? What purpose should it cater to? How to define it? How to use Constraints? These questions are central to TOC and as a living science the concepts evolve and are challenged in the process of making them more general, robust and practical. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2828 |
Online Multimedia |
Holt, James |
Using TOC for Impactful Leadership |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2829 |
Online Multimedia |
Stratton, Roy |
Using TOC for Impactful Leadership |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2830 |
Online Multimedia |
Mabin, Vicky |
Why its so EASY to Make Bad Decisions and so HARD to Learn From Them |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2831 |
Online Multimedia |
Ronen, Boaz |
Why its so EASY to Make Bad Decisions and so HARD to Learn From Them |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2832 |
Online Multimedia |
|
Why its so EASY to Make Bad Decisions and so HARD to Learn From Them |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2833 |
Online Multimedia |
|
When Picking is the Constraint |
2021 |
Hamburg, NY |
Dr. Eli Goldratt, the Father of the Theory of Constraints (TOC), passed away on June 11, 2011. TOCICO organized a special tribute to commemorate and honor Elis influence and legacy, which has significantly improved the way organizations are managed, as well as leading people to draw the best of their thinking capabilities. Four professors from four different continents throughout the world, presented the influence of Dr. Goldratt on their academic work and personal achievements. This Webinar is 3.5 hours in length. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2834 |
Online Multimedia |
Gupta, Sanjeev |
When Picking is the Constraint |
2021 |
Hamburg, NY |
This interactive webinar is a follow-up from Sanjeevs keynote at the 2021 TOCICO International Conference. Revisiting TOC knowledge, and presenting a synthesis and distillation of what we have practiced and known over the years. Sanjeev believes that formalizing the ideas of flow-based scheduling is necessary for their wider adoption. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2835 |
Online Multimedia |
Gupta, Milan |
Near Death Experience to Ever Flourishing – A Journey of Jindal Steel and Power |
2021 |
Hamburg, NY |
This interactive webinar is a follow-up from Sanjeevs keynote at the 2021 TOCICO International Conference. Revisiting TOC knowledge, and presenting a synthesis and distillation of what we have practiced and known over the years. Sanjeev believes that formalizing the ideas of flow-based scheduling is necessary for their wider adoption. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2836 |
Online Multimedia |
|
Near Death Experience to Ever Flourishing – A Journey of Jindal Steel and Power |
2021 |
Hamburg, NY |
This interactive webinar is a follow-up from Sanjeevs keynote at the 2021 TOCICO International Conference. Revisiting TOC knowledge, and presenting a synthesis and distillation of what we have practiced and known over the years. Sanjeev believes that formalizing the ideas of flow-based scheduling is necessary for their wider adoption. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2837 |
Online Multimedia |
|
Use of TOC Concepts in Neogrid Solutions |
2021 |
Hamburg, NY |
This interactive webinar is a follow-up from Sanjeevs keynote at the 2021 TOCICO International Conference. Revisiting TOC knowledge, and presenting a synthesis and distillation of what we have practiced and known over the years. Sanjeev believes that formalizing the ideas of flow-based scheduling is necessary for their wider adoption. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2838 |
Online Multimedia |
Immelman, Ray |
Use of TOC Concepts in Neogrid Solutions |
2022 |
Hamburg, NY |
Leadership is one of the most discussed subjects in the business world. Join us on June 15th for insights on using TOC for impactful leadership. Ray Immelman has been working with TOC and teaching TOC-based leadership to executives around the world for decades, and he wishes to share his learnings with the TOC community. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2839 |
Online Multimedia |
|
Innovative Education for a World with Sustainable Future |
2022 |
Hamburg, NY |
Leadership is one of the most discussed subjects in the business world. Join us on June 15th for insights on using TOC for impactful leadership. Ray Immelman has been working with TOC and teaching TOC-based leadership to executives around the world for decades, and he wishes to share his learnings with the TOC community. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2840 |
Online Multimedia |
|
Innovative Education for a World with Sustainable Future |
2022 |
Hamburg, NY |
Leadership is one of the most discussed subjects in the business world. Join us on June 15th for insights on using TOC for impactful leadership. Ray Immelman has been working with TOC and teaching TOC-based leadership to executives around the world for decades, and he wishes to share his learnings with the TOC community. |
|
https://www.tocico.org/page/2022OnlineMultimedia |
| 2841 |
Online Multimedia |
Barnard, Alan |
Innovative Education for a World with Sustainable Future |
2021 |
Hamburg, NY |
Despite advances in knowledge and technology, mistakes in decision making are common and significant... and wastes our scarcest resource... ATTENTION. In this Webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs will share insights gained from 2 decades of research on why it is so EASY to make bad decisions in complex environments, and so HARD to learn from such mistakes. Alan will also share a few hacks - simple ways using insights from Theory of Constraints and Alans ProConCloud method - to make it HARDER to make bad decisions and EASIER to learn from them when you do. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2842 |
Online Multimedia |
|
Comprehensive Management |
2021 |
Hamburg, NY |
Despite advances in knowledge and technology, mistakes in decision making are common and significant... and wastes our scarcest resource... ATTENTION. In this Webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs will share insights gained from 2 decades of research on why it is so EASY to make bad decisions in complex environments, and so HARD to learn from such mistakes. Alan will also share a few hacks - simple ways using insights from Theory of Constraints and Alans ProConCloud method - to make it HARDER to make bad decisions and EASIER to learn from them when you do. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2843 |
Online Multimedia |
|
Comprehensive Management |
2021 |
Hamburg, NY |
Despite advances in knowledge and technology, mistakes in decision making are common and significant... and wastes our scarcest resource... ATTENTION. In this Webinar, Dr. Alan Barnard, CEO of Goldratt Research Labs will share insights gained from 2 decades of research on why it is so EASY to make bad decisions in complex environments, and so HARD to learn from such mistakes. Alan will also share a few hacks - simple ways using insights from Theory of Constraints and Alans ProConCloud method - to make it HARDER to make bad decisions and EASIER to learn from them when you do. |
|
https://www.tocico.org/page/2021OnlineMultimedia |
| 2844 |
Conference Proceedings |
Abuhab, Miguel |
Retail Myths – A Hands-on Workshop |
2022 |
Orlando, FL |
To reduce inventory, it has been necessary to reduce the Order Lead Time, increasing the number of pickings in the warehouse. The undesirable effect is the delay on deliveries causing stock outs and increasing inventories on stores. This presentation will explain how to successfully reduce inventory maintaining the same number of pickings, avoiding picking to become the Constraint. Most of the companies have their logistic infrastructure based on their current distribution, or ERP system. Warehouse, trucks, routes and receiving docks at the store are balanced with the current parameters system. Implementing other systems like DBM to reduce inventory will probably reduce the Order Lead Time then increasing the number of pickings and all related work on the docks and stores. If the infrastructure in the warehouse is not dimensioned to a higher volume of pickings, then delays on the deliveries will occur causing stock outs on the stores, and DBM will increase the target level of inventory. To manage well, we must reduce inventory and avoid delays on deliveries to the stores. The conflict is: Reduce Order Lead Time or Maintain the Number of Pickings? The need to Reduce Order Lead Time is to reduce inventory; on the other hand, the need to Maintain the Number of Pickings is to Avoid Picking Becoming a Constraint. When the warehouse is the constraint, the adherence to the orders issued by the system is very low. The orders are not delivered according to the expected quantity, neither the expected date. It is necessary to monitor the adherence of the warehouse to the orders issued by the system. Most of the companies have excess inventory in some stores and shortage in others. When the Inventory Turns is very low, a long time will be needed to bring the inventory to the right level. To speed up in order to reach the right inventory level an algorithm was created to transfer inventory between stores. On the presentation we will show how to reduce inventory keeping the same number of pickings, increasing the adherence indicator, and the benefit to transfer inventory between stores Avoiding Picking to Become a Constraint. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2845 |
Conference Proceedings |
|
Retail Myths – A Hands-on Workshop |
2022 |
Orlando, FL |
To reduce inventory, it has been necessary to reduce the Order Lead Time, increasing the number of pickings in the warehouse. The undesirable effect is the delay on deliveries causing stock outs and increasing inventories on stores. This presentation will explain how to successfully reduce inventory maintaining the same number of pickings, avoiding picking to become the Constraint. Most of the companies have their logistic infrastructure based on their current distribution, or ERP system. Warehouse, trucks, routes and receiving docks at the store are balanced with the current parameters system. Implementing other systems like DBM to reduce inventory will probably reduce the Order Lead Time then increasing the number of pickings and all related work on the docks and stores. If the infrastructure in the warehouse is not dimensioned to a higher volume of pickings, then delays on the deliveries will occur causing stock outs on the stores, and DBM will increase the target level of inventory. To manage well, we must reduce inventory and avoid delays on deliveries to the stores. The conflict is: Reduce Order Lead Time or Maintain the Number of Pickings? The need to Reduce Order Lead Time is to reduce inventory; on the other hand, the need to Maintain the Number of Pickings is to Avoid Picking Becoming a Constraint. When the warehouse is the constraint, the adherence to the orders issued by the system is very low. The orders are not delivered according to the expected quantity, neither the expected date. It is necessary to monitor the adherence of the warehouse to the orders issued by the system. Most of the companies have excess inventory in some stores and shortage in others. When the Inventory Turns is very low, a long time will be needed to bring the inventory to the right level. To speed up in order to reach the right inventory level an algorithm was created to transfer inventory between stores. On the presentation we will show how to reduce inventory keeping the same number of pickings, increasing the adherence indicator, and the benefit to transfer inventory between stores Avoiding Picking to Become a Constraint. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2846 |
Conference Proceedings |
Ahlawat, Naveen |
Leveraging Theory of Constraints to Improve Sales Performance |
2022 |
Orlando, FL |
The presentation on death experience to ever flourishing-a journey of JSP provides an insight about the approach to excellence taken by JSP to come out of the tough times. It gives an idea about the change in thinking process as a result of TOC approach followed by the practical examples of the company. It also highlights the process of JSP in shifting constraints during the journey of excellence. Critical success factors deployed by JSP to bring the transformation are followed by the financial outcome and a few testimonials given by the business partners. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2847 |
Conference Proceedings |
|
Leveraging Theory of Constraints to Improve Sales Performance |
2022 |
Orlando, FL |
The presentation on death experience to ever flourishing-a journey of JSP provides an insight about the approach to excellence taken by JSP to come out of the tough times. It gives an idea about the change in thinking process as a result of TOC approach followed by the practical examples of the company. It also highlights the process of JSP in shifting constraints during the journey of excellence. Critical success factors deployed by JSP to bring the transformation are followed by the financial outcome and a few testimonials given by the business partners. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2848 |
Conference Proceedings |
Angelelli, Vitor |
The Measurement Nightmare Solved with Throughput Economics Approach |
2022 |
Orlando, FL |
In this presentation two particularly important TOC concepts that are used in Neogrid solutions will be covered: Dynamic Buffer Management (DBM) and Mafia Offer. DBM enables the Neogrid solutions to dynamically manage our customers inventories, automatically adjusting buffers according to end consumer demand. Therefore, Neogrid offers the necessary resources for a better interpretation of seasonality and sudden changes in retail demands. The concept Mafia Offer allows our customers to analyze performance of their operations through indicators such as TVD and IVD, thus, they can monitor the gains that retailers have when using our solutions. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2849 |
Conference Proceedings |
|
The Measurement Nightmare Solved with Throughput Economics Approach |
2022 |
Orlando, FL |
In this presentation two particularly important TOC concepts that are used in Neogrid solutions will be covered: Dynamic Buffer Management (DBM) and Mafia Offer. DBM enables the Neogrid solutions to dynamically manage our customers inventories, automatically adjusting buffers according to end consumer demand. Therefore, Neogrid offers the necessary resources for a better interpretation of seasonality and sudden changes in retail demands. The concept Mafia Offer allows our customers to analyze performance of their operations through indicators such as TVD and IVD, thus, they can monitor the gains that retailers have when using our solutions. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2850 |
Conference Proceedings |
Abuhab, Miguel |
The TOC Core Processes - Clearing Confusions, Interdependencies and Effective Application |
2022 |
Orlando, FL |
Building on Eli Goldratts thinking and communication tools and the TOC for Education (TOCfE) body of knowledge, materials and implementations developed over the last 27 years, this non-profit organization is integrating these materials and methodologies into a transformational learning package that not only perfectly meets the new mandates of Brazils Ministry of Education but will also be sustainable and made available worldwide. While the outcomes are expected to result in a higher graduation level, the impact will be students prepared for life who can transfer what they have learned to solve real-life problems using a win-win mindset on a path to create a future with no shortages of possibilities. Join this informative and inspiring Standing on the Shoulders of Giants presentation. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2851 |
Conference Proceedings |
Avancini, Daniela |
The TOC Core Processes - Clearing Confusions, Interdependencies and Effective Application |
2022 |
Orlando, FL |
Building on Eli Goldratts thinking and communication tools and the TOC for Education (TOCfE) body of knowledge, materials and implementations developed over the last 27 years, this non-profit organization is integrating these materials and methodologies into a transformational learning package that not only perfectly meets the new mandates of Brazils Ministry of Education but will also be sustainable and made available worldwide. While the outcomes are expected to result in a higher graduation level, the impact will be students prepared for life who can transfer what they have learned to solve real-life problems using a win-win mindset on a path to create a future with no shortages of possibilities. Join this informative and inspiring Standing on the Shoulders of Giants presentation. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2852 |
Conference Proceedings |
|
TOC Operational Solutions - Closing the Gap Between Theory and Practice |
2022 |
Orlando, FL |
Building on Eli Goldratts thinking and communication tools and the TOC for Education (TOCfE) body of knowledge, materials and implementations developed over the last 27 years, this non-profit organization is integrating these materials and methodologies into a transformational learning package that not only perfectly meets the new mandates of Brazils Ministry of Education but will also be sustainable and made available worldwide. While the outcomes are expected to result in a higher graduation level, the impact will be students prepared for life who can transfer what they have learned to solve real-life problems using a win-win mindset on a path to create a future with no shortages of possibilities. Join this informative and inspiring Standing on the Shoulders of Giants presentation. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2853 |
Conference Proceedings |
Baptista, Humberto |
TOC Operational Solutions - Closing the Gap Between Theory and Practice |
2022 |
Orlando, FL |
Organizations have no method for integrating the department and areas effectively in it. Usual attempts end up resorting to local optima and yielding limited results. Human organizations are complex systems. And this has good consequences: allowing us to create unprecedented value, but it has a steep cost: the difficulty of understanding the global effects of local actions. Any manager is aware of this and the higher levels (top management and board) struggle daily with the concerted activities of different areas and departments. Usual solutions all involve some type of local view and optimization. And these local-oriented methods fail to integrate effectively, fail to allow management to see the global consequences of their actions and fail to provide a common language to discuss and agree on the best course of action for the organization. Following the developments in Local2Global, Humberto presents the complete solution for taking management to the next level: managing with clarity on the global effects in a simple and practical way. Actions and decisions are comprehensive, allowing top management to really steer the organization and discuss and agree on the strategic direction with the board and relevant stakeholders. To embrace Comprehensive Management, six obstacles must be addressed. Surpassing these builds the foundations for Comprehensive Management: Comprehensive Decisions, Finance, Flow, Capacity, Protection and Value. The solution includes (but is not limited to) decisions, financial modeling, initiative valuation and selection, WIP management, CCR management, Risk management and value generation and delivery. This presentation will explore the mechanics of Comprehensive Management, the obstacles and how to surpass them and how to conduct the implementation in an existing organization. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2854 |
Conference Proceedings |
|
Peter B. Noonan Memorial Lecture |
2022 |
Orlando, FL |
Organizations have no method for integrating the department and areas effectively in it. Usual attempts end up resorting to local optima and yielding limited results. Human organizations are complex systems. And this has good consequences: allowing us to create unprecedented value, but it has a steep cost: the difficulty of understanding the global effects of local actions. Any manager is aware of this and the higher levels (top management and board) struggle daily with the concerted activities of different areas and departments. Usual solutions all involve some type of local view and optimization. And these local-oriented methods fail to integrate effectively, fail to allow management to see the global consequences of their actions and fail to provide a common language to discuss and agree on the best course of action for the organization. Following the developments in Local2Global, Humberto presents the complete solution for taking management to the next level: managing with clarity on the global effects in a simple and practical way. Actions and decisions are comprehensive, allowing top management to really steer the organization and discuss and agree on the strategic direction with the board and relevant stakeholders. To embrace Comprehensive Management, six obstacles must be addressed. Surpassing these builds the foundations for Comprehensive Management: Comprehensive Decisions, Finance, Flow, Capacity, Protection and Value. The solution includes (but is not limited to) decisions, financial modeling, initiative valuation and selection, WIP management, CCR management, Risk management and value generation and delivery. This presentation will explore the mechanics of Comprehensive Management, the obstacles and how to surpass them and how to conduct the implementation in an existing organization. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2855 |
Conference Proceedings |
Baptista, Humberto |
Peter B. Noonan Memorial Lecture |
2022 |
Orlando, FL |
The retail environment is full of myths that prevent proper functioning and perpetuate damaging modes of operation - pushing inventories is just one of them. In this workshop, well investigate myths in four broad categories - stockouts, surpluses, time and technology - and how to replace them with reality using TOC. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2856 |
Conference Proceedings |
|
A Myth Busting Masterclass on Project Flow |
2022 |
Orlando, FL |
The retail environment is full of myths that prevent proper functioning and perpetuate damaging modes of operation - pushing inventories is just one of them. In this workshop, well investigate myths in four broad categories - stockouts, surpluses, time and technology - and how to replace them with reality using TOC. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2857 |
Conference Proceedings |
Ciccarelli, Patrick |
A Myth Busting Masterclass on Project Flow |
2022 |
Orlando, FL |
Get ready to explore the challenges in Sales and how TOC improved sales performance. The presentation focuses on firsthand experience and data analysis of sales for several companies in the IT sector. In 2017, the founder was looking at some dismal prospects. After investing in sales, the team wasnt able to bring in any new business and the companies sales were and had been flat. That same year, after 2 years of operations issues, the decision was made to utilize Theory of constraints to resolve long standing problems in service operations. It was there that some systemic issues were revealed and so began the long march to improving business operations. But things would get worse before they got better as sales continued to struggle. It wasnt until a couple of years later that a real discussion was had on applying Theory of Constraints to the sales process. It wasnt an easy process to decipher, but the impact to service operations was clearly evident. It was through this evolution of sales that led to a new view of how to approach planning, forecasting, and executing our sales operation. It even launched an entirely new company focused on sales ops for IT firms. In this presentation, the presenter will share his story of what happened, what the data showed, and how the TOC method applied in sales created sustainability in his first business and launched a second business to help other IT companies. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2858 |
Conference Proceedings |
|
Community Regeneration: Shifting South Auckland to a Future with No Shortages |
2022 |
Orlando, FL |
Get ready to explore the challenges in Sales and how TOC improved sales performance. The presentation focuses on firsthand experience and data analysis of sales for several companies in the IT sector. In 2017, the founder was looking at some dismal prospects. After investing in sales, the team wasnt able to bring in any new business and the companies sales were and had been flat. That same year, after 2 years of operations issues, the decision was made to utilize Theory of constraints to resolve long standing problems in service operations. It was there that some systemic issues were revealed and so began the long march to improving business operations. But things would get worse before they got better as sales continued to struggle. It wasnt until a couple of years later that a real discussion was had on applying Theory of Constraints to the sales process. It wasnt an easy process to decipher, but the impact to service operations was clearly evident. It was through this evolution of sales that led to a new view of how to approach planning, forecasting, and executing our sales operation. It even launched an entirely new company focused on sales ops for IT firms. In this presentation, the presenter will share his story of what happened, what the data showed, and how the TOC method applied in sales created sustainability in his first business and launched a second business to help other IT companies. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2859 |
Conference Proceedings |
Fernandez, Alejandro |
Community Regeneration: Shifting South Auckland to a Future with No Shortages |
2022 |
Orlando, FL |
This presentation shows how to evaluate the impact of critical management decisions based on an integrated view of S&OP processes that behave within reasonable optimistic and conservative measurements of T, I and OE. The approach proposed by Throughput Economics will help you to understand that in order to manage successfully in a VUCA world you need to allow the S&OP team to build and communicate a common sense description of the current situation and the future impact of the critical management decisions, based on optimistic and conservative and ranges of Delta Throughput, Investment, Operational Expenses, applied to the real current capacity profiles of critical constrained resources – CCR. Validate the need to preserve the protective capacity to ensure the delivery of the orders/projects, especially in the CCR. Evaluate the current portfolio ensuring that to maintain profitable sustainability, some SKUs should be cancelled, as a mean to obtain additional capacity. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2860 |
Conference Proceedings |
|
Current and Future Reality at the Speed of Light |
2022 |
Orlando, FL |
This presentation shows how to evaluate the impact of critical management decisions based on an integrated view of S&OP processes that behave within reasonable optimistic and conservative measurements of T, I and OE. The approach proposed by Throughput Economics will help you to understand that in order to manage successfully in a VUCA world you need to allow the S&OP team to build and communicate a common sense description of the current situation and the future impact of the critical management decisions, based on optimistic and conservative and ranges of Delta Throughput, Investment, Operational Expenses, applied to the real current capacity profiles of critical constrained resources – CCR. Validate the need to preserve the protective capacity to ensure the delivery of the orders/projects, especially in the CCR. Evaluate the current portfolio ensuring that to maintain profitable sustainability, some SKUs should be cancelled, as a mean to obtain additional capacity. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2861 |
Conference Proceedings |
Granot, Mickey |
Current and Future Reality at the Speed of Light |
2022 |
Orlando, FL |
Understanding the essence of the focusing process and the POOGI is critical for effective application of TOC. The TOC core processes; the focusing process and the POOGI are critical yet there is a lot of confusion around them, lack of clarity about their interdependency and not rarely they are misused. Core concepts such as a constraint, a bottleneck and a CCR are interpreted in different ways thus affecting the whole focusing process. There are also many interpretations as to what is or can be the systems constraint and often times it is not clear how to use the POOGI together with the focusing process. Within each of these processes, there is room for interpretation but also for rigor, for clarity and for consistency. What are the frequent confusions? What should be used instead? What are common ways the processes are being misused? how do these processes work together? This presentation will deal with frequent confusions around these critical processes and try to provide better clarity. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2862 |
Conference Proceedings |
|
Creating Stable and Predictable Operations with a Demand Driven Operating Model |
2022 |
Orlando, FL |
Understanding the essence of the focusing process and the POOGI is critical for effective application of TOC. The TOC core processes; the focusing process and the POOGI are critical yet there is a lot of confusion around them, lack of clarity about their interdependency and not rarely they are misused. Core concepts such as a constraint, a bottleneck and a CCR are interpreted in different ways thus affecting the whole focusing process. There are also many interpretations as to what is or can be the systems constraint and often times it is not clear how to use the POOGI together with the focusing process. Within each of these processes, there is room for interpretation but also for rigor, for clarity and for consistency. What are the frequent confusions? What should be used instead? What are common ways the processes are being misused? how do these processes work together? This presentation will deal with frequent confusions around these critical processes and try to provide better clarity. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2863 |
Conference Proceedings |
Granot, Mickey |
Creating Stable and Predictable Operations with a Demand Driven Operating Model |
2022 |
Orlando, FL |
As clear as the TOC solutions may seem to be, when implementing them they require non-negligible adjustments and modifications. What are those? and how to do the right? Over the years the TOC body of knowledge has been progressing mostly though through individual experiences. The formal BOK stayed pretty much the same (many still even consider The Goal to be valid). The fact is that as the core concepts remain valid, the practical way to implement them has evolved a lot, and within each and every individual implementation adjustments and modifications are needed. What is the up-to-date theoretical configuration of the solutions? What in them needs to be adjusted in implementations and what should not? The presentation will discuss the concept and demonstrate through an example. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2864 |
Conference Proceedings |
|
Quality Control is Often the Bottleneck in Operations |
2022 |
Orlando, FL |
As clear as the TOC solutions may seem to be, when implementing them they require non-negligible adjustments and modifications. What are those? and how to do the right? Over the years the TOC body of knowledge has been progressing mostly though through individual experiences. The formal BOK stayed pretty much the same (many still even consider The Goal to be valid). The fact is that as the core concepts remain valid, the practical way to implement them has evolved a lot, and within each and every individual implementation adjustments and modifications are needed. What is the up-to-date theoretical configuration of the solutions? What in them needs to be adjusted in implementations and what should not? The presentation will discuss the concept and demonstrate through an example. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2865 |
Conference Proceedings |
Gupta, Sanjeev |
Quality Control is Often the Bottleneck in Operations |
2022 |
Orlando, FL |
What makes TOC so powerful, and yet so difficult to embrace? In this informative and conversational session, Sanjeev will explain how counterintuitive solutions power the success of TOC, and at the same time, make it hard for some people to buy into. For example, TOC posits: * Allowing for idle time increases overall throughput. * Allowing more time for a sub-process reduces overall cycle time. * Stopping work on projects makes them go faster. * Moving inventories away from the point of sale makes supply chains more responsive. TOC often feels counter-intuitive to traditional managers, consultants, and enterprise software providers simply because theyve been trained in a particular way. Its never easy to see the world in a new way. The pure numbers approach works, but only up to a certain point. As supply chains, logistics systems, projects, healthcare systems all get more constrained, things will start to hit a wall. At that point, you have to understand the physics of your FLOW before you can use numbers to manage and improve things. TOC looks at the underlying physics of flow—thats why its so powerful. This is a Memorial Lecture in honor of the late Peter Britt Noonan. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2866 |
Conference Proceedings |
|
A Future with No Missing Skills |
2022 |
Orlando, FL |
What makes TOC so powerful, and yet so difficult to embrace? In this informative and conversational session, Sanjeev will explain how counterintuitive solutions power the success of TOC, and at the same time, make it hard for some people to buy into. For example, TOC posits: * Allowing for idle time increases overall throughput. * Allowing more time for a sub-process reduces overall cycle time. * Stopping work on projects makes them go faster. * Moving inventories away from the point of sale makes supply chains more responsive. TOC often feels counter-intuitive to traditional managers, consultants, and enterprise software providers simply because theyve been trained in a particular way. Its never easy to see the world in a new way. The pure numbers approach works, but only up to a certain point. As supply chains, logistics systems, projects, healthcare systems all get more constrained, things will start to hit a wall. At that point, you have to understand the physics of your FLOW before you can use numbers to manage and improve things. TOC looks at the underlying physics of flow—thats why its so powerful. This is a Memorial Lecture in honor of the late Peter Britt Noonan. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2867 |
Conference Proceedings |
Gupta, Sanjeev |
A Future with No Missing Skills |
2022 |
Orlando, FL |
With the help of thought experiments and simulations, attendees will learn that: |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2868 |
Conference Proceedings |
|
Difference Between KAIZEN and Improvement to Realize On Going |
2022 |
Orlando, FL |
With the help of thought experiments and simulations, attendees will learn that: |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2869 |
Conference Proceedings |
Heimuli, James |
Difference Between KAIZEN and Improvement to Realize On Going |
2022 |
Orlando, FL |
Get ready to hear about the experiences of a New Zealand non-government organization working in community social change. Vulnerable communities of South Auckland (SA) experience the poorest health and well-being outcomes of New Zealand (NZ). This community is made up of largely M?ori and Pacific peoples. Services cannot keep up with the ever-increasing health and well-being demands of communities with high needs. Established in 2016 TCC was born out of the need to overturn the persistent and undesirable experiences and outcomes of SA communities. TCC uses the tools of TOC to identify solutions to overcome the stable conditions that cause the SA communities UDEs. However, the pre-requisite for solving the SA problems requires responsive sequential intersectoral community approaches. Although there has been some success over the past 6 years, there are many challenges applying the TOC to bring about social change. Challenges include; 1. Getting TCC into a position of influence; 2. Applying TOC to an open social systems environment; 3. Selling solutions to social problems; 4. The tendency of systems to maintain the status quo. Our success with TOC includes; 1. Injecting the cause-and-effect language into social settings and agencies; 2. Exposing the key peoples to TOC concepts and tools; 3. Selling a social wellbeing solution to workplaces. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2870 |
Conference Proceedings |
|
Strengthening Democracy with Constraints Management |
2022 |
Orlando, FL |
Get ready to hear about the experiences of a New Zealand non-government organization working in community social change. Vulnerable communities of South Auckland (SA) experience the poorest health and well-being outcomes of New Zealand (NZ). This community is made up of largely M?ori and Pacific peoples. Services cannot keep up with the ever-increasing health and well-being demands of communities with high needs. Established in 2016 TCC was born out of the need to overturn the persistent and undesirable experiences and outcomes of SA communities. TCC uses the tools of TOC to identify solutions to overcome the stable conditions that cause the SA communities UDEs. However, the pre-requisite for solving the SA problems requires responsive sequential intersectoral community approaches. Although there has been some success over the past 6 years, there are many challenges applying the TOC to bring about social change. Challenges include; 1. Getting TCC into a position of influence; 2. Applying TOC to an open social systems environment; 3. Selling solutions to social problems; 4. The tendency of systems to maintain the status quo. Our success with TOC includes; 1. Injecting the cause-and-effect language into social settings and agencies; 2. Exposing the key peoples to TOC concepts and tools; 3. Selling a social wellbeing solution to workplaces. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2871 |
Conference Proceedings |
Larsen, Ian |
Strengthening Democracy with Constraints Management |
2022 |
Orlando, FL |
TOC at The Speed of Light enables teams to analyse their current reality and build a transition to a future reality in a single day. It demonstrates the power of the new BOK Druid tool. TOC at The Speed of Light optimises the constraint of TOC expertise to rapidly analyse the current reality of a known industry environment and design a transition to a better future reality. Based on the premise that most industries share a common set of conflicts and undesirable effects driven by their individual policies and measures, it uses pre-configured Druids to enable teams to rapidly understand how their current reality is caused by their own decisions and how easily they can pivot to a new paradigm. In this presentation you will learn the process and see how WiseTech Global has used it to transform many of its acquisitions into highly productive operations. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2872 |
Conference Proceedings |
|
Goal Alignment: Realizing the Potential of TOC |
2022 |
Orlando, FL |
TOC at The Speed of Light enables teams to analyse their current reality and build a transition to a future reality in a single day. It demonstrates the power of the new BOK Druid tool. TOC at The Speed of Light optimises the constraint of TOC expertise to rapidly analyse the current reality of a known industry environment and design a transition to a better future reality. Based on the premise that most industries share a common set of conflicts and undesirable effects driven by their individual policies and measures, it uses pre-configured Druids to enable teams to rapidly understand how their current reality is caused by their own decisions and how easily they can pivot to a new paradigm. In this presentation you will learn the process and see how WiseTech Global has used it to transform many of its acquisitions into highly productive operations. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2873 |
Conference Proceedings |
Lenhartz, Christoph |
Goal Alignment: Realizing the Potential of TOC |
2022 |
Orlando, FL |
Todays volatile, uncertain, complex and ambiguous supply chain and operations environments require stabilizing, agile and resilient operating models. A Demand Driven Operating Model (DDOM) is a supply order generation, operational scheduling and execution model using actual demand in combination with strategic decoupling and control points and stock, time and capacity buffers in order to create such a stable, reliable and agile system in the operational relevant time horizon. A DDOM is designed around four basic elements: (1) It paces to actual demand. (2) Strategic decoupling points absorb variability. (3) Operational control points are used for scheduling, gating and resource and order synchronization as required. (4) Dynamic stock, time, and capacity buffers protect the decoupling and control points. The DDOM is designed specifically for todays environment. It provides clear operational priorities to ensure high customer service, controlled inventory levels and short lead times even under adverse conditions. Within the DDOM, Demand Driven Material Requirements Planning (DDMRP) generates replenishment orders (work orders, purchase orders or stock transfer orders) for the stock buffers at the strategic decoupling points on the basis of actual demand and the buffer configuration. Detailed resource scheduling is driven around and through the operational control points. Pace setting control point resources (drums) are scheduled finitely, using the order request dates generated by DDMRP. Demand Driven Execution (Buffer Management) actively manages stock, time, and capacity buffers in relation to all open and released orders and scheduled activity. Time buffers protect the control point schedules. Capacity buffers define non control point resources ability to absorb execution variability or support additional flow. On a continuous basis, alerts are provided as signals to DDMRP and order progress to Demand Driven Scheduling to enable early and proactive intervention as necessary to protect the flow. Adaptation describes the closed-loop feedback and the analysis of past and projected future model performance, feeding into DDS&OP and resulting in a reconfiguration of the DDOM. The model configuration or Master Settings replace the conventional notion of the Master Production Schedule. The presentation explains the underlying concepts and how a DDOM operates by discussing its components and interactions and illustrates its functioning through the case of a machining component manufacturer. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2874 |
Conference Proceedings |
|
TOC for Global Optimization in Engineering Resource |
2022 |
Orlando, FL |
Todays volatile, uncertain, complex and ambiguous supply chain and operations environments require stabilizing, agile and resilient operating models. A Demand Driven Operating Model (DDOM) is a supply order generation, operational scheduling and execution model using actual demand in combination with strategic decoupling and control points and stock, time and capacity buffers in order to create such a stable, reliable and agile system in the operational relevant time horizon. A DDOM is designed around four basic elements: (1) It paces to actual demand. (2) Strategic decoupling points absorb variability. (3) Operational control points are used for scheduling, gating and resource and order synchronization as required. (4) Dynamic stock, time, and capacity buffers protect the decoupling and control points. The DDOM is designed specifically for todays environment. It provides clear operational priorities to ensure high customer service, controlled inventory levels and short lead times even under adverse conditions. Within the DDOM, Demand Driven Material Requirements Planning (DDMRP) generates replenishment orders (work orders, purchase orders or stock transfer orders) for the stock buffers at the strategic decoupling points on the basis of actual demand and the buffer configuration. Detailed resource scheduling is driven around and through the operational control points. Pace setting control point resources (drums) are scheduled finitely, using the order request dates generated by DDMRP. Demand Driven Execution (Buffer Management) actively manages stock, time, and capacity buffers in relation to all open and released orders and scheduled activity. Time buffers protect the control point schedules. Capacity buffers define non control point resources ability to absorb execution variability or support additional flow. On a continuous basis, alerts are provided as signals to DDMRP and order progress to Demand Driven Scheduling to enable early and proactive intervention as necessary to protect the flow. Adaptation describes the closed-loop feedback and the analysis of past and projected future model performance, feeding into DDS&OP and resulting in a reconfiguration of the DDOM. The model configuration or Master Settings replace the conventional notion of the Master Production Schedule. The presentation explains the underlying concepts and how a DDOM operates by discussing its components and interactions and illustrates its functioning through the case of a machining component manufacturer. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2875 |
Conference Proceedings |
Marris, Philip |
TOC for Global Optimization in Engineering Resource |
2022 |
Orlando, FL |
Quality Control is very often the bottleneck in operations today. This situation is not often identified. The ERP system does not see it. The silo effect between operations and quality contributes to the problem not being recognized. Top management is often just not interested in that activity. In our significant experience of all types of industries throughout the world we find that Quality Control (Q.C.) is the bottleneck in more than half of organizations. This is remarkable. One of the reasons that leads to Q.C. having too much work is the continual increase in the quantity and complexity of quality controls of products. This is true whatever the industry, whether it be aeronautics, software development, luxury goods manufacturing, or the food industry. Another contributing factor is that it is not so easy to manage the performance of Quality Control. How does one maintain the right balance between rigorous work and productivity? It is managerially difficult to accept some sort of time per part. For the same reason it is very difficult to define the proper capacity (the number of controllers) during the budgeting process. When estimating the workload management often falls into the trap of wishful thinking and estimates (hopes) that the quality will improve next year. And because it is not a value-added operation management tends to limit expenses in this domain. This situation has significant consequences in that vast majority of industries where quality is still problematic. Some companies such as Toyota Motor Manufacturing have, after decades of hard work, reached levels of right first-time quality of the order the 5 to 50 defective Parts Per Million (ppm) produced. But the majority of organizations are living with scrap rates over one hundred time worse…without good reason. We will argue that Good Theory Of Constraints, like Good Lean, includes outstanding levels of operational quality. We will discuss why having a bottleneck in the quality domain is a very bad situation. Why it is possibly the worse possible department in which to have a capacity constraint. We will present a number of solutions that can easily be applied to improve these sorts of bottlenecks and hence the Throughput of the company. We will present 8 recent examples from various industries: steel making, luxury watches, aeronautics, paint production, rocket manufacturing and the nuclear industry. We will conclude by saying that it happens often, that it is a very unhealthy situation, but that it is easy to fix and once fixed this will have extraordinary impact on the organizations performance in the short term and in the long term. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2876 |
Conference Proceedings |
|
TOC for Global Optimization in Engineering Resource |
2022 |
Orlando, FL |
Quality Control is very often the bottleneck in operations today. This situation is not often identified. The ERP system does not see it. The silo effect between operations and quality contributes to the problem not being recognized. Top management is often just not interested in that activity. In our significant experience of all types of industries throughout the world we find that Quality Control (Q.C.) is the bottleneck in more than half of organizations. This is remarkable. One of the reasons that leads to Q.C. having too much work is the continual increase in the quantity and complexity of quality controls of products. This is true whatever the industry, whether it be aeronautics, software development, luxury goods manufacturing, or the food industry. Another contributing factor is that it is not so easy to manage the performance of Quality Control. How does one maintain the right balance between rigorous work and productivity? It is managerially difficult to accept some sort of time per part. For the same reason it is very difficult to define the proper capacity (the number of controllers) during the budgeting process. When estimating the workload management often falls into the trap of wishful thinking and estimates (hopes) that the quality will improve next year. And because it is not a value-added operation management tends to limit expenses in this domain. This situation has significant consequences in that vast majority of industries where quality is still problematic. Some companies such as Toyota Motor Manufacturing have, after decades of hard work, reached levels of right first-time quality of the order the 5 to 50 defective Parts Per Million (ppm) produced. But the majority of organizations are living with scrap rates over one hundred time worse…without good reason. We will argue that Good Theory Of Constraints, like Good Lean, includes outstanding levels of operational quality. We will discuss why having a bottleneck in the quality domain is a very bad situation. Why it is possibly the worse possible department in which to have a capacity constraint. We will present a number of solutions that can easily be applied to improve these sorts of bottlenecks and hence the Throughput of the company. We will present 8 recent examples from various industries: steel making, luxury watches, aeronautics, paint production, rocket manufacturing and the nuclear industry. We will conclude by saying that it happens often, that it is a very unhealthy situation, but that it is easy to fix and once fixed this will have extraordinary impact on the organizations performance in the short term and in the long term. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2877 |
Conference Proceedings |
Mondon, Caroline |
Implementing TOC at Scale, with Partners |
2022 |
Orlando, FL |
In an increasingly complex world, the ability of companies to adapt their skills is crucial for their survival and for the personal growth of their employees. The Demand Driven Skills Model (DDSM) allows companies to visually detect the missing skills and to quickly and systemically adapt in order to meet the challenges of a demand driven business. Much has been written about how to manage stock, time and resource capacity with a demand driven approach, but what about the people and skills that it takes to maintain and sustain a Demand Driven Adaptive Enterprise? Missing skills can slow down or even stop the flow, thus turning into a bottleneck. This presentation introduces the Demand Driven Skills Model (DDSM), which allows to decide where to locate and how to size skill buffers depending on priorities in order to better protect the flow in all departments of a company. Then, further innovations to implement a competitive strategy can be identified, prioritized and translated into requirements for the evolution of skills and new jobs. The DDSM includes 5 components: (1) position current skills and skill holes, (2) develop internal trainers able to maintain continuous improvement, (3) evaluate training priorities to fill skill holes when facing variability of demand, (4) introduce innovation, and (5) pull and adapt skills to support the strategy. Key elements are: - The four-level Multiskills Matrix (Student, Operational, Expert, Trainer) showing for each skill respectively 1, 2, 3 or 4 green squares for each employee performing this skill - A team of internal trainers collaborating with management - A color legend allowing to evaluate the risk for flow and to support innovations - The Competency Competitivity Plan describing the skills required to reach strategical targets over the next 3 years - Visual and continuous recognition of employees who expand their skills i.e. gaining new green squares The maturity of skills is analyzed along 3 types and 5 groups of processes: operational demand driven processes (Marketing-Sales & Supply Chain), supporting processes (Finance & HR) and a formalizing process (Total Quality). This analysis helps visualizing priorities for top management, e. g., hiring decisions or the allocation of financial resources to train employees in the strategic side of Sales & Operations Planning. During each Sales & Operations Planning cycle, top management can systematically update decisions regarding skills based on the evaluation of the priorities in these process groups. The DDSM is a proven visual, demand driven, systemic approach that contributes to managing the cultural change towards an adaptive and learning company. It can be applied in any size of flow focus business and type of industry. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2878 |
Conference Proceedings |
|
Implementing TOC at Scale, with Partners |
2022 |
Orlando, FL |
In an increasingly complex world, the ability of companies to adapt their skills is crucial for their survival and for the personal growth of their employees. The Demand Driven Skills Model (DDSM) allows companies to visually detect the missing skills and to quickly and systemically adapt in order to meet the challenges of a demand driven business. Much has been written about how to manage stock, time and resource capacity with a demand driven approach, but what about the people and skills that it takes to maintain and sustain a Demand Driven Adaptive Enterprise? Missing skills can slow down or even stop the flow, thus turning into a bottleneck. This presentation introduces the Demand Driven Skills Model (DDSM), which allows to decide where to locate and how to size skill buffers depending on priorities in order to better protect the flow in all departments of a company. Then, further innovations to implement a competitive strategy can be identified, prioritized and translated into requirements for the evolution of skills and new jobs. The DDSM includes 5 components: (1) position current skills and skill holes, (2) develop internal trainers able to maintain continuous improvement, (3) evaluate training priorities to fill skill holes when facing variability of demand, (4) introduce innovation, and (5) pull and adapt skills to support the strategy. Key elements are: - The four-level Multiskills Matrix (Student, Operational, Expert, Trainer) showing for each skill respectively 1, 2, 3 or 4 green squares for each employee performing this skill - A team of internal trainers collaborating with management - A color legend allowing to evaluate the risk for flow and to support innovations - The Competency Competitivity Plan describing the skills required to reach strategical targets over the next 3 years - Visual and continuous recognition of employees who expand their skills i.e. gaining new green squares The maturity of skills is analyzed along 3 types and 5 groups of processes: operational demand driven processes (Marketing-Sales & Supply Chain), supporting processes (Finance & HR) and a formalizing process (Total Quality). This analysis helps visualizing priorities for top management, e. g., hiring decisions or the allocation of financial resources to train employees in the strategic side of Sales & Operations Planning. During each Sales & Operations Planning cycle, top management can systematically update decisions regarding skills based on the evaluation of the priorities in these process groups. The DDSM is a proven visual, demand driven, systemic approach that contributes to managing the cultural change towards an adaptive and learning company. It can be applied in any size of flow focus business and type of industry. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2879 |
Conference Proceedings |
Murakami, Satoru |
An Introduction to the Demand Driven Adaptive Enterprise Model |
2022 |
Orlando, FL |
Dr. Goldratt has incorporated the concept of POOGI into the TOCs body of knowledge. Behind this is the Toyota Production System developed by Taiichi Ohno, who is loved by Dr. Goldratt. I n the Toyota Production System (lean production system), just-in-time and autonomation are defined as the two pillars. The foundation that supports these two pillars is the philosophy of three realism and continuous improvement (KAIZEN). Satoru Murakami has been providing consulting services using the TOC method in Japan for 20 years, has taught more than 100 KAIZEN activities and had achieved remarkable results such as Hitachi Tool introduced in Dr. Goldratts article Standing on the shoulders of giants. Satoru will try to introduce about Japanese styled KAIZEN and difference between other improvements. Actually, it is not well known that the meaning of Improvement and KAIZEN is very different. Improvement means to improve the current situation and make it better. So, in actual improvement activities, there are two types that emphasize, improvement that emphasizes making changes and producing Results and correctly recognizing the current situation Process. How is KAIZEN in TOYOTA rooted in Japanese culture different from improvement? Taiichi Ohno taught his subordinates: If you dont know the true cause, go to the site and see until you find out. This is the essence of the three realism of going to the site, seeing the real thing, and thinking in reality. However, in order for this three realism to work, there are extremely human-like points about how to evaluate people and what kind of relationships should be built between subordinates and bosses. In other words, it is necessary to turn that human beings are evaluated by results, to process including their approach. However, the expression evaluate not may be inappropriate and the expression work together will may be appropriate. This shift from result evaluation to process evaluation also supports that takes a long time to work on, and Japanese-styled KAIZEN activities. This presentation is based on 3rd step of 6 steps SOSOG, ‘Get on the giants shoulders. - Gain the historic perspective - understand the giants solution better than he did. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2880 |
Conference Proceedings |
|
An Introduction to the Demand Driven Adaptive Enterprise Model |
2022 |
Orlando, FL |
Dr. Goldratt has incorporated the concept of POOGI into the TOCs body of knowledge. Behind this is the Toyota Production System developed by Taiichi Ohno, who is loved by Dr. Goldratt. I n the Toyota Production System (lean production system), just-in-time and autonomation are defined as the two pillars. The foundation that supports these two pillars is the philosophy of three realism and continuous improvement (KAIZEN). Satoru Murakami has been providing consulting services using the TOC method in Japan for 20 years, has taught more than 100 KAIZEN activities and had achieved remarkable results such as Hitachi Tool introduced in Dr. Goldratts article Standing on the shoulders of giants. Satoru will try to introduce about Japanese styled KAIZEN and difference between other improvements. Actually, it is not well known that the meaning of Improvement and KAIZEN is very different. Improvement means to improve the current situation and make it better. So, in actual improvement activities, there are two types that emphasize, improvement that emphasizes making changes and producing Results and correctly recognizing the current situation Process. How is KAIZEN in TOYOTA rooted in Japanese culture different from improvement? Taiichi Ohno taught his subordinates: If you dont know the true cause, go to the site and see until you find out. This is the essence of the three realism of going to the site, seeing the real thing, and thinking in reality. However, in order for this three realism to work, there are extremely human-like points about how to evaluate people and what kind of relationships should be built between subordinates and bosses. In other words, it is necessary to turn that human beings are evaluated by results, to process including their approach. However, the expression evaluate not may be inappropriate and the expression work together will may be appropriate. This shift from result evaluation to process evaluation also supports that takes a long time to work on, and Japanese-styled KAIZEN activities. This presentation is based on 3rd step of 6 steps SOSOG, ‘Get on the giants shoulders. - Gain the historic perspective - understand the giants solution better than he did. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2881 |
Conference Proceedings |
Mycue, Alfredo |
Eight Uncomfortable Truths |
2022 |
Orlando, FL |
By standing on the shoulders of giants in public administration, business management, and the Theory of Constraints, this presentation centers upon the importance of governments ability to meet the needs of society by consistently producing quality public value. TOC has the ability to align goals, strategy, focus, behavior, and processes in the public sector, but many of the giants who developed these innovative concepts have never met the giants of public management; this presentation aims to change that and point the way forward for government. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2882 |
Conference Proceedings |
|
Eight Uncomfortable Truths |
2022 |
Orlando, FL |
By standing on the shoulders of giants in public administration, business management, and the Theory of Constraints, this presentation centers upon the importance of governments ability to meet the needs of society by consistently producing quality public value. TOC has the ability to align goals, strategy, focus, behavior, and processes in the public sector, but many of the giants who developed these innovative concepts have never met the giants of public management; this presentation aims to change that and point the way forward for government. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2883 |
Conference Proceedings |
Newbold, Rob |
Developing Superhero People Who Have Winning Mindsets, Long-Term Commitment and Always do Their Best Work |
2022 |
Orlando, FL |
TOC is a means of connecting local actions with a global goal. The premise behind TOC—the theory—is that if you have a goal, there are local actions you can take that will make a significant difference relative to the global goal. This is very empowering; it means each of us can make a difference. We have within us the power to build a future with no shortages. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2884 |
Conference Proceedings |
|
Developing Superhero People Who Have Winning Mindsets, Long-Term Commitment and Always do Their Best Work |
2022 |
Orlando, FL |
TOC is a means of connecting local actions with a global goal. The premise behind TOC—the theory—is that if you have a goal, there are local actions you can take that will make a significant difference relative to the global goal. This is very empowering; it means each of us can make a difference. We have within us the power to build a future with no shortages. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2885 |
Conference Proceedings |
Oliveira, Priscila |
Assumption Hacking: A TOC Thinking Masterclass |
2022 |
Orlando, FL |
Embraer, being an aeronautical company, needs excellent engineering resources. In addition to technical knowledge, we also need to have the right people at the right time during developments, that is, optimized resources. Within Embraer engineering, we have a strategy area that monitors the workforce for the coming years. The data is generated by the product engineering departments of the Business Units (BU) – Commercial, Defense and Executive – and support engineering – Testing, Software, Technological Development and Chief Engineer – in the programs under development and serialization, as well as by the Engineering Department itself. strategy for new developments. One of Engineerings strategic projects, called Inter BU, defined the objective of optimizing the use of Engineering resources, enabling alternatives to engage in new business opportunities or to meet the agreed deadline of critical commitments. Engineering resources are limited and must be properly distributed to leverage the companys overall results. Enable alternative engineering resources to address new business opportunities or meet critical commitments on time is critical and requires flexibility to ensure a high level of efficiency, and the five focusing steps of TOC has been an important methodology that helps us identify resource constraints both for the quantity and for the quality needed for the product portfolio. The Inter BU project mapped the process using this methodology a whole. We divided the project into 2 fronts: Front 1: Identify, simulate and optimize engineering resources to meet the OTD of resource-constrained projects. This front is based on the execution of activities through the CCPM. Front 2: Identify, Simulate, Optimize and Reallocate engineering resources to meet business demands in accordance with corporate strategy. Front addressed with a workshop where we use the Thinking Process to identify the root cause and guide the strategy. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2886 |
Conference Proceedings |
Silva, Webster Ramos |
Assumption Hacking: A TOC Thinking Masterclass |
2022 |
Orlando, FL |
Embraer, being an aeronautical company, needs excellent engineering resources. In addition to technical knowledge, we also need to have the right people at the right time during developments, that is, optimized resources. Within Embraer engineering, we have a strategy area that monitors the workforce for the coming years. The data is generated by the product engineering departments of the Business Units (BU) – Commercial, Defense and Executive – and support engineering – Testing, Software, Technological Development and Chief Engineer – in the programs under development and serialization, as well as by the Engineering Department itself. strategy for new developments. One of Engineerings strategic projects, called Inter BU, defined the objective of optimizing the use of Engineering resources, enabling alternatives to engage in new business opportunities or to meet the agreed deadline of critical commitments. Engineering resources are limited and must be properly distributed to leverage the companys overall results. Enable alternative engineering resources to address new business opportunities or meet critical commitments on time is critical and requires flexibility to ensure a high level of efficiency, and the five focusing steps of TOC has been an important methodology that helps us identify resource constraints both for the quantity and for the quality needed for the product portfolio. The Inter BU project mapped the process using this methodology a whole. We divided the project into 2 fronts: Front 1: Identify, simulate and optimize engineering resources to meet the OTD of resource-constrained projects. This front is based on the execution of activities through the CCPM. Front 2: Identify, Simulate, Optimize and Reallocate engineering resources to meet business demands in accordance with corporate strategy. Front addressed with a workshop where we use the Thinking Process to identify the root cause and guide the strategy. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2887 |
Conference Proceedings |
|
No Shortages Even in Volatile Demand Scenarios |
2022 |
Orlando, FL |
Embraer, being an aeronautical company, needs excellent engineering resources. In addition to technical knowledge, we also need to have the right people at the right time during developments, that is, optimized resources. Within Embraer engineering, we have a strategy area that monitors the workforce for the coming years. The data is generated by the product engineering departments of the Business Units (BU) – Commercial, Defense and Executive – and support engineering – Testing, Software, Technological Development and Chief Engineer – in the programs under development and serialization, as well as by the Engineering Department itself. strategy for new developments. One of Engineerings strategic projects, called Inter BU, defined the objective of optimizing the use of Engineering resources, enabling alternatives to engage in new business opportunities or to meet the agreed deadline of critical commitments. Engineering resources are limited and must be properly distributed to leverage the companys overall results. Enable alternative engineering resources to address new business opportunities or meet critical commitments on time is critical and requires flexibility to ensure a high level of efficiency, and the five focusing steps of TOC has been an important methodology that helps us identify resource constraints both for the quantity and for the quality needed for the product portfolio. The Inter BU project mapped the process using this methodology a whole. We divided the project into 2 fronts: Front 1: Identify, simulate and optimize engineering resources to meet the OTD of resource-constrained projects. This front is based on the execution of activities through the CCPM. Front 2: Identify, Simulate, Optimize and Reallocate engineering resources to meet business demands in accordance with corporate strategy. Front addressed with a workshop where we use the Thinking Process to identify the root cause and guide the strategy. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2888 |
Conference Proceedings |
Powell, James |
No Shortages Even in Volatile Demand Scenarios |
2022 |
Orlando, FL |
The opportunity, to implement TOC at scale in the Logistics Industry with Productivity Partners, requires that we can implement TOC at the speed of light using a series of Atomic Changes which are safe, understandable, and resistant to reversal. Analysis of Logistics many clients, simultaneously, using TOC at the Speed of Light produces a customized and co-authored implementation plan that is very consistent across an industry. It is then possible to execute those unique plans using standardized project chunks which we call Atomic Changes. Clients can assemble the atomic changes and execute their plans with strong and standardized guides, outcomes and measurements, to produce rapid, stable and measurable outcomes. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2889 |
Conference Proceedings |
|
Buffer Management in Context: Managing and Reducing Instability |
2022 |
Orlando, FL |
The opportunity, to implement TOC at scale in the Logistics Industry with Productivity Partners, requires that we can implement TOC at the speed of light using a series of Atomic Changes which are safe, understandable, and resistant to reversal. Analysis of Logistics many clients, simultaneously, using TOC at the Speed of Light produces a customized and co-authored implementation plan that is very consistent across an industry. It is then possible to execute those unique plans using standardized project chunks which we call Atomic Changes. Clients can assemble the atomic changes and execute their plans with strong and standardized guides, outcomes and measurements, to produce rapid, stable and measurable outcomes. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2890 |
Conference Proceedings |
Ptak, Carol |
Buffer Management in Context: Managing and Reducing Instability |
2022 |
Orlando, FL |
Businesses are dying faster than ever as they fail to drive adaptation to an increasingly more complex and volatile set of circumstances. Management is starving for relevant information, much of which is obscured and distorted by antiquated models, methods, rules and tools held over from decades past. What will it take to change this? This workshop reveals a new management framework that enables a flow-based system of management to drive return on investment performance and adaptation for sustainability and improvement in the longer range. The new framework is called the Demand Driven Adaptive Enterprise (DDAE) Model. The Demand Driven Adaptive Enterprise (DDAE) Model spans the operational, tactical and strategic ranges of an organization allowing it to continuously and successfully adapt to the complex and volatile supply chains we see today. It combines the fundamental principles of flow management with the emerging new science of complex adaptive systems (CAS). It is the way that successful businesses will work in the 21st Century. This half day workshop will prove a compelling need for change, demonstrate fundamental solution principles and reveal a blueprint to transform the entire enterprise. Businesses are dying faster than ever as they fail to drive adaptation to an increasingly more complex and volatile set of circumstances. Management is starving for relevant information, much of which is obscured and distorted by antiquated models, methods, rules and tools held over from decades past. What will it take to change this? This workshop reveals a new management framework that enables a flow-based system of management to drive return on investment performance and adaptation for sustainability and improvement in the longer range. The new framework is called the Demand Driven Adaptive Enterprise (DDAE) Model. The Demand Driven Adaptive Enterprise (DDAE) Model spans the operational, tactical and strategic ranges of an organization allowing it to continuously and successfully adapt to the complex and volatile supply chains we see today. It combines the fundamental principles of flow management with the emerging new science of complex adaptive systems (CAS). It is the way that successful businesses will work in the 21st Century. This half day workshop will prove a compelling need for change, demonstrate fundamental solution principles and reveal a blueprint to transform the entire enterprise. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2891 |
Conference Proceedings |
|
More Projects in Less Time |
2022 |
Orlando, FL |
Businesses are dying faster than ever as they fail to drive adaptation to an increasingly more complex and volatile set of circumstances. Management is starving for relevant information, much of which is obscured and distorted by antiquated models, methods, rules and tools held over from decades past. What will it take to change this? This workshop reveals a new management framework that enables a flow-based system of management to drive return on investment performance and adaptation for sustainability and improvement in the longer range. The new framework is called the Demand Driven Adaptive Enterprise (DDAE) Model. The Demand Driven Adaptive Enterprise (DDAE) Model spans the operational, tactical and strategic ranges of an organization allowing it to continuously and successfully adapt to the complex and volatile supply chains we see today. It combines the fundamental principles of flow management with the emerging new science of complex adaptive systems (CAS). It is the way that successful businesses will work in the 21st Century. This half day workshop will prove a compelling need for change, demonstrate fundamental solution principles and reveal a blueprint to transform the entire enterprise. Businesses are dying faster than ever as they fail to drive adaptation to an increasingly more complex and volatile set of circumstances. Management is starving for relevant information, much of which is obscured and distorted by antiquated models, methods, rules and tools held over from decades past. What will it take to change this? This workshop reveals a new management framework that enables a flow-based system of management to drive return on investment performance and adaptation for sustainability and improvement in the longer range. The new framework is called the Demand Driven Adaptive Enterprise (DDAE) Model. The Demand Driven Adaptive Enterprise (DDAE) Model spans the operational, tactical and strategic ranges of an organization allowing it to continuously and successfully adapt to the complex and volatile supply chains we see today. It combines the fundamental principles of flow management with the emerging new science of complex adaptive systems (CAS). It is the way that successful businesses will work in the 21st Century. This half day workshop will prove a compelling need for change, demonstrate fundamental solution principles and reveal a blueprint to transform the entire enterprise. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2892 |
Conference Proceedings |
Roff-Marsh, Justin |
More Projects in Less Time |
2022 |
Orlando, FL |
The entire customer interface for a typical industrial organization is outdated and dysfunctional. Justin will argue from first principles for a complete rethink of sales, engineering, and the design of the distribution model. Your senior management team wont like these truths. They wont necessarily argue that they are false, they just wont like the organization-wide implications of them. The good news is that your competitors management teams will like them even less! The better news is that if you have the resolve to transform your organization around these 8 truths, you will quickly open up an unassailable lead on your competitors. 1. Your Operations group should be responsible for revenue. Sales should focus exclusively on growth. 2. You should be optimizing for speed—not proximity—to customer. 3. You need to fix your partnerships (yep, theyre broken) to ensure clear demarcation lines between manufacturer and reseller. 4. You need to fix your engineering department (salespeople arent engineers and production engineers arent design engineers). 5. Your sales team should be selling programs, not products. 6. Your salespeople should be inside. Application engineers should be in the field. 7. Virtually all sales activity should be campaign (not account) based. 8. Salespeople should be paid salaries, not commissions (and performance should not be optional). |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2893 |
Conference Proceedings |
|
Its Not Complicated - Essentials: Successfully Schedule and Deliver a Portfolio of Complex Routings or Projects |
2022 |
Orlando, FL |
The entire customer interface for a typical industrial organization is outdated and dysfunctional. Justin will argue from first principles for a complete rethink of sales, engineering, and the design of the distribution model. Your senior management team wont like these truths. They wont necessarily argue that they are false, they just wont like the organization-wide implications of them. The good news is that your competitors management teams will like them even less! The better news is that if you have the resolve to transform your organization around these 8 truths, you will quickly open up an unassailable lead on your competitors. 1. Your Operations group should be responsible for revenue. Sales should focus exclusively on growth. 2. You should be optimizing for speed—not proximity—to customer. 3. You need to fix your partnerships (yep, theyre broken) to ensure clear demarcation lines between manufacturer and reseller. 4. You need to fix your engineering department (salespeople arent engineers and production engineers arent design engineers). 5. Your sales team should be selling programs, not products. 6. Your salespeople should be inside. Application engineers should be in the field. 7. Virtually all sales activity should be campaign (not account) based. 8. Salespeople should be paid salaries, not commissions (and performance should not be optional). |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2894 |
Conference Proceedings |
Saxton, Jarrod |
Its Not Complicated - Essentials: Successfully Schedule and Deliver a Portfolio of Complex Routings or Projects |
2022 |
Orlando, FL |
Advice and methods in the self-help and self-improvement industry are often vague or highly emotional and leave audiences with no lasting impact. Being involved in the self-help space, this gap became obvious to Jarrod when he discovered the Theory of Constraints (TOC). Jarrod sought to cross pollinate TOC principles into the self-help industry, to offer more reliable, long-term solutions for people looking to improve their lives. Drawing inspiration from the thinking process tools, Jarrod built 3 tools to meet the most common needs in the self-help space. Firstly, a life purpose and goal setting tool. One of the biggest problems with choosing a life direction or committing to long term goals, is that we change as people over time, and so our desires can change before we ever complete our more ambitious long-term goals. Goals that inspire us now, may not inspire us in 5 years time. Drawing principles from TOC and supply chain management demand forecasting, Jarrod built the Life Direction Analysis, which allows people to predict what goals they will continue to be interested in and motivated by long-term. Secondly, finding your greatest strength. Most methods for discovering strengths involve high level quizzes and personality tests but leave people with no clear direction on how to apply that strength in their work. Using the thinking process tool principles of logic structures, and combining them with principles in business process documentation, Jarrod created the Aptitude Analysis, which allows people to break down their greatest achievements and identify an underlying method they have been unconsciously using during those moments, so that method can be fully harnessed in their work. Lastly, developing a winners mindset to become more confident and have a positive outlook in life. There is a lot of information about improving your mindset in the self-help space, which is often given in the form of a long-winded book or presentation, and leaves people feeling like they need to practice for years to see a change. Jarrod consolidated this information into one simple logic structure with 9 key components. This is the Mindset Feedback Loop, giving people the ability to make quick shifts in their mindset in times of trouble or when making bold moves. Principles in TOC have been the foundation of these three tools and helped to bring a more practical and lasting approach to improving your life in the self-help space. This presentation uses the principles of TOC which will allow you to discover your greatest strength, improve your mindset, and set long-term goals you can commit to for 20+ years. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2895 |
Conference Proceedings |
|
Demonstrating an Advanced (Enterprise) CCPM Solution |
2022 |
Orlando, FL |
Advice and methods in the self-help and self-improvement industry are often vague or highly emotional and leave audiences with no lasting impact. Being involved in the self-help space, this gap became obvious to Jarrod when he discovered the Theory of Constraints (TOC). Jarrod sought to cross pollinate TOC principles into the self-help industry, to offer more reliable, long-term solutions for people looking to improve their lives. Drawing inspiration from the thinking process tools, Jarrod built 3 tools to meet the most common needs in the self-help space. Firstly, a life purpose and goal setting tool. One of the biggest problems with choosing a life direction or committing to long term goals, is that we change as people over time, and so our desires can change before we ever complete our more ambitious long-term goals. Goals that inspire us now, may not inspire us in 5 years time. Drawing principles from TOC and supply chain management demand forecasting, Jarrod built the Life Direction Analysis, which allows people to predict what goals they will continue to be interested in and motivated by long-term. Secondly, finding your greatest strength. Most methods for discovering strengths involve high level quizzes and personality tests but leave people with no clear direction on how to apply that strength in their work. Using the thinking process tool principles of logic structures, and combining them with principles in business process documentation, Jarrod created the Aptitude Analysis, which allows people to break down their greatest achievements and identify an underlying method they have been unconsciously using during those moments, so that method can be fully harnessed in their work. Lastly, developing a winners mindset to become more confident and have a positive outlook in life. There is a lot of information about improving your mindset in the self-help space, which is often given in the form of a long-winded book or presentation, and leaves people feeling like they need to practice for years to see a change. Jarrod consolidated this information into one simple logic structure with 9 key components. This is the Mindset Feedback Loop, giving people the ability to make quick shifts in their mindset in times of trouble or when making bold moves. Principles in TOC have been the foundation of these three tools and helped to bring a more practical and lasting approach to improving your life in the self-help space. This presentation uses the principles of TOC which will allow you to discover your greatest strength, improve your mindset, and set long-term goals you can commit to for 20+ years. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2896 |
Conference Proceedings |
Scheinkopf, Lisa |
Demonstrating an Advanced (Enterprise) CCPM Solution |
2022 |
Orlando, FL |
Assumption Hacking is a critical skill for solving problems, eliminating conflicts, learning from our mistakes, understanding others and understanding ourselves. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2897 |
Conference Proceedings |
|
Demonstrating an Advanced (Enterprise) CCPM Solution |
2022 |
Orlando, FL |
Assumption Hacking is a critical skill for solving problems, eliminating conflicts, learning from our mistakes, understanding others and understanding ourselves. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2898 |
Conference Proceedings |
Sinha, Dr. Rakesh |
Not Your Grandad Jonah's TP Tools |
2022 |
Orlando, FL |
Dynamic Buffer Management (DBM) was developed by Dr. Goldratt to ensure that product availability is protected against market demand fluctuations. Buffer size, trigger for buffer revision, frequency of buffer revision, and quantum of buffer change are the four important parameters which determine the effectiveness of DBM. DBM practices were developed when access to market demand data was limited, computing power was moderate, and application of AI/ML was still in its infancy. Now that we have access to faster, more frequent, and granular level demand data, computing power is higher, and AI/ML can be used effectively for short-term demand prediction, it is time to revisit our current practices of setting and revising the above four parameters to make DBM even more effective. Buffers are expected to be set at ‘maximum demand during average replenishment lead time (RLT), adjusted for supply reliability. Initial buffers are set using this formula and changes are made based on whether the actual inventory stays in the ‘Red or ‘Green zone for a specific time. If that happens, buffer is resized, either up or down, by a certain percentage point, which is 33% in most implementations. Such periodic quantum changes often cause stress on the supply side, which takes time to adjust to the new reality. In a retail scenario, for example, where demand is predictably low on weekdays and high on weekends, we end up setting buffers at the higher level throughout the week. We experimented with sticking to the definition of buffer size as ‘maximum demand during average RLT, adjusted for supply reliability. We used AI/ML based algorithms to predict short-term (RLT) demand at the most granular level where buffers are kept. These predictions were used to reset the buffer size and refreshed daily. This resulted in smaller and more frequent buffer changes, with smoother supplies. The results have been encouraging, with a substantial improvement in availability and reduction in overall inventory. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2899 |
Conference Proceedings |
|
Not Your Grandad Jonah's TP Tools |
2022 |
Orlando, FL |
Dynamic Buffer Management (DBM) was developed by Dr. Goldratt to ensure that product availability is protected against market demand fluctuations. Buffer size, trigger for buffer revision, frequency of buffer revision, and quantum of buffer change are the four important parameters which determine the effectiveness of DBM. DBM practices were developed when access to market demand data was limited, computing power was moderate, and application of AI/ML was still in its infancy. Now that we have access to faster, more frequent, and granular level demand data, computing power is higher, and AI/ML can be used effectively for short-term demand prediction, it is time to revisit our current practices of setting and revising the above four parameters to make DBM even more effective. Buffers are expected to be set at ‘maximum demand during average replenishment lead time (RLT), adjusted for supply reliability. Initial buffers are set using this formula and changes are made based on whether the actual inventory stays in the ‘Red or ‘Green zone for a specific time. If that happens, buffer is resized, either up or down, by a certain percentage point, which is 33% in most implementations. Such periodic quantum changes often cause stress on the supply side, which takes time to adjust to the new reality. In a retail scenario, for example, where demand is predictably low on weekdays and high on weekends, we end up setting buffers at the higher level throughout the week. We experimented with sticking to the definition of buffer size as ‘maximum demand during average RLT, adjusted for supply reliability. We used AI/ML based algorithms to predict short-term (RLT) demand at the most granular level where buffers are kept. These predictions were used to reset the buffer size and refreshed daily. This resulted in smaller and more frequent buffer changes, with smoother supplies. The results have been encouraging, with a substantial improvement in availability and reduction in overall inventory. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2900 |
Conference Proceedings |
Stratton, Roy |
Beyond Critical Chain |
2022 |
Orlando, FL |
Eli (Goldratt, 2009) distilled out the 4 concepts (principles) of flow by considering how the seminal innovations in manufacturing flow management were developed to embrace increasingly unstable environments. The absence of reference to ‘constraints highlights the more abstract nature of these principles that encompass lean and TOC thinking. The focus on flow and limiting over production with continuous improvement are largely self-evident, but alongside this he exposes the need for a paradigm shift in thinking often missing in such applications (principle 3: abolish local efficiency). This presentation seeks to illustrate and extend these findings acknowledging the importance of system-based management signaling tools and the management of aggregated buffers in increasingly unstable environments. The presentation also explores how the choice of mechanism combines the need to both manage and reduce variability and uncertainty. In more stable environments the emphasis is on reducing variation and uncertainty across the delivery system, but higher instability brings with it the opportunity to gain immediate benefits which is where TOC exploits the opportunity to focus and use aggregated buffers to first align and then reduce the impact of variability and uncertainty. The presentation considers how this understanding can be used to interpret and extend mechanisms such as Statistical Process Control, Kanban, Vendor Managed Inventory, the Last Planner System and Buffer Management in a health and social care setting. Finally, the presentation identifies the growing need to hybridize and adjust the choice of mechanism where the nature and level of instability changes over time. References Goldratt, (2009), Standing on the shoulders of Giants: Production concepts versus production applications The Hitachi Tool Engineering Example, Goldratt Consulting. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2901 |
Conference Proceedings |
|
Beyond Critical Chain |
2022 |
Orlando, FL |
Eli (Goldratt, 2009) distilled out the 4 concepts (principles) of flow by considering how the seminal innovations in manufacturing flow management were developed to embrace increasingly unstable environments. The absence of reference to ‘constraints highlights the more abstract nature of these principles that encompass lean and TOC thinking. The focus on flow and limiting over production with continuous improvement are largely self-evident, but alongside this he exposes the need for a paradigm shift in thinking often missing in such applications (principle 3: abolish local efficiency). This presentation seeks to illustrate and extend these findings acknowledging the importance of system-based management signaling tools and the management of aggregated buffers in increasingly unstable environments. The presentation also explores how the choice of mechanism combines the need to both manage and reduce variability and uncertainty. In more stable environments the emphasis is on reducing variation and uncertainty across the delivery system, but higher instability brings with it the opportunity to gain immediate benefits which is where TOC exploits the opportunity to focus and use aggregated buffers to first align and then reduce the impact of variability and uncertainty. The presentation considers how this understanding can be used to interpret and extend mechanisms such as Statistical Process Control, Kanban, Vendor Managed Inventory, the Last Planner System and Buffer Management in a health and social care setting. Finally, the presentation identifies the growing need to hybridize and adjust the choice of mechanism where the nature and level of instability changes over time. References Goldratt, (2009), Standing on the shoulders of Giants: Production concepts versus production applications The Hitachi Tool Engineering Example, Goldratt Consulting. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2902 |
Conference Proceedings |
Techt, Uwe |
What to Invest in Technology or Benefits? - How an ATV Master Distributor Reimagined its Supply Chain |
2022 |
Orlando, FL |
Critical Chain Project Management has been used for decades to realize extraordinary performance gains in single and multi-project environments. Time and again, we find that the potential performance leaps are compromised by the fact that the necessary paradigm shifts are accepted and confirmed by principle, but then not actually implemented, or only partially implemented. For example: The need for WIP reduction is accepted. However, instead of freezing projects, only a (sometimes even clear) strategic prioritization of projects is made - assuming that the people in the company will then implement the higher-priority projects on their own accord in an accelerated manner and defer the lower-priority projects. The need to bundle collateral is accepted. Nevertheless, project managers feel compelled to fix (many) deadlines (for milestones and individual tasks) in order to keep their project under control and to be able to demand binding participation from resources and external partners. Other examples are too precise planning - more precise than the noise of the world - and too much interference in the self-organization of the people and organizations involved. Another impairing factor is the tendency to continue with implementation even when a previous transformation step has not yet been fully implemented and has not yet produced its expected effect. In our estimation, these unproductive approaches result from the established ways of thinking and acting in the company (and among the people) (especially the socialization to local optimization, not being allowed to make mistakes and the search for culprits) as well as the repeatedly observed tendency to make compromises, which often seems easier than solving emerging dilemmas and conflicts at the root. In this presentation, we show how companies (and the consultants supporting them) can succeed in deriving full benefit from critical chain project management. We uncover common mistakes and show simple solutions to recurring challenges. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2903 |
Conference Proceedings |
|
What to Invest in Technology or Benefits? - How an ATV Master Distributor Reimagined its Supply Chain |
2022 |
Orlando, FL |
Critical Chain Project Management has been used for decades to realize extraordinary performance gains in single and multi-project environments. Time and again, we find that the potential performance leaps are compromised by the fact that the necessary paradigm shifts are accepted and confirmed by principle, but then not actually implemented, or only partially implemented. For example: The need for WIP reduction is accepted. However, instead of freezing projects, only a (sometimes even clear) strategic prioritization of projects is made - assuming that the people in the company will then implement the higher-priority projects on their own accord in an accelerated manner and defer the lower-priority projects. The need to bundle collateral is accepted. Nevertheless, project managers feel compelled to fix (many) deadlines (for milestones and individual tasks) in order to keep their project under control and to be able to demand binding participation from resources and external partners. Other examples are too precise planning - more precise than the noise of the world - and too much interference in the self-organization of the people and organizations involved. Another impairing factor is the tendency to continue with implementation even when a previous transformation step has not yet been fully implemented and has not yet produced its expected effect. In our estimation, these unproductive approaches result from the established ways of thinking and acting in the company (and among the people) (especially the socialization to local optimization, not being allowed to make mistakes and the search for culprits) as well as the repeatedly observed tendency to make compromises, which often seems easier than solving emerging dilemmas and conflicts at the root. In this presentation, we show how companies (and the consultants supporting them) can succeed in deriving full benefit from critical chain project management. We uncover common mistakes and show simple solutions to recurring challenges. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2904 |
Conference Proceedings |
Thompson, John |
What to Invest in Technology or Benefits? - How an ATV Master Distributor Reimagined its Supply Chain |
2022 |
Orlando, FL |
This presentation will address essential elements required at each stage in Planning, Scheduling, Executing, and Analyzing a Portfolio of Projects, no matter the simplicity or complexity of the scheduling environment. Scheduling need not be complicated. TOC has proven this in many environments. Sophistication does not mean additional value; it means more confusion and slow adoption. Simplicity is required to transfer knowledge and the wide adoption of any method. This presentation covers the basics of sharing sufficient knowledge necessary to stabilize a chaotic scheduling environment, shorten lead times, and deliver on-time. Standard Operating Procedures (SOPs) can easily create conflict across departments and functions without the basic knowledge widely adopted in both span and depth, as departmental self-interest and even self-preservation is prevalent. Technology, Metrics, and SOPs must be synchronized in real-time and dynamic as environments change. Without this framework, Management will be stressed turning around to fix and pacify the resulting friction within the operations. Breaking the Planning, Scheduling, Execution, and POOGI into a repetitive process creates stability and the platform for significant growth. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2905 |
Conference Proceedings |
|
Learning from Failure and various Giants. TOC & CCPM is necessary but not sufficient for Product & Service Development project |
2022 |
Orlando, FL |
This presentation will address essential elements required at each stage in Planning, Scheduling, Executing, and Analyzing a Portfolio of Projects, no matter the simplicity or complexity of the scheduling environment. Scheduling need not be complicated. TOC has proven this in many environments. Sophistication does not mean additional value; it means more confusion and slow adoption. Simplicity is required to transfer knowledge and the wide adoption of any method. This presentation covers the basics of sharing sufficient knowledge necessary to stabilize a chaotic scheduling environment, shorten lead times, and deliver on-time. Standard Operating Procedures (SOPs) can easily create conflict across departments and functions without the basic knowledge widely adopted in both span and depth, as departmental self-interest and even self-preservation is prevalent. Technology, Metrics, and SOPs must be synchronized in real-time and dynamic as environments change. Without this framework, Management will be stressed turning around to fix and pacify the resulting friction within the operations. Breaking the Planning, Scheduling, Execution, and POOGI into a repetitive process creates stability and the platform for significant growth. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2906 |
Conference Proceedings |
Thompson, John |
Learning from Failure and various Giants. TOC & CCPM is necessary but not sufficient for Product & Service Development project |
2022 |
Orlando, FL |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, Artificial Intelligence Machine Learning; providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. As innovative and powerful as CCPM was, focusing on planning and scheduling, it did not address the very important element of cost. Perhaps this omission along with the required rigor in planning, limited CCPM from a wider acceptance. Since then, the CCPM software solutions that were developed have addressed these limitations and have significantly contributed to a much wider acceptance of CCPM. Now, Exepron, building on the shoulders of giants and leveraging the advancement of technology has developed a powerful, CCPM based business solution. Attendees will see the thinking behind this evolutionary approach and a live demonstration of the software. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2907 |
Conference Proceedings |
Walsh, Danny |
The TOC Solution to Warehousing |
2022 |
Orlando, FL |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, Artificial Intelligence Machine Learning; providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. As innovative and powerful as CCPM was, focusing on planning and scheduling, it did not address the very important element of cost. Perhaps this omission along with the required rigor in planning, limited CCPM from a wider acceptance. Since then, the CCPM software solutions that were developed have addressed these limitations and have significantly contributed to a much wider acceptance of CCPM. Now, Exepron, building on the shoulders of giants and leveraging the advancement of technology has developed a powerful, CCPM based business solution. Attendees will see the thinking behind this evolutionary approach and a live demonstration of the software. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2908 |
Conference Proceedings |
|
The TOC Solution to Warehousing |
2022 |
Orlando, FL |
Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, Artificial Intelligence Machine Learning; providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. As innovative and powerful as CCPM was, focusing on planning and scheduling, it did not address the very important element of cost. Perhaps this omission along with the required rigor in planning, limited CCPM from a wider acceptance. Since then, the CCPM software solutions that were developed have addressed these limitations and have significantly contributed to a much wider acceptance of CCPM. Now, Exepron, building on the shoulders of giants and leveraging the advancement of technology has developed a powerful, CCPM based business solution. Attendees will see the thinking behind this evolutionary approach and a live demonstration of the software. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2909 |
Conference Proceedings |
Thorby, Peter |
How Large Corporates Can Implement Change Effectively |
2022 |
Orlando, FL |
Everybody in the TOC community is wondering why there is not a bigger uptake of TOC by the industries worldwide. And here I am wondering why there isnt a bigger uptake of TP use within the TOC community… There is nothing wrong with Grandad Jonahs TP tools, but to have value something has to be useful, usable, and used. TP tools overcompensate when it comes to usefulness, but they decline in the usability department and fall off the cliff when it comes to being used. The obsession with being technically correct has alienated the tools too far into the world of academics and out of the sphere of practitioners. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2910 |
Conference Proceedings |
|
How Large Corporates Can Implement Change Effectively |
2022 |
Orlando, FL |
Everybody in the TOC community is wondering why there is not a bigger uptake of TOC by the industries worldwide. And here I am wondering why there isnt a bigger uptake of TP use within the TOC community… There is nothing wrong with Grandad Jonahs TP tools, but to have value something has to be useful, usable, and used. TP tools overcompensate when it comes to usefulness, but they decline in the usability department and fall off the cliff when it comes to being used. The obsession with being technically correct has alienated the tools too far into the world of academics and out of the sphere of practitioners. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2911 |
Conference Proceedings |
Walsh, Danny |
How Large Corporates Can Implement Change Effectively |
2022 |
Orlando, FL |
So what is constraining CCPM from becoming the irrefutable preferred project management and Business solution? This presentation will boldly go BEYOND CRITICAL CHAIN. The positive impact of Dr. Goldratts Critical Chain project management (CCPM) solution in every possible environment has been well documented. In fact, it is being used by companies that previously did not view their operations as project management. It introduced the concept of rigorous rules for planning and executing work content while recognizing and treating the required resources with equal importance as the work content. So that the schedule considered both work and the required resources. As innovative and powerful as CCPM was, focusing on planning and scheduling, it did not address the very important element of cost. Perhaps this omission along with the required rigor in planning, limited CCPM from a wider acceptance. Since then, the CCPM software solutions that were developed have addressed these limitations and have significantly contributed to a much wider acceptance of CCPM. Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, Artificial Intelligence Machine Learning; providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. So, what is constraining CCPM from becoming the irrefutable preferred project management and Business solution? Many theories exist, expert pontifications and overall bewilderment abound. So, perhaps we collectively must dig deeper to discover the cause. Identifying the cause should point us to the breakthrough course of action. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2912 |
Conference Proceedings |
|
The Productivity Challenges and Opportunities in Global Supply Chain |
2022 |
Orlando, FL |
So what is constraining CCPM from becoming the irrefutable preferred project management and Business solution? This presentation will boldly go BEYOND CRITICAL CHAIN. The positive impact of Dr. Goldratts Critical Chain project management (CCPM) solution in every possible environment has been well documented. In fact, it is being used by companies that previously did not view their operations as project management. It introduced the concept of rigorous rules for planning and executing work content while recognizing and treating the required resources with equal importance as the work content. So that the schedule considered both work and the required resources. As innovative and powerful as CCPM was, focusing on planning and scheduling, it did not address the very important element of cost. Perhaps this omission along with the required rigor in planning, limited CCPM from a wider acceptance. Since then, the CCPM software solutions that were developed have addressed these limitations and have significantly contributed to a much wider acceptance of CCPM. Critical Chain (CCPM) software has evolved, providing a much fuller Business Solution. Leveraging Big Data Analytics, Artificial Intelligence Machine Learning; providing real time Intelligence, at the Project, Portfolio and now at the Enterprise level. Connectivity via the Cloud, interfacing with other software solutions and databases using APIs (Application Programing Interfaces) is now available. So, what is constraining CCPM from becoming the irrefutable preferred project management and Business solution? Many theories exist, expert pontifications and overall bewilderment abound. So, perhaps we collectively must dig deeper to discover the cause. Identifying the cause should point us to the breakthrough course of action. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2913 |
Conference Proceedings |
Warchalowski, Jack |
The Productivity Challenges and Opportunities in Global Supply Chain |
2022 |
Orlando, FL |
Isolation requirements of the pandemic environment created a unique opportunity to enjoy outdoor activities and generated an additional need for supporting equipment. One of the North American based All-Terrain Vehicle (ATV) equipment master distributors was faced with an unprecedented business challenge of exceptional demand for their products. Trying to support booming market demand and grow their dealer base at the same time, turned out to be next to impossible without a significant investment in the Supply Chain Management software. In addition to a sizable money requirement for the software, finding the right IT skillset and long implementation timeframe created seemingly unsurmountable obstacles. In 2022, the corporation was introduced to the DDR Material Data Feed, a Supply Chain Management Outsourcing Service, supported by the TOC-based RoadRunner software and provided by CMS Montera. DDR Data Feed enables organizations to increase revenue, reduce costs, minimize shortages and working capital requirements by providing Supply Chain Management services and cloud-based software - all set up within a couple of months. There is no need for an upfront IT investment, no challenging training sessions, no need for additional IT infrastructure or personnel. If this sounds intriguing, please attend our session describing how this ATV / UTV Master Distributor set the stage for its future growth by combining our DDR Data Feed Service with an Un-Refusable Offer to its North American dealerships base. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2914 |
Conference Proceedings |
Patrick, Duncan |
The New 7 Questions for Technology (7QT): And the Search for Hidden TOC Treasure |
2022 |
Orlando, FL |
Isolation requirements of the pandemic environment created a unique opportunity to enjoy outdoor activities and generated an additional need for supporting equipment. One of the North American based All-Terrain Vehicle (ATV) equipment master distributors was faced with an unprecedented business challenge of exceptional demand for their products. Trying to support booming market demand and grow their dealer base at the same time, turned out to be next to impossible without a significant investment in the Supply Chain Management software. In addition to a sizable money requirement for the software, finding the right IT skillset and long implementation timeframe created seemingly unsurmountable obstacles. In 2022, the corporation was introduced to the DDR Material Data Feed, a Supply Chain Management Outsourcing Service, supported by the TOC-based RoadRunner software and provided by CMS Montera. DDR Data Feed enables organizations to increase revenue, reduce costs, minimize shortages and working capital requirements by providing Supply Chain Management services and cloud-based software - all set up within a couple of months. There is no need for an upfront IT investment, no challenging training sessions, no need for additional IT infrastructure or personnel. If this sounds intriguing, please attend our session describing how this ATV / UTV Master Distributor set the stage for its future growth by combining our DDR Data Feed Service with an Un-Refusable Offer to its North American dealerships base. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2915 |
Conference Proceedings |
|
The New 7 Questions for Technology (7QT): And the Search for Hidden TOC Treasure |
2022 |
Orlando, FL |
Isolation requirements of the pandemic environment created a unique opportunity to enjoy outdoor activities and generated an additional need for supporting equipment. One of the North American based All-Terrain Vehicle (ATV) equipment master distributors was faced with an unprecedented business challenge of exceptional demand for their products. Trying to support booming market demand and grow their dealer base at the same time, turned out to be next to impossible without a significant investment in the Supply Chain Management software. In addition to a sizable money requirement for the software, finding the right IT skillset and long implementation timeframe created seemingly unsurmountable obstacles. In 2022, the corporation was introduced to the DDR Material Data Feed, a Supply Chain Management Outsourcing Service, supported by the TOC-based RoadRunner software and provided by CMS Montera. DDR Data Feed enables organizations to increase revenue, reduce costs, minimize shortages and working capital requirements by providing Supply Chain Management services and cloud-based software - all set up within a couple of months. There is no need for an upfront IT investment, no challenging training sessions, no need for additional IT infrastructure or personnel. If this sounds intriguing, please attend our session describing how this ATV / UTV Master Distributor set the stage for its future growth by combining our DDR Data Feed Service with an Un-Refusable Offer to its North American dealerships base. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2916 |
Conference Proceedings |
Watanabe, Kaoru |
A New Use for Fever Charts to Protect and Speed Up Projects |
2022 |
Orlando, FL |
It is well known that difficulties to utilize CCPM for Product & Service Development projects and we experienced a lot of failures or poor results. Kaoru presents, based on his lessons learned from failure, misunderstanding and wrong assumptions causes such failure, and useful knowledge to overcome various obstacles. Most of Product & Service Development projects are SOFT projects that involve cooperation in learning exchanges, expert advice, economic and trade development, and information exchange. In Many cases, project process includes experiment process, iterative or incremental process. If Kaorus understanding and observation is reasonable, the original CCPM is designed to support HARD projects and many of TOC practitioners do not have enough knowledge to utilize CCPM while accommodating the nature of SOFT projects In this presentation, Kaoru illustrates the nature of SOFT project and difficulties to utilize CCPM for SOFT project. He also shares his Learning from Failure and various Giants Since his clients do not permit to disclose the name of the client and detail of the projects, he will not provide actual case studies, but he will present essential information based on the reality extracted from 50+ projects, about 1) project outline 2) difficulties & failure 3) causes & reasons 4) practical knowledge to overcome obstacles, and 5) Success by combination of CCPM and other knowledge or methodologies. In this presentation Kaoru emphasizes that he learned all knowledge to overcome obstacle from existing knowledge about Project Management, Operations Research and TOC. He did not invent new knowledge nor methodology. Precise understanding of boundary and assumptions of TOC and open mind to learn from failure and outside of TOC leaded him to achieve meaningful result of CCPM in SOFT projects environment. He also emphasizes TOC and CCPM is practical and powerful in SOFT projects environment. Even in agile development such as SCRUM or DevOps, the concept of Constrains, Flow, and Buffer Management (including fever chart concept) are the essential and practical knowledge to realize GOOD FLOW of the projects. He concludes his presentation by his idea about key success factor Learning from Failure and various Giants. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2917 |
Conference Proceedings |
|
A New Use for Fever Charts to Protect and Speed Up Projects |
2022 |
Orlando, FL |
It is well known that difficulties to utilize CCPM for Product & Service Development projects and we experienced a lot of failures or poor results. Kaoru presents, based on his lessons learned from failure, misunderstanding and wrong assumptions causes such failure, and useful knowledge to overcome various obstacles. Most of Product & Service Development projects are SOFT projects that involve cooperation in learning exchanges, expert advice, economic and trade development, and information exchange. In Many cases, project process includes experiment process, iterative or incremental process. If Kaorus understanding and observation is reasonable, the original CCPM is designed to support HARD projects and many of TOC practitioners do not have enough knowledge to utilize CCPM while accommodating the nature of SOFT projects In this presentation, Kaoru illustrates the nature of SOFT project and difficulties to utilize CCPM for SOFT project. He also shares his Learning from Failure and various Giants Since his clients do not permit to disclose the name of the client and detail of the projects, he will not provide actual case studies, but he will present essential information based on the reality extracted from 50+ projects, about 1) project outline 2) difficulties & failure 3) causes & reasons 4) practical knowledge to overcome obstacles, and 5) Success by combination of CCPM and other knowledge or methodologies. In this presentation Kaoru emphasizes that he learned all knowledge to overcome obstacle from existing knowledge about Project Management, Operations Research and TOC. He did not invent new knowledge nor methodology. Precise understanding of boundary and assumptions of TOC and open mind to learn from failure and outside of TOC leaded him to achieve meaningful result of CCPM in SOFT projects environment. He also emphasizes TOC and CCPM is practical and powerful in SOFT projects environment. Even in agile development such as SCRUM or DevOps, the concept of Constrains, Flow, and Buffer Management (including fever chart concept) are the essential and practical knowledge to realize GOOD FLOW of the projects. He concludes his presentation by his idea about key success factor Learning from Failure and various Giants. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2918 |
Conference Proceedings |
Watt, Andy |
Projects and Operations, Value and Results |
2022 |
Orlando, FL |
This presentation will show how the Warehouse Strategy and Tactics Tree has led to some fantastic results... with clients smashing their initial targets. Typically, clients can find enough space in the warehouse and capacity in the people to deliver over 20% more sales without adding any additional people or space, by building robust processes and systems to: • Increase OTIF (push out cut-off time) • Increase and manage the resource capacity • Increase the warehouse space • Increase the productivity • Indicate early decisions • Focus improvements. Using case studies, this presentation will show you how clients have implemented with great results. It is well known that Constraint Obsessions is key to getting more out of the business, so by identifying the constraint and implementing Constraint Obsession and Specialization in the warehouse, the clients can ensure they are working in the right sequence, are never starved of work, and adopt a focus and finish approach. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2919 |
Conference Proceedings |
|
Projects and Operations, Value and Results |
2022 |
Orlando, FL |
This presentation will show how the Warehouse Strategy and Tactics Tree has led to some fantastic results... with clients smashing their initial targets. Typically, clients can find enough space in the warehouse and capacity in the people to deliver over 20% more sales without adding any additional people or space, by building robust processes and systems to: • Increase OTIF (push out cut-off time) • Increase and manage the resource capacity • Increase the warehouse space • Increase the productivity • Indicate early decisions • Focus improvements. Using case studies, this presentation will show you how clients have implemented with great results. It is well known that Constraint Obsessions is key to getting more out of the business, so by identifying the constraint and implementing Constraint Obsession and Specialization in the warehouse, the clients can ensure they are working in the right sequence, are never starved of work, and adopt a focus and finish approach. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2920 |
Conference Proceedings |
Watt, Andy |
The Unique Contribution of Theory of Constraints to Project Management |
2022 |
Orlando, FL |
In 2014, BAE Systems Australia faced a challenge in its Lead-In Fighter program. Critical Chain was identified as a methodology that had some credence and believability. The implementation saw an increase from 40% to 100% in on-time delivery. The success of this pilot has led to a need to embed a BAE Systems – Systems-Based Way of Working to enhance our reputation for delivery. This presentation will talk through: • The BAE Systems – Systems-based Way of Working – how we have defined this, got agreement across the organization and are embedding it • The collaborative approach we have adopted to provide mentoring, tools and resources to effect the change • How we have developed a Learn from the Masters strategy • How we have created the internal capability • How we have used the Strategy and Tactics Tree to drive change • How we have achieved cross-functional alignment to achieve Operational Excellence • The results achieved, so far… • The challenges of sustaining the methodology. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2921 |
Conference Proceedings |
White, Simon |
The Unique Contribution of Theory of Constraints to Project Management |
2022 |
Orlando, FL |
In 2014, BAE Systems Australia faced a challenge in its Lead-In Fighter program. Critical Chain was identified as a methodology that had some credence and believability. The implementation saw an increase from 40% to 100% in on-time delivery. The success of this pilot has led to a need to embed a BAE Systems – Systems-Based Way of Working to enhance our reputation for delivery. This presentation will talk through: • The BAE Systems – Systems-based Way of Working – how we have defined this, got agreement across the organization and are embedding it • The collaborative approach we have adopted to provide mentoring, tools and resources to effect the change • How we have developed a Learn from the Masters strategy • How we have created the internal capability • How we have used the Strategy and Tactics Tree to drive change • How we have achieved cross-functional alignment to achieve Operational Excellence • The results achieved, so far… • The challenges of sustaining the methodology. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2922 |
Conference Proceedings |
|
Flow at Work on the shop floor at Bruns |
2022 |
Orlando, FL |
In 2014, BAE Systems Australia faced a challenge in its Lead-In Fighter program. Critical Chain was identified as a methodology that had some credence and believability. The implementation saw an increase from 40% to 100% in on-time delivery. The success of this pilot has led to a need to embed a BAE Systems – Systems-Based Way of Working to enhance our reputation for delivery. This presentation will talk through: • The BAE Systems – Systems-based Way of Working – how we have defined this, got agreement across the organization and are embedding it • The collaborative approach we have adopted to provide mentoring, tools and resources to effect the change • How we have developed a Learn from the Masters strategy • How we have created the internal capability • How we have used the Strategy and Tactics Tree to drive change • How we have achieved cross-functional alignment to achieve Operational Excellence • The results achieved, so far… • The challenges of sustaining the methodology. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2923 |
Conference Proceedings |
White, Richard |
Flow at Work on the shop floor at Bruns |
2022 |
Orlando, FL |
The global logistics industry has its origins in sail and horse and cart and while these modes of transport have long since been replaced, many of the work practices of the industry still have carry over from those days. International trade, in particular, is controlled by the myriad of regulations that governments have implemented which adds additional inertia to improving productivity. Today, the industry is still very much mired in cost world thinking, where margins on individual shipments and trade lanes are dominant. Making a meaningful change to the productivity of global supply chains will require considered thought, innovation and massive action on a global scale. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2924 |
Conference Proceedings |
|
Flow at Work on the shop floor at Bruns |
2022 |
Orlando, FL |
The global logistics industry has its origins in sail and horse and cart and while these modes of transport have long since been replaced, many of the work practices of the industry still have carry over from those days. International trade, in particular, is controlled by the myriad of regulations that governments have implemented which adds additional inertia to improving productivity. Today, the industry is still very much mired in cost world thinking, where margins on individual shipments and trade lanes are dominant. Making a meaningful change to the productivity of global supply chains will require considered thought, innovation and massive action on a global scale. |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2925 |
Conference Proceedings |
Zultner, Richard |
Flow at Work on the shop floor at Bruns |
2022 |
Orlando, FL |
A hidden treasure lies in Eli Goldratts business novel Necessary But Not Sufficient [2000]… The 6QNT. So why arent they better known? Or more widely used? |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2926 |
Conference Proceedings |
|
Project Management with a Twist: Insights from the Custom Manufacturing World |
2022 |
Orlando, FL |
A hidden treasure lies in Eli Goldratts business novel Necessary But Not Sufficient [2000]… The 6QNT. So why arent they better known? Or more widely used? |
|
https://www.tocico.org/page/2022ConferenceProceedings |
| 2927 |
Conference Proceedings |
Anselmo, Ricardo |
Project Management with a Twist: Insights from the Custom Manufacturing World |
2023 |
Online |
This presentation shows how a fever chart is used, as a starting point to answer practical answers, such as: |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2928 |
Conference Proceedings |
|
Project Management with a Twist: Insights from the Custom Manufacturing World |
2023 |
Online |
This presentation shows how a fever chart is used, as a starting point to answer practical answers, such as: |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2929 |
Conference Proceedings |
Baptista, Humberto |
Critical Chain Deployment in New Product Development |
2023 |
Online |
In the vast majority of project environments, there is fierce competition for resources not among projects but between projects and non-project activities. Even well-executed TOC / CCPM implementations may fail to yield significant results if this aspect is not properly handled. In this presentation, well explore a comprehensive framework to organize the flow of activities (project and non-project ones alike) and how this will, in turn, support project management and how both are connected to the financial results of companies. Well explore an example scenario from a software company and then explore how this can be implemented in any project-performing environment. Well explore critical elements of the TOC solutions, like WIP limiting, buffer management, and due date setting. Then well move into how a properly integrated management of projects and operations impacts Throughput, Investment, and Operating Expenses through the TOC Financial Compass. Well conclude by presenting a comprehensive view of how each action can contribute to either company value or client value or both. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2930 |
Conference Proceedings |
|
Critical Chain Deployment in New Product Development |
2023 |
Online |
In the vast majority of project environments, there is fierce competition for resources not among projects but between projects and non-project activities. Even well-executed TOC / CCPM implementations may fail to yield significant results if this aspect is not properly handled. In this presentation, well explore a comprehensive framework to organize the flow of activities (project and non-project ones alike) and how this will, in turn, support project management and how both are connected to the financial results of companies. Well explore an example scenario from a software company and then explore how this can be implemented in any project-performing environment. Well explore critical elements of the TOC solutions, like WIP limiting, buffer management, and due date setting. Then well move into how a properly integrated management of projects and operations impacts Throughput, Investment, and Operating Expenses through the TOC Financial Compass. Well conclude by presenting a comprehensive view of how each action can contribute to either company value or client value or both. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2931 |
Conference Proceedings |
Barnard, Alan |
Implementing CCPM with Big Corporate Clients Without Using Software |
2023 |
Online |
Theory of Constraints has made two unique contributions to operations and project management. Firstly, that you cannot ignore system constraint(s) when making commitments and decisions. Secondly, how you consider system constraints, especially capacity constraints can make a BIG difference. How you consider constraints mean how we use knowledge of internal and external constraint(s) to control the release of work, to allocate capacity, to prioritize work, to achieve ongoing improvement. In this presentation, Dr. Barnard will use a simple Project Example to firstly show the main reason WHY most traditional planning and execution methods like Critical Path do not consider constraints within making commitments and decisions (it is not because of ignorance) and WHAT the major negative consequences of assuming Enough resources can have. And secondly, with this simple example, Dr. Barnard will show how much of a difference it can make on HOW we consider capacity constraints when we resolve resource contention. We can resolve resource contention with forward vs. backward scheduling and can also with different prioritization mechanisms when we do it. How much of a difference can the HOW make? The results are both shocking and exciting. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2932 |
Conference Proceedings |
|
Implementing CCPM with Big Corporate Clients Without Using Software |
2023 |
Online |
Theory of Constraints has made two unique contributions to operations and project management. Firstly, that you cannot ignore system constraint(s) when making commitments and decisions. Secondly, how you consider system constraints, especially capacity constraints can make a BIG difference. How you consider constraints mean how we use knowledge of internal and external constraint(s) to control the release of work, to allocate capacity, to prioritize work, to achieve ongoing improvement. In this presentation, Dr. Barnard will use a simple Project Example to firstly show the main reason WHY most traditional planning and execution methods like Critical Path do not consider constraints within making commitments and decisions (it is not because of ignorance) and WHAT the major negative consequences of assuming Enough resources can have. And secondly, with this simple example, Dr. Barnard will show how much of a difference it can make on HOW we consider capacity constraints when we resolve resource contention. We can resolve resource contention with forward vs. backward scheduling and can also with different prioritization mechanisms when we do it. How much of a difference can the HOW make? The results are both shocking and exciting. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2933 |
Conference Proceedings |
Burgmans, Bo |
Implementing CCPM with Big Corporate Clients Without Using Software |
2023 |
Online |
Bruns is a developer and producer of top-notch exhibitions and exhibits, making stories tangible and creating unforgettable memories through the combination of curiosity, modern craftsmanship and technical creativity. Bruns has been active in the museum world since 1963 and is today delivering projects for science canters, visitor, and information canters, and delivering brand experiences. Worldwide. In this presentation, Bo Burgmans, Managing Director at Bruns and Gijs Andrea, Managing Director at the Better Results Group, will share their journey with the implementation of Critical Chain to manage the Bruns projects and project portfolio and how the principles of Flow are applied also on the shop-floor and in their production process allowing Bruns to improve the entire production and delivery process, from development to installation. This presentation is hosted by Ad Vermeulen, Managing Director at A-dato, producer of the LYNX and LYNX TameFlow software that is used by Bruns on the work floor to help make their ideas come to life. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2934 |
Conference Proceedings |
Andrea, Gijs |
Financial Project Structure Based on Critical Chain Project Management |
2023 |
Online |
Bruns is a developer and producer of top-notch exhibitions and exhibits, making stories tangible and creating unforgettable memories through the combination of curiosity, modern craftsmanship and technical creativity. Bruns has been active in the museum world since 1963 and is today delivering projects for science canters, visitor, and information canters, and delivering brand experiences. Worldwide. In this presentation, Bo Burgmans, Managing Director at Bruns and Gijs Andrea, Managing Director at the Better Results Group, will share their journey with the implementation of Critical Chain to manage the Bruns projects and project portfolio and how the principles of Flow are applied also on the shop-floor and in their production process allowing Bruns to improve the entire production and delivery process, from development to installation. This presentation is hosted by Ad Vermeulen, Managing Director at A-dato, producer of the LYNX and LYNX TameFlow software that is used by Bruns on the work floor to help make their ideas come to life. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2935 |
Conference Proceedings |
Vermeulen, Ad |
Financial Project Structure Based on Critical Chain Project Management |
2023 |
Online |
Bruns is a developer and producer of top-notch exhibitions and exhibits, making stories tangible and creating unforgettable memories through the combination of curiosity, modern craftsmanship and technical creativity. Bruns has been active in the museum world since 1963 and is today delivering projects for science canters, visitor, and information canters, and delivering brand experiences. Worldwide. In this presentation, Bo Burgmans, Managing Director at Bruns and Gijs Andrea, Managing Director at the Better Results Group, will share their journey with the implementation of Critical Chain to manage the Bruns projects and project portfolio and how the principles of Flow are applied also on the shop-floor and in their production process allowing Bruns to improve the entire production and delivery process, from development to installation. This presentation is hosted by Ad Vermeulen, Managing Director at A-dato, producer of the LYNX and LYNX TameFlow software that is used by Bruns on the work floor to help make their ideas come to life. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2936 |
Conference Proceedings |
|
S-CCPM to Elevate Management Attention |
2023 |
Online |
Bruns is a developer and producer of top-notch exhibitions and exhibits, making stories tangible and creating unforgettable memories through the combination of curiosity, modern craftsmanship and technical creativity. Bruns has been active in the museum world since 1963 and is today delivering projects for science canters, visitor, and information canters, and delivering brand experiences. Worldwide. In this presentation, Bo Burgmans, Managing Director at Bruns and Gijs Andrea, Managing Director at the Better Results Group, will share their journey with the implementation of Critical Chain to manage the Bruns projects and project portfolio and how the principles of Flow are applied also on the shop-floor and in their production process allowing Bruns to improve the entire production and delivery process, from development to installation. This presentation is hosted by Ad Vermeulen, Managing Director at A-dato, producer of the LYNX and LYNX TameFlow software that is used by Bruns on the work floor to help make their ideas come to life. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2937 |
Conference Proceedings |
Calder, Trevor |
S-CCPM to Elevate Management Attention |
2023 |
Online |
In many ways, manufacturing organizations are different from project-based organizations, especially if a projects deliverables are not manufactured items. However, in many ways, projects are the same as job shops, made-to-order and engineered-to-order manufacturing environments. Both produce something that has never been made before. They both must meet a unique set of requirements. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2938 |
Conference Proceedings |
Lilly, Mark |
S-CCPM to Elevate Management Attention |
2023 |
Online |
In many ways, manufacturing organizations are different from project-based organizations, especially if a projects deliverables are not manufactured items. However, in many ways, projects are the same as job shops, made-to-order and engineered-to-order manufacturing environments. Both produce something that has never been made before. They both must meet a unique set of requirements. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2939 |
Conference Proceedings |
|
An Offer So Good They Refused To Take It: A Case Study of Innovative Contract Design for Critical Chain Project Management in Building a Greenfield Manufacturing Plant in Poland |
2023 |
Online |
In many ways, manufacturing organizations are different from project-based organizations, especially if a projects deliverables are not manufactured items. However, in many ways, projects are the same as job shops, made-to-order and engineered-to-order manufacturing environments. Both produce something that has never been made before. They both must meet a unique set of requirements. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2940 |
Conference Proceedings |
Carre, Yann |
An Offer So Good They Refused To Take It: A Case Study of Innovative Contract Design for Critical Chain Project Management in Building a Greenfield Manufacturing Plant in Poland |
2023 |
Online |
This case study presentation provides an overview of the project management transformation in the French entity of global door solution manufacturer, Jeld Wen. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2941 |
Conference Proceedings |
|
An Offer So Good They Refused To Take It: A Case Study of Innovative Contract Design for Critical Chain Project Management in Building a Greenfield Manufacturing Plant in Poland |
2023 |
Online |
This case study presentation provides an overview of the project management transformation in the French entity of global door solution manufacturer, Jeld Wen. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2942 |
Conference Proceedings |
Corrigan, Stuart |
Accelerating New Product Development in the Aerospace & Defense markets with Critical Chain |
2023 |
Online |
There is a proven track record of the implementation of Critical Chain Project Management with good CCPM software to support. This presentation discusses the challenges of implementing without introducing new software. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2943 |
Conference Proceedings |
Snelgrove, Phil |
Accelerating New Product Development in the Aerospace & Defense markets with Critical Chain |
2023 |
Online |
There is a proven track record of the implementation of Critical Chain Project Management with good CCPM software to support. This presentation discusses the challenges of implementing without introducing new software. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2944 |
Conference Proceedings |
|
Using Critical Chain 2.0 Two Tier Scheduling for Medium Term Planning, Capital Projects and Major Maintenence Work in Mining |
2023 |
Online |
There is a proven track record of the implementation of Critical Chain Project Management with good CCPM software to support. This presentation discusses the challenges of implementing without introducing new software. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2945 |
Conference Proceedings |
Fernandez, Alejandro |
Using Critical Chain 2.0 Two Tier Scheduling for Medium Term Planning, Capital Projects and Major Maintenence Work in Mining |
2023 |
Online |
The financial project structure traditionally looks to explore how to generate cash flows to pay the expenses until the project is paid. The suggestion is to start checking why the project will improve the performance of the system, measured in financial terms, based on applying the 5 focusing steps to ensure that the project solves correctly the right problem. In this solution explore how Critcal Chain Project Management software includes cost and expenses considerations that will be in danger if you have delays that will affect the estimated financial performance. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2946 |
Conference Proceedings |
|
Project Management: Understanding the Root Causes of Project Problems Using Hands-on Exercises |
2023 |
Online |
The financial project structure traditionally looks to explore how to generate cash flows to pay the expenses until the project is paid. The suggestion is to start checking why the project will improve the performance of the system, measured in financial terms, based on applying the 5 focusing steps to ensure that the project solves correctly the right problem. In this solution explore how Critcal Chain Project Management software includes cost and expenses considerations that will be in danger if you have delays that will affect the estimated financial performance. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2947 |
Conference Proceedings |
Castro Fondevila, Erica |
Project Management: Understanding the Root Causes of Project Problems Using Hands-on Exercises |
2023 |
Online |
This case study presentation is based on 10+ years of using Dr. Holt´s S-CCPM solution to focus (and elevate) management attention capacity. Different environments, different types of projects, different people acting on different kinds of action networks have achieved the same kind of results: More projects, faster deliveries, more capacity revealed, causing agile evolution of their systems. Insights will be shared about how to carry out 4 flow principles into action in multi-project environments and how few changes cause a big impact on reality. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2948 |
Conference Proceedings |
Pimienta, Andres |
Engineering To Order Boosted by the Critical Chain Approach |
2023 |
Online |
This case study presentation is based on 10+ years of using Dr. Holt´s S-CCPM solution to focus (and elevate) management attention capacity. Different environments, different types of projects, different people acting on different kinds of action networks have achieved the same kind of results: More projects, faster deliveries, more capacity revealed, causing agile evolution of their systems. Insights will be shared about how to carry out 4 flow principles into action in multi-project environments and how few changes cause a big impact on reality. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2949 |
Conference Proceedings |
|
Engineering To Order Boosted by the Critical Chain Approach |
2023 |
Online |
This case study presentation is based on 10+ years of using Dr. Holt´s S-CCPM solution to focus (and elevate) management attention capacity. Different environments, different types of projects, different people acting on different kinds of action networks have achieved the same kind of results: More projects, faster deliveries, more capacity revealed, causing agile evolution of their systems. Insights will be shared about how to carry out 4 flow principles into action in multi-project environments and how few changes cause a big impact on reality. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2950 |
Conference Proceedings |
Garbarczuk, Milosz |
Journey Starts With Chaos |
2023 |
Online |
This presentation will delve into a case study of a manufacturing companys innovative approach to contract design. The company, a major player with worldwide operations, embarked on a journey to build a greenfield manufacturing plant in Poland. Instead of following the traditional win-lose approach to contract design, they challenged the status quo by negotiating a novel contract that paved the way for implementing the Critical Chain Project Management in the project. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2951 |
Conference Proceedings |
Kowalczyk, Marek |
Journey Starts With Chaos |
2023 |
Online |
This presentation will delve into a case study of a manufacturing companys innovative approach to contract design. The company, a major player with worldwide operations, embarked on a journey to build a greenfield manufacturing plant in Poland. Instead of following the traditional win-lose approach to contract design, they challenged the status quo by negotiating a novel contract that paved the way for implementing the Critical Chain Project Management in the project. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2952 |
Conference Proceedings |
|
CCPM at BAE Systems: A Process Of Ongoing Improvement |
2023 |
Online |
This presentation will delve into a case study of a manufacturing companys innovative approach to contract design. The company, a major player with worldwide operations, embarked on a journey to build a greenfield manufacturing plant in Poland. Instead of following the traditional win-lose approach to contract design, they challenged the status quo by negotiating a novel contract that paved the way for implementing the Critical Chain Project Management in the project. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2953 |
Conference Proceedings |
Grehal, Frédéric |
CCPM at BAE Systems: A Process Of Ongoing Improvement |
2023 |
Online |
Circor Aerospace & Defenses on-time finish performance of new product development projects was not at the expected level. They suffered from projects finishing late, problems with specifications, silo phenomenon, and they were limited in their capacity to run projects by a capacity constraint in the Qualification Laboratory. They decided to implement Critical Chain Project Management. They began with 3 pilot projects. During this pilot phase they increased the capacity of the bottleneck department. Associated project plannings have been reviewed and adjusted to be CCPM-compliant: the sequence of activities became more logical with realistic leadtimes and several optimization measures to achieve the projects faster were identified and implemented. They also changed and enhanced their management routines to facilitate the coordination & synchronization between key actors. The project durations were reduced, and the projects finished on time. The efficiency and throughput of the New Product Development also increased. Following the success of the pilot projects, they then rolled out the Critical Chain Way on their entire portfolio. All these actions resulted in better managerial alignment, improved communication and better problem escalation within the project teams. It also provided Circor Aerospace & Defense with better, more challenging and more realistic, project schedules, and gave them much better visibility on the projects progress. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2954 |
Conference Proceedings |
|
CCPM at BAE Systems: A Process Of Ongoing Improvement |
2023 |
Online |
Circor Aerospace & Defenses on-time finish performance of new product development projects was not at the expected level. They suffered from projects finishing late, problems with specifications, silo phenomenon, and they were limited in their capacity to run projects by a capacity constraint in the Qualification Laboratory. They decided to implement Critical Chain Project Management. They began with 3 pilot projects. During this pilot phase they increased the capacity of the bottleneck department. Associated project plannings have been reviewed and adjusted to be CCPM-compliant: the sequence of activities became more logical with realistic leadtimes and several optimization measures to achieve the projects faster were identified and implemented. They also changed and enhanced their management routines to facilitate the coordination & synchronization between key actors. The project durations were reduced, and the projects finished on time. The efficiency and throughput of the New Product Development also increased. Following the success of the pilot projects, they then rolled out the Critical Chain Way on their entire portfolio. All these actions resulted in better managerial alignment, improved communication and better problem escalation within the project teams. It also provided Circor Aerospace & Defense with better, more challenging and more realistic, project schedules, and gave them much better visibility on the projects progress. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2955 |
Conference Proceedings |
Hodes, David |
What Projects Require an Effective Planning and Execution Methodology? And How Other Projects Should be Planned? |
2023 |
Online |
This presentation will show you how two-tier scheduling has been deployed at Worsley Alumina (an operation within South32) to deliver a revolution in work management in: 1. The medium-term planning: 2- 10 year horizon, including approvals, enabling programs, decarbonisation and other ESG imperatives 2. The capital portfolio, running >250 projects of varying sizes and complexity over the 2-year horizon 3. Major Maintenance (shuts) which works on a 3-year major equipment calendar in campaigns that last between 30 and 60 days. We will be looking at how the resource management side of employees and contractors can be used in a work is work paradigm that deploys resources in accordance with the principles of TOC and the 5 step FOCUS. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2956 |
Conference Proceedings |
|
What Projects Require an Effective Planning and Execution Methodology? And How Other Projects Should be Planned? |
2023 |
Online |
This presentation will show you how two-tier scheduling has been deployed at Worsley Alumina (an operation within South32) to deliver a revolution in work management in: 1. The medium-term planning: 2- 10 year horizon, including approvals, enabling programs, decarbonisation and other ESG imperatives 2. The capital portfolio, running >250 projects of varying sizes and complexity over the 2-year horizon 3. Major Maintenance (shuts) which works on a 3-year major equipment calendar in campaigns that last between 30 and 60 days. We will be looking at how the resource management side of employees and contractors can be used in a work is work paradigm that deploys resources in accordance with the principles of TOC and the 5 step FOCUS. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2957 |
Conference Proceedings |
Holt, James |
CCPM in R&D projects – Our Way Since 2015 |
2023 |
Online |
Why are projects Late, Over-Budget and not providing all that was promised? See how variability and precedence lead to bad multi-tasking. Understand how simple steps can put your projects on track. All using some simple, hands-on games you can share with your organization. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2958 |
Conference Proceedings |
|
CCPM in R&D projects – Our Way Since 2015 |
2023 |
Online |
Why are projects Late, Over-Budget and not providing all that was promised? See how variability and precedence lead to bad multi-tasking. Understand how simple steps can put your projects on track. All using some simple, hands-on games you can share with your organization. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2959 |
Conference Proceedings |
Lecerf, Etienne |
More Projects in Less Time: Clearing Up Misunderstandings Around Critical Chain |
2023 |
Online |
Engineering To Order (ETO) companies design and manufacture customized products on demand; the process uses customer requirements to define, engineer, and validate a new design that will satisfy those requirements. In this type of business, lead times for customers are much longer than for standard products made to stock. These long lead times are usually a problem for clients and there is always a lot of pressure to reduce them. Offering short lead times is a competitive advantage, and we will show how doing business the Critical Chain way enables impressive increases in speed. We will also show, based on many examples, the other significant positive impacts: big increases in productivity by identifying and better using the bottleneck resources, much better visibility throughout the organization by using the emblematic Fever Chart, better quality of life for the actors, and greatly improved honoring of the promised end dates. We will also discuss the main problems faced by these organizations, how intricate they are, and how to solve them. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2960 |
Conference Proceedings |
|
More Projects in Less Time: Clearing Up Misunderstandings Around Critical Chain |
2023 |
Online |
Engineering To Order (ETO) companies design and manufacture customized products on demand; the process uses customer requirements to define, engineer, and validate a new design that will satisfy those requirements. In this type of business, lead times for customers are much longer than for standard products made to stock. These long lead times are usually a problem for clients and there is always a lot of pressure to reduce them. Offering short lead times is a competitive advantage, and we will show how doing business the Critical Chain way enables impressive increases in speed. We will also show, based on many examples, the other significant positive impacts: big increases in productivity by identifying and better using the bottleneck resources, much better visibility throughout the organization by using the emblematic Fever Chart, better quality of life for the actors, and greatly improved honoring of the promised end dates. We will also discuss the main problems faced by these organizations, how intricate they are, and how to solve them. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2961 |
Conference Proceedings |
Mordoch, Avraham |
CCPM is a Strategic Application and not Just Tactical Project Execution |
2023 |
Online |
Most organizations fail to deliver projects on time, on budget, and according to the agreed features and agreed results of their projects. This presentation describes a maturity model aimed to set the direction (with the steps needed to be performed) for multi-projects environments, based on the Critical Chain methodology, in order to get out of the messy situation and being able to have close to perfect performance. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2962 |
Conference Proceedings |
|
CCPM is a Strategic Application and not Just Tactical Project Execution |
2023 |
Online |
Most organizations fail to deliver projects on time, on budget, and according to the agreed features and agreed results of their projects. This presentation describes a maturity model aimed to set the direction (with the steps needed to be performed) for multi-projects environments, based on the Critical Chain methodology, in order to get out of the messy situation and being able to have close to perfect performance. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2963 |
Conference Proceedings |
Nibbelke, Rene |
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Following from the previous Critical Chain conferences and the 20th Annual TOCICO Conference in Orlando Florida, the Critical Chain Project Management at BAE Systems continues to strengthen in depth and breadth. This presentation provides an update to the results gained thus far and hopes to influence other Project-Management based businesses to learn from BAEs experience, both good and bad. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2964 |
Conference Proceedings |
White, Simon |
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Following from the previous Critical Chain conferences and the 20th Annual TOCICO Conference in Orlando Florida, the Critical Chain Project Management at BAE Systems continues to strengthen in depth and breadth. This presentation provides an update to the results gained thus far and hopes to influence other Project-Management based businesses to learn from BAEs experience, both good and bad. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2965 |
Conference Proceedings |
|
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Following from the previous Critical Chain conferences and the 20th Annual TOCICO Conference in Orlando Florida, the Critical Chain Project Management at BAE Systems continues to strengthen in depth and breadth. This presentation provides an update to the results gained thus far and hopes to influence other Project-Management based businesses to learn from BAEs experience, both good and bad. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2966 |
Conference Proceedings |
Schragenheim, Eli |
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Is every sequence of tasks to accomplish a specific objective a project? |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2967 |
Conference Proceedings |
|
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Is every sequence of tasks to accomplish a specific objective a project? |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2968 |
Conference Proceedings |
Spanke, Dietmar |
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Endress+Hauser Level+Pressure in Maulburg is a leading producer of instruments, sensors, components and services for level measurement and level limit detection, pressure and differential pressure measurement as well as inventory management solutions. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2969 |
Conference Proceedings |
|
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
Endress+Hauser Level+Pressure in Maulburg is a leading producer of instruments, sensors, components and services for level measurement and level limit detection, pressure and differential pressure measurement as well as inventory management solutions. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2970 |
Conference Proceedings |
Techt, Uwe |
The Magic of Critical Chain the Science Behind Goldratt's Innovative Thinking |
2023 |
Online |
This presentation will clear up the misunderstandings encountered around Critical Chain project and multi-project management over the last twenty years. For example: |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2971 |
Conference Proceedings |
|
Why Go Fast When My Suppliers and Customers Wont? |
2023 |
Online |
This presentation will clear up the misunderstandings encountered around Critical Chain project and multi-project management over the last twenty years. For example: |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2972 |
Conference Proceedings |
Thompson, John |
Why Go Fast When My Suppliers and Customers Wont? |
2023 |
Online |
Critical Chain Project Management is a Strategic Application and not just a tactical project management tool. CCPM is transformational, providing a clear pathway for moving companies from an environment of project chaos into stability, then sustainment for exceptional Company Growth. How? This presentation provides a practical overview of this capability and how to apply this to your organization. If your organization does not consistently supply or service 60+ percent of your desired market, then the market is not your constraint. So how can your organization capture the portion of the market youre not currently servicing? Knowing that markets, respond to shorter lead times, plus reliable delivery, customers are even willing to pay a reasonable premium for this performance. So how can we take a project environment from chaos through stability and develop the standard operating procedures to sustain future growth? By way of case studies, we will demonstrate the capability of taking the tactical approach to project management and turning it into a strategic approach. This presentation provides a roadmap to do this. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2973 |
Conference Proceedings |
|
The Rules of Flow in Action |
2023 |
Online |
Critical Chain Project Management is a Strategic Application and not just a tactical project management tool. CCPM is transformational, providing a clear pathway for moving companies from an environment of project chaos into stability, then sustainment for exceptional Company Growth. How? This presentation provides a practical overview of this capability and how to apply this to your organization. If your organization does not consistently supply or service 60+ percent of your desired market, then the market is not your constraint. So how can your organization capture the portion of the market youre not currently servicing? Knowing that markets, respond to shorter lead times, plus reliable delivery, customers are even willing to pay a reasonable premium for this performance. So how can we take a project environment from chaos through stability and develop the standard operating procedures to sustain future growth? By way of case studies, we will demonstrate the capability of taking the tactical approach to project management and turning it into a strategic approach. This presentation provides a roadmap to do this. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2974 |
Conference Proceedings |
Trigger, Lewis |
The Rules of Flow in Action |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2975 |
Conference Proceedings |
|
The Rules of Flow in Action |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2976 |
Conference Proceedings |
|
Piloting Critical Chain in a Pharmaceutical Company |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2977 |
Conference Proceedings |
|
Piloting Critical Chain in a Pharmaceutical Company |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2978 |
Conference Proceedings |
|
Piloting Critical Chain in a Pharmaceutical Company |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2979 |
Conference Proceedings |
|
Enigma of TOC and WIP |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2980 |
Conference Proceedings |
|
Enigma of TOC and WIP |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2981 |
Conference Proceedings |
|
Back to Basics – A Project Management Case Study |
2023 |
Online |
Even though many of the TOC practitioners know the mechanics of the Critical Chain methodology, often they are hampered in convincing others to adopt this powerful body of learning. There is a mystery surrounding the science behind the methodology. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2982 |
Conference Proceedings |
Updegrove, Dave |
Back to Basics – A Project Management Case Study |
2023 |
Online |
Critical Chain Project Management holds the promise of delivering projects faster than traditional methods - often 20-50% (or more) faster. But what if you have suppliers that take seemingly forever to deliver critical components? Or what if you have trouble getting your (sometimes very large) customers to deliver specifications, provide the needed authorizations, or answer critical questions? |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2983 |
Conference Proceedings |
|
Using Critical Chain to Meet the Challenge of Achieving a Large Product's Prime Support Objective: A Personal Transformation |
2023 |
Online |
Critical Chain Project Management holds the promise of delivering projects faster than traditional methods - often 20-50% (or more) faster. But what if you have suppliers that take seemingly forever to deliver critical components? Or what if you have trouble getting your (sometimes very large) customers to deliver specifications, provide the needed authorizations, or answer critical questions? |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2984 |
Conference Proceedings |
Vermeulen, Ad |
Using Critical Chain to Meet the Challenge of Achieving a Large Product's Prime Support Objective: A Personal Transformation |
2023 |
Online |
For close to 2 decades, A-dato has helped customers such as Zeiss, Bosch, Airbus, and many more to put their projects and portfolios into motion with its flagship software, LYNX. LYNX is a software that combines the ideas and methods of Critical Chain Project Management (CCPM), TOC, Scrum, Kanban, and Lean Essential Flow into one integrated solution. The purpose of LYNX is to improve Flow across the entire project portfolio landscape. The philosophy behind LYNX is highly inspired by the works of Eliyahu Goldratt. During this presentation A-dato will talk about its experience and practice of the flow concepts as noted in the ‘Goldratts Rules of Flow book by Dr Efrat Goldratt-Ashlag. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2985 |
Conference Proceedings |
Mani, Niels |
Prioritizing CC PM Features, Projects, or Portfolios, with AHP A Critical Chain Project Management Introduction to the Analytic Hierarchy Process |
2023 |
Online |
For close to 2 decades, A-dato has helped customers such as Zeiss, Bosch, Airbus, and many more to put their projects and portfolios into motion with its flagship software, LYNX. LYNX is a software that combines the ideas and methods of Critical Chain Project Management (CCPM), TOC, Scrum, Kanban, and Lean Essential Flow into one integrated solution. The purpose of LYNX is to improve Flow across the entire project portfolio landscape. The philosophy behind LYNX is highly inspired by the works of Eliyahu Goldratt. During this presentation A-dato will talk about its experience and practice of the flow concepts as noted in the ‘Goldratts Rules of Flow book by Dr Efrat Goldratt-Ashlag. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2986 |
Conference Proceedings |
|
Prioritizing CC PM Features, Projects, or Portfolios, with AHP A Critical Chain Project Management Introduction to the Analytic Hierarchy Process |
2023 |
Online |
For close to 2 decades, A-dato has helped customers such as Zeiss, Bosch, Airbus, and many more to put their projects and portfolios into motion with its flagship software, LYNX. LYNX is a software that combines the ideas and methods of Critical Chain Project Management (CCPM), TOC, Scrum, Kanban, and Lean Essential Flow into one integrated solution. The purpose of LYNX is to improve Flow across the entire project portfolio landscape. The philosophy behind LYNX is highly inspired by the works of Eliyahu Goldratt. During this presentation A-dato will talk about its experience and practice of the flow concepts as noted in the ‘Goldratts Rules of Flow book by Dr Efrat Goldratt-Ashlag. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2987 |
Conference Proceedings |
Wallis, Simon |
Is Profit the Right Measurement for Making More and More Money? |
2023 |
Online |
Simon Wallis, Business Manager and Site PMO for GSK Barnard Castle shares the story of piloting Critical Chain in a Pharmaceutical company. GSK already had a good track record of delivery and success, but when Simon came across the Critical Chain method while studying on the MSc in Industrial Project Management at the University of Birmingham in late 2021, he quickly realized this was an opportunity to address the pharmaceutical industrys perennial problem – how to deliver challenging projects faster and more reliably. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2988 |
Conference Proceedings |
Heptinstall, Ian |
Is Profit the Right Measurement for Making More and More Money? |
2023 |
Online |
Simon Wallis, Business Manager and Site PMO for GSK Barnard Castle shares the story of piloting Critical Chain in a Pharmaceutical company. GSK already had a good track record of delivery and success, but when Simon came across the Critical Chain method while studying on the MSc in Industrial Project Management at the University of Birmingham in late 2021, he quickly realized this was an opportunity to address the pharmaceutical industrys perennial problem – how to deliver challenging projects faster and more reliably. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2989 |
Conference Proceedings |
|
Is Profit the Right Measurement for Making More and More Money? |
2023 |
Online |
Simon Wallis, Business Manager and Site PMO for GSK Barnard Castle shares the story of piloting Critical Chain in a Pharmaceutical company. GSK already had a good track record of delivery and success, but when Simon came across the Critical Chain method while studying on the MSc in Industrial Project Management at the University of Birmingham in late 2021, he quickly realized this was an opportunity to address the pharmaceutical industrys perennial problem – how to deliver challenging projects faster and more reliably. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2990 |
Conference Proceedings |
Walsh, Daniel |
The Ultimate Constraint - TIME |
2023 |
Online |
TOC, Theory of Constraints, is very clear on guidance with respect to WIP: Excess WIP is bad. Littles Law demonstrates the correlation between the amount of WIP and the lead time to produce a product or a deliverable. WIP should not exceed the capacity of the available resources. So, what is WIP? Well, it depends; it is generally defined as Work in Process and is also defined as Work in Progress. There may be financial and accounting implications between the different definitions. However, we will use the terms interchangeably. Our focus will be on how to best plan, schedule and execute a work order or a project in the shortest possible time within the limitations of available resources with a high probability of delivering on time. Two different and distinct types of Planning, Scheduling and Execution approaches for Production and Project management evolved in the modern era. Perhaps the time has come for closer scrutinizing. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2991 |
Conference Proceedings |
|
The Ultimate Constraint - TIME |
2023 |
Online |
TOC, Theory of Constraints, is very clear on guidance with respect to WIP: Excess WIP is bad. Littles Law demonstrates the correlation between the amount of WIP and the lead time to produce a product or a deliverable. WIP should not exceed the capacity of the available resources. So, what is WIP? Well, it depends; it is generally defined as Work in Process and is also defined as Work in Progress. There may be financial and accounting implications between the different definitions. However, we will use the terms interchangeably. Our focus will be on how to best plan, schedule and execute a work order or a project in the shortest possible time within the limitations of available resources with a high probability of delivering on time. Two different and distinct types of Planning, Scheduling and Execution approaches for Production and Project management evolved in the modern era. Perhaps the time has come for closer scrutinizing. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2992 |
Conference Proceedings |
Watt, Andy |
The Ultimate Constraint - TIME |
2023 |
Online |
This case study presentation will highlight how a large defense client achieved some fantastic results without inventing new ways of managing projects. The starting point was going back to the basics of Critical Chain to plan and schedule projects. You will hear how the foundation for success was layed out, find out about the challenges faced and how they were overcome, and get the results that the client is now seeing. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2993 |
Conference Proceedings |
|
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Online |
This case study presentation will highlight how a large defense client achieved some fantastic results without inventing new ways of managing projects. The starting point was going back to the basics of Critical Chain to plan and schedule projects. You will hear how the foundation for success was layed out, find out about the challenges faced and how they were overcome, and get the results that the client is now seeing. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2994 |
Conference Proceedings |
Witt, Stewart |
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Online |
A comprehensive product support strategy is necessary to ensure a fleet of the VH-92 aircraft is maintained and supported effectively. The main objective of this strategy is to accurately identify the workload demand and convert it into resource requirements. Using Critical Chain project management helps ensure the availability of the right personnel, materials, tools, equipment, and facilities to produce flight-line assets for mission testing, training, deployment, and minimizing logistics delay time. It is important to validate that the resource will be available when needed, manage the spare parts inventory effectively, provide technical support, use advanced diagnostic tools, and maintain a robust supply chain management system. Getting this right ensures the smooth functioning and performance of the VH-92 aircraft. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2995 |
Conference Proceedings |
|
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Online |
A comprehensive product support strategy is necessary to ensure a fleet of the VH-92 aircraft is maintained and supported effectively. The main objective of this strategy is to accurately identify the workload demand and convert it into resource requirements. Using Critical Chain project management helps ensure the availability of the right personnel, materials, tools, equipment, and facilities to produce flight-line assets for mission testing, training, deployment, and minimizing logistics delay time. It is important to validate that the resource will be available when needed, manage the spare parts inventory effectively, provide technical support, use advanced diagnostic tools, and maintain a robust supply chain management system. Getting this right ensures the smooth functioning and performance of the VH-92 aircraft. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2996 |
Conference Proceedings |
Zultner, Richard |
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Online |
Whether you are dealing with stories & sprints, projects, or portfolios, one question you must answer is, what to work on next? That is, of the work I could do, what work is most important for me to do? This is a priority decision — and you must use some kind of prioritization method to answer it. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2997 |
Conference Proceedings |
|
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Online |
Whether you are dealing with stories & sprints, projects, or portfolios, one question you must answer is, what to work on next? That is, of the work I could do, what work is most important for me to do? This is a priority decision — and you must use some kind of prioritization method to answer it. |
|
https://www.tocico.org/page/2023ConferenceProceedings |
| 2998 |
Online Multimedia |
Gilani, Ravi |
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Many organizations that are declaring significant profits can also get into severe financial problem if their cash availability is squeezed. Growth in sales, and even profits do not necessarily increase cash availability. In fact, most organizations get into cash squeeze in their attempt to increase sales and profits. No company gets closed because it is not making money. Instead it is forced to close when it runs of cash! Enron, Kingfisher, Jet Airways, Bhushan Power and Steel, Alok Industries are some of the well-known organizations that were forced to close as they did not had adequate cash to fulfil their financial commitments. Cash flow is impacted primarily by two parameters – Profit after tax (PAT), and changes in working capital. While senior management does understand the impact of sales, and costs, often they are unaware of the impact of increased working capital. In the current environment of high input material costs along with supply chain uncertainties, inventories have increased in money value very significantly for most organizations. However, companies have been declaring bankruptcy for a very long time much before the spread of COVID-19 and resultant supply chain disruptions. What could be the possible common reason for most these organizations? Ravi Gilani dares to say that the root cause for this is the erroneous assumption that profit is the correct measure of making money. In 2001, just a month before the collapse of Enron, its Chairman Kenneth Lay, CEO Jeffery Skilling, and CFO Andrew Fastow did not know that Enron will run out of cash in a matter of weeks (Conspiracy of Fools, Kurt Eichenwald). If we ask the CEO of any company what the Goal of their company is, often we get one or more of the following responses: Grow exponentially (10X in 5 years), Become world class, Become globally competitive. One common stated or unstated assumption for the above is that company must have economies of scale. It translates into increasing sales volume / market share through expanding geographical footprints, or through introduction of new products and services etc. Another common assumption is that the company must source additional capital from outside sources for investing in new plant, & machinery, adding new product lines, developing new markets etc. This webinar shares in detail the cause-and-effect relationship on cash squeeze for focusing exclusively on increasing profits by ignoring the increase in capital investment & working capital. The right measurement for making more & more money must fulfil the following criterion: It must be independent of accounting policies, and practices, It should be easily understandable by all the employees, Improving this measurement must ensure longevity of the organization. Current Financial Measurements for 4M: Generally accepted measures for making money are: PAT (Profit After Tax), ROCE (Return On Capital Employed), FCS (Free Cash Flow). Out of the above three financial measures, both profit and ROCE are quite dependent on the accounting policies of the company. A few examples-policy for revenue recognition, policy for valuing WIP (Working In Process), and FG (Finished Goods). FCS is comparatively more robust. Though it cannot not be influenced by the accounting policies, yet it can be increased by delaying the payments to suppliers towards the end of accounting period. FCS is impacted both by investment in plant & machinery, and changes in Working Capital (Inventory + Account Receivables less Account Payables. However investment in plant & machinery is done in a very planned and infrequently. However changes in working capital happen almost every day. A new operating parameter OFCS (Operational Free Cash Score) meets all the three criterion of making more & more money. It is defined as increase or decrease in the cash in the bank + all decrease in supplier payable. Or OFCS = Profit + Deprecation + Reduction in Accounts Receivables Reduction RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Since Profit = T-OE, hence OFCS = T-OE + Depreciation + Reduction in Accounts Receivables + Reduction in RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Out of the above 8 parameters, OE, and Depreciation do not vary significantly from week to week or even month to month. Hence people can focus on increasing T and reducing all other above parameters. One caution - people need to look at all the above parameters in totality and not in isolation. Harmful effects of current financial measurements, Operational Free Cash Score (OFCS), Harmful practices preventing growth for OFCS, Actions to achieve growth in OFCS. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 2999 |
Online Multimedia |
|
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Many organizations that are declaring significant profits can also get into severe financial problem if their cash availability is squeezed. Growth in sales, and even profits do not necessarily increase cash availability. In fact, most organizations get into cash squeeze in their attempt to increase sales and profits. No company gets closed because it is not making money. Instead it is forced to close when it runs of cash! Enron, Kingfisher, Jet Airways, Bhushan Power and Steel, Alok Industries are some of the well-known organizations that were forced to close as they did not had adequate cash to fulfil their financial commitments. Cash flow is impacted primarily by two parameters – Profit after tax (PAT), and changes in working capital. While senior management does understand the impact of sales, and costs, often they are unaware of the impact of increased working capital. In the current environment of high input material costs along with supply chain uncertainties, inventories have increased in money value very significantly for most organizations. However, companies have been declaring bankruptcy for a very long time much before the spread of COVID-19 and resultant supply chain disruptions. What could be the possible common reason for most these organizations? Ravi Gilani dares to say that the root cause for this is the erroneous assumption that profit is the correct measure of making money. In 2001, just a month before the collapse of Enron, its Chairman Kenneth Lay, CEO Jeffery Skilling, and CFO Andrew Fastow did not know that Enron will run out of cash in a matter of weeks (Conspiracy of Fools, Kurt Eichenwald). If we ask the CEO of any company what the Goal of their company is, often we get one or more of the following responses: Grow exponentially (10X in 5 years), Become world class, Become globally competitive. One common stated or unstated assumption for the above is that company must have economies of scale. It translates into increasing sales volume / market share through expanding geographical footprints, or through introduction of new products and services etc. Another common assumption is that the company must source additional capital from outside sources for investing in new plant, & machinery, adding new product lines, developing new markets etc. This webinar shares in detail the cause-and-effect relationship on cash squeeze for focusing exclusively on increasing profits by ignoring the increase in capital investment & working capital. The right measurement for making more & more money must fulfil the following criterion: It must be independent of accounting policies, and practices, It should be easily understandable by all the employees, Improving this measurement must ensure longevity of the organization. Current Financial Measurements for 4M: Generally accepted measures for making money are: PAT (Profit After Tax), ROCE (Return On Capital Employed), FCS (Free Cash Flow). Out of the above three financial measures, both profit and ROCE are quite dependent on the accounting policies of the company. A few examples-policy for revenue recognition, policy for valuing WIP (Working In Process), and FG (Finished Goods). FCS is comparatively more robust. Though it cannot not be influenced by the accounting policies, yet it can be increased by delaying the payments to suppliers towards the end of accounting period. FCS is impacted both by investment in plant & machinery, and changes in Working Capital (Inventory + Account Receivables less Account Payables. However investment in plant & machinery is done in a very planned and infrequently. However changes in working capital happen almost every day. A new operating parameter OFCS (Operational Free Cash Score) meets all the three criterion of making more & more money. It is defined as increase or decrease in the cash in the bank + all decrease in supplier payable. Or OFCS = Profit + Deprecation + Reduction in Accounts Receivables Reduction RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Since Profit = T-OE, hence OFCS = T-OE + Depreciation + Reduction in Accounts Receivables + Reduction in RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Out of the above 8 parameters, OE, and Depreciation do not vary significantly from week to week or even month to month. Hence people can focus on increasing T and reducing all other above parameters. One caution - people need to look at all the above parameters in totality and not in isolation. Harmful effects of current financial measurements, Operational Free Cash Score (OFCS), Harmful practices preventing growth for OFCS, Actions to achieve growth in OFCS. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3000 |
Online Multimedia |
|
Is Profit the Right Measurement for Making More and More Money? |
2023 |
Hamburg, NY |
Many organizations that are declaring significant profits can also get into severe financial problem if their cash availability is squeezed. Growth in sales, and even profits do not necessarily increase cash availability. In fact, most organizations get into cash squeeze in their attempt to increase sales and profits. No company gets closed because it is not making money. Instead it is forced to close when it runs of cash! Enron, Kingfisher, Jet Airways, Bhushan Power and Steel, Alok Industries are some of the well-known organizations that were forced to close as they did not had adequate cash to fulfil their financial commitments. Cash flow is impacted primarily by two parameters – Profit after tax (PAT), and changes in working capital. While senior management does understand the impact of sales, and costs, often they are unaware of the impact of increased working capital. In the current environment of high input material costs along with supply chain uncertainties, inventories have increased in money value very significantly for most organizations. However, companies have been declaring bankruptcy for a very long time much before the spread of COVID-19 and resultant supply chain disruptions. What could be the possible common reason for most these organizations? Ravi Gilani dares to say that the root cause for this is the erroneous assumption that profit is the correct measure of making money. In 2001, just a month before the collapse of Enron, its Chairman Kenneth Lay, CEO Jeffery Skilling, and CFO Andrew Fastow did not know that Enron will run out of cash in a matter of weeks (Conspiracy of Fools, Kurt Eichenwald). If we ask the CEO of any company what the Goal of their company is, often we get one or more of the following responses: Grow exponentially (10X in 5 years), Become world class, Become globally competitive. One common stated or unstated assumption for the above is that company must have economies of scale. It translates into increasing sales volume / market share through expanding geographical footprints, or through introduction of new products and services etc. Another common assumption is that the company must source additional capital from outside sources for investing in new plant, & machinery, adding new product lines, developing new markets etc. This webinar shares in detail the cause-and-effect relationship on cash squeeze for focusing exclusively on increasing profits by ignoring the increase in capital investment & working capital. The right measurement for making more & more money must fulfil the following criterion: It must be independent of accounting policies, and practices, It should be easily understandable by all the employees, Improving this measurement must ensure longevity of the organization. Current Financial Measurements for 4M: Generally accepted measures for making money are: PAT (Profit After Tax), ROCE (Return On Capital Employed), FCS (Free Cash Flow). Out of the above three financial measures, both profit and ROCE are quite dependent on the accounting policies of the company. A few examples-policy for revenue recognition, policy for valuing WIP (Working In Process), and FG (Finished Goods). FCS is comparatively more robust. Though it cannot not be influenced by the accounting policies, yet it can be increased by delaying the payments to suppliers towards the end of accounting period. FCS is impacted both by investment in plant & machinery, and changes in Working Capital (Inventory + Account Receivables less Account Payables. However investment in plant & machinery is done in a very planned and infrequently. However changes in working capital happen almost every day. A new operating parameter OFCS (Operational Free Cash Score) meets all the three criterion of making more & more money. It is defined as increase or decrease in the cash in the bank + all decrease in supplier payable. Or OFCS = Profit + Deprecation + Reduction in Accounts Receivables Reduction RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Since Profit = T-OE, hence OFCS = T-OE + Depreciation + Reduction in Accounts Receivables + Reduction in RM + Reduction in WIP+ Reduction in FG + Reduction Supplier Payable. Out of the above 8 parameters, OE, and Depreciation do not vary significantly from week to week or even month to month. Hence people can focus on increasing T and reducing all other above parameters. One caution - people need to look at all the above parameters in totality and not in isolation. Harmful effects of current financial measurements, Operational Free Cash Score (OFCS), Harmful practices preventing growth for OFCS, Actions to achieve growth in OFCS. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3001 |
Online Multimedia |
Camp, Henry F. |
The Ultimate Constraint - TIME |
2023 |
Hamburg, NY |
Knowing ?T and ?OE is important but theres more. Such as, how long before a new customer contributes one dollar to your checking account? How do you know if you can afford to take on a major new opportunity? Why is it that growth often increases debt? Ill show you how to talk out a scenario in terms everyone understands. You will likely be surprised by what this process reveals and how easy it is to apply. Most business owners understand a P&L or income statement and manage to it to improve profits. Fewer understand balance sheets and cash flow statements. In Theory Of Constraints (TOC), we know to identify our constraints, make decisions about how to get more from them and subordinate all other efforts. Throughput per constraint unit became very useful for day-to-day decisions. Throughput Economics explored plans substantial enough to change the constraint, maybe more than once. Henry will peer ahead with you at how you should manage and what to measure as your TOC efforts bring success. Eli Goldratt said that time is the ultimate constraint. If you waste it, you get no more. We also know that TOC is about flows, not static amounts. Throughput, the money produced by the company over time, is a flow. Operating expense is likewise a flow – time based. Pools of inventory and other assets are static amounts at a particular point in time. One of the beneficial outcomes of implementing TOC is the reduction of these required pools over time. Henry will show how you can think of flows and pools over time, integrating the three financial statements mentioned above. Once you adopt measurements and strategies that consider everything, you will be in a position to grow your company dramatically. This presentation stands on the shoulders of Eli Goldratt, as well as Ravi Gilani and Henrys presentation The Right Metrics and When to Use Them delivered at the TOCICO Conference Berlin 2017. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3002 |
Online Multimedia |
|
The Ultimate Constraint - TIME |
2023 |
Hamburg, NY |
Knowing ?T and ?OE is important but theres more. Such as, how long before a new customer contributes one dollar to your checking account? How do you know if you can afford to take on a major new opportunity? Why is it that growth often increases debt? Ill show you how to talk out a scenario in terms everyone understands. You will likely be surprised by what this process reveals and how easy it is to apply. Most business owners understand a P&L or income statement and manage to it to improve profits. Fewer understand balance sheets and cash flow statements. In Theory Of Constraints (TOC), we know to identify our constraints, make decisions about how to get more from them and subordinate all other efforts. Throughput per constraint unit became very useful for day-to-day decisions. Throughput Economics explored plans substantial enough to change the constraint, maybe more than once. Henry will peer ahead with you at how you should manage and what to measure as your TOC efforts bring success. Eli Goldratt said that time is the ultimate constraint. If you waste it, you get no more. We also know that TOC is about flows, not static amounts. Throughput, the money produced by the company over time, is a flow. Operating expense is likewise a flow – time based. Pools of inventory and other assets are static amounts at a particular point in time. One of the beneficial outcomes of implementing TOC is the reduction of these required pools over time. Henry will show how you can think of flows and pools over time, integrating the three financial statements mentioned above. Once you adopt measurements and strategies that consider everything, you will be in a position to grow your company dramatically. This presentation stands on the shoulders of Eli Goldratt, as well as Ravi Gilani and Henrys presentation The Right Metrics and When to Use Them delivered at the TOCICO Conference Berlin 2017. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3003 |
Online Multimedia |
|
The Ultimate Constraint - TIME |
2023 |
Hamburg, NY |
Knowing ?T and ?OE is important but theres more. Such as, how long before a new customer contributes one dollar to your checking account? How do you know if you can afford to take on a major new opportunity? Why is it that growth often increases debt? Ill show you how to talk out a scenario in terms everyone understands. You will likely be surprised by what this process reveals and how easy it is to apply. Most business owners understand a P&L or income statement and manage to it to improve profits. Fewer understand balance sheets and cash flow statements. In Theory Of Constraints (TOC), we know to identify our constraints, make decisions about how to get more from them and subordinate all other efforts. Throughput per constraint unit became very useful for day-to-day decisions. Throughput Economics explored plans substantial enough to change the constraint, maybe more than once. Henry will peer ahead with you at how you should manage and what to measure as your TOC efforts bring success. Eli Goldratt said that time is the ultimate constraint. If you waste it, you get no more. We also know that TOC is about flows, not static amounts. Throughput, the money produced by the company over time, is a flow. Operating expense is likewise a flow – time based. Pools of inventory and other assets are static amounts at a particular point in time. One of the beneficial outcomes of implementing TOC is the reduction of these required pools over time. Henry will show how you can think of flows and pools over time, integrating the three financial statements mentioned above. Once you adopt measurements and strategies that consider everything, you will be in a position to grow your company dramatically. This presentation stands on the shoulders of Eli Goldratt, as well as Ravi Gilani and Henrys presentation The Right Metrics and When to Use Them delivered at the TOCICO Conference Berlin 2017. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3004 |
Online Multimedia |
Compo, Peter |
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Hamburg, NY |
Academics and consultants continue to report chronic strategy failure in companies and organizations. Peter Compo wrote The Emergent Approach to Strategy: Adaptive Design & Execution to address several causes of these chronic failures. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3005 |
Online Multimedia |
|
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Hamburg, NY |
Academics and consultants continue to report chronic strategy failure in companies and organizations. Peter Compo wrote The Emergent Approach to Strategy: Adaptive Design & Execution to address several causes of these chronic failures. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3006 |
Online Multimedia |
|
The Potential Alliance Between the Theory of Constraints and The Emergent Approach to Strategy |
2023 |
Hamburg, NY |
Academics and consultants continue to report chronic strategy failure in companies and organizations. Peter Compo wrote The Emergent Approach to Strategy: Adaptive Design & Execution to address several causes of these chronic failures. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3007 |
Online Multimedia |
Carlson, Curtis R. |
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Dr. Curt Carlson and Dr Alan Barnard are both pioneers in developing, applying and teaching a systematic process to create new innovations. They share insights from their 30+ years experience in the field of innovation and show examples of how a new hybrid approach to systematic innovation which combines the benefits of their own unique approaches with the creativity of OpenAIs ChatGPT can result in incredible breakthroughs. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3008 |
Online Multimedia |
Barnard, Dr. Alan |
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Dr. Curt Carlson and Dr Alan Barnard are both pioneers in developing, applying and teaching a systematic process to create new innovations. They share insights from their 30+ years experience in the field of innovation and show examples of how a new hybrid approach to systematic innovation which combines the benefits of their own unique approaches with the creativity of OpenAIs ChatGPT can result in incredible breakthroughs. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3009 |
Online Multimedia |
|
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Dr. Curt Carlson and Dr Alan Barnard are both pioneers in developing, applying and teaching a systematic process to create new innovations. They share insights from their 30+ years experience in the field of innovation and show examples of how a new hybrid approach to systematic innovation which combines the benefits of their own unique approaches with the creativity of OpenAIs ChatGPT can result in incredible breakthroughs. |
|
https://www.tocico.org/page/2023OnlineMultimedia |
| 3010 |
Online Multimedia |
|
A Step-by-Step Innovation Process that Creates Value for all Stakeholders |
2023 |
Hamburg, NY |
Dr. Curt Carlson and Dr Alan Barnard are both pioneers in developing, applying and teaching a systematic process to create new innovations. They share insights from their 30+ years experience in the field of innovation and show examples of how a new hybrid approach to systematic innovation which combines the benefits of their own unique approaches with the creativity of OpenAIs ChatGPT can result in incredible breakthroughs. |
|
https://www.tocico.org/page/2023OnlineMultimedia |