2005 TOCICO International Conference

Nipping complexity in the bud: Where and when decisions are made

An out-of-control IT project, intended to simplify complexity, had four identified dilemmas. The internal development dilemma was analyzed using a current reality tree (CRT), and critical chain project management was applied to address the issues.

Sales growth with perfect execution

Course

The presentation details 16 steps to achieve operations excellence and on-time delivery (OTD) using Drum Buffer Rope (DBR) and Buffer Management (BM), focusing on realistic scheduling, buffer monitoring, and OTD as a KPI.

Success through simplicity at a soft drink bottler in Brazil: BTC case: 2003-2005

Course

A Brazilian family-owned bottler used TOC's thinking processes (TP)—including the evaporating cloud, strategy and tactics tree, and current reality tree—to resolve a severe cash shortage, internal conflict, and improve decision-making.

Finance and Measures Certification Exam Review Workshop (pdf only)

Course

This is a 4-part, 2-hour per segment exam with an integrated case study. Parts I-III cover Finance/Accounting, TOC Thinking Process, and Logistical Solutions. Part IV is a HOLISTIC Decision Making Case.

How to systematically tackle a supply chain: Lessons learned along the way

Course

CMG implementations rapidly improved mid-sized companies: 40% increased shipping, 98% OTD, 90-day lead time reduced to 2-10 days, and $36M inventory reduction. A wood product client saw 15-19% ROI from 0.5% and 40% more throughput.

Managing capacity in a VV project

Course

The Viable Vision seeks annual net profit in 4 years by quadrupling sales and improving logistics. It focuses on capacity planning, simulating 3 years of scenarios. Key findings show the market is the constraint and the SDBR strategy is effective.

Job shop template

Course

A presentation detailed using Inherent Simplicity software in a job shop (design-production-integration) to solve issues like slow/rework-prone integration and poor multitasking, where neither CC nor DBR fully succeeded, requiring three buffers.

A better world: Simplified thinking processes for everyday use in business and life

Course

Data miscommunication and the gap between reality and perceived reality can cause bad actions (e.g., Challenger disaster). This creates a conflict between providing detailed reports and executive summaries.

Applying the TOC thinking processes in a healthcare organization: A case study

Course

PPNM case study presentation by James Holt on system analysis, UDEs, and strategic injections. Focuses on changing the system and goals, necessary conditions (quality, safe environment, financial solvency), and new appointment scheduling.

DBR implementations in multiple distribution centers (case study)

Course

Intel distribution centers adopted Drum Buffer Rope (DBR) to address high WIP/cycle times. Implementation in six countries reduced average cycle time by over 70%, WIP by over 65%, and significantly improved safety and feedback speed.

Operations management at the Dead Sea Works according to TOC and 6 σ

Course

The presentation details how applying continuous flow (TOC) and 6 sigma concepts increased potash production throughput at Dead Sea Works by addressing variability in processing stations, with changes leading to significant gains.

Critical chain: Resource management

Course

Critical Chain (CC) resource management focuses on plugging execution losses (interruptions, Parkinson's Law) by using task level priorities to reduce cycle time and streamline support. Resource load data helps plan for overloads and buffer recovery.

Availability insurance: A Viable Vision template

Course

Presentation topics include offer applicability conditions, core client and supplier conflicts, blocking factors, offer elements (insurance premium and upfront payment), and benefits for both the client and the supplier.

Success through simplicity

Course

Goldratt discussed simplifying systems with TOC templates, applying them in services, healthcare (ED, discharge, scheduling), and education. He also covered the market economy shift (China/India) and his inability to measure individuals.

Making money by simplifying measurements

Course

For-profit organizations seek higher profits. Identifying constraints (cash, orders, policies) and shifting focus from sales/tons to throughput significantly improves results (e.g., 30x, 70%, 25% increases).

Cost buffers as the financial measurement in a critical chain environment

Course

Presentation overview of Theory of Constraints (TOC) supply chain logistics exam content. Covers TOC operations and distribution solutions, comparing DBR/Buffer Management with Lean/JIT, and applying solutions in various plant types.

TOCICO supply chain logistics exam review workshop (pdf only)

Course

LT, a heavy equipment manufacturer, used TOC/DBR (2000-2005) to address issues like high WIP and low on-time delivery. This resulted in significant improvements, including a 64% cycle time decrease and a 25% WIP reduction in the Steel Group.

Breaking through In a sixty year culture at LeTourneau, Inc.

Course

This presentation evaluates TOC as a methodology, linking it to OR/MS and systems thinking. It suggests new directions, aiming to establish TOC tools as a comprehensive research methodology, classifying them based on characteristics.

Integrating TOC with systems and OR / MS methods

Course

Dixie Iron Works, founded in 1933 in Alice, Texas, began its Theory of Constraints journey in 1992. They are in the oil field business and saw a 48% revenue growth and 141% profit growth last year after DBR implementation.

Dixie Iron Works: Our TOC journey

Course

Overview of the Theory of Constraints fundamentals exam, covering four major parts: TOC Fundamentals (5 Focusing Steps), TOC Thinking Processes (UDE's, Conflicts), TOC Logistical Applications, and Holistic Analysis.

TOCICO fundamentals exam review workshop (pdf only)

Course

Presentation compares 98,000 deaths from medical errors to other causes. It uses thinking processes (TP) to analyze a medical errors case, develop solutions, and establish consensus among medical professionals.

Thinking process for medical error reduction: Systematic improvement of hospital management using TOC

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A case study on Microsoft's XIT Sustained Engineering team, which was underperforming. Implementing simple changes based on the Theory of Constraints (TOC) led to a 155% productivity gain, reduced lead time, and delighted customers.

Managing EPC projects: The TOC way

Course

Presentation shows how integrating TOC Thinking Processes (TP) enhances Six Sigma. Key points: using TP fills Six Sigma gaps, integrates TP tools into DMAIC/DFSS training, and delivers substantial benefits.