2006 TOCICO International Conference

Critical chain for inpatient management of patients with diabetes mellitis

Presentation details using Theory of Constraints (TOC) Critical Chain Project Management (CCPM) to design a resource allocation and scheduling system for healthcare, using diabetes as a case example. CCPM maximizes resource utilization.

Challenging one of the basic laws of economics (and TOC)

Course

Alan's presentation explores the risk of applying the max T/cu rule in complex situations with multiple overloaded resources (interactive constraints), proposing a new rule, as the traditional approach may jeopardize profitability.

Making TOC distribution work: The story of a small company and a mega brand

Course

This presentation details the implementation, issues, and results of a replenishment model at two companies: a large, seasonal company (Mega brand) and a smaller one (Shippers Supply Co.). It includes company overviews, pilot results, and next steps.

The core structure of the TOC thinking processes and their applications to improving systems (the U shape)

Course

The U-shape in TOC analysis connects the problem (poor performance, core problem) on the left to the solution (desired results) on the right. The bottom center acts as the pivot, moving from the current reality to the future reality.

Dynamic buffer management

Course

Henning de Preez led a session on Dynamic Buffer Management (DBM), covering concepts and implementation. Eli Schragenheim clarified DBM details and capacity. Key questions were raised about DBM's purpose, function, and conflict conditions.

100 kids, 100 clouds, 100 days

Course

A Malaysian TOC for Education project taught 100 students (ages 13-14) the evaporating cloud tool for 100 days to improve problem-solving. Post-test results showed most who completed the assignment learned to use the cloud.

Implementing Viable Vision: A whole new animal

Course

The presentation details implementing a Viable Vision (VV) project. It covers the Strategy & Tactics (S&T) tree, a global approach, and the Throughput Operating Strategy (TOS), addressing challenges and outlining a 7-step implementation process.

Evaporating cash constraint

Course

This presentation covers identifying, defining, and managing cash constraints, including a case study. It details when a constraint exists and provides definitions and calculations for the cash-to-cash cycle, throughput, and survival time.

Concluding keynote: The thinking processes

Course

Eli discusses the Odyssey course, using TP/CRT for life facets and economic prediction, and causality. Product lifetimes are shrinking, requiring reduced development time. China and India are rising as major consumers with rapid growth.

Effectively dealing with implementation disturbing issues

Course

This presentation provides guidelines and tools to address implementation issues where people know the required actions but fail to act. It offers understanding and validation for the cause of this inaction, with examples.

TOC distribution: Pushing the BOK What the insights don't tell us

Course

Presentation objectives: sharing experience implementing the TOC replenishment solution across business sizes, describing new TOC Insights to avoid pitfalls, and accelerating implementations by learning from mistakes for quick results.

Doubling profits through measurements

Course

FG, a filter JV, saw 20%+ sales/profit growth but stagnant ROCE (10-12%). After adopting TOC and new measurements (throughput, throughput loss, productivity), throughput rose 35% and profits nearly 100% in 30 weeks.

Achieving mindset and behavioral change

Course

Alex Knight's presentation on mindset and behavioral change emphasizes self-examination as key. To help others, leaders must first look inward, assume the other person may be right, and address their own behavioral blocks before assigning blame.

Organizational transformation: The role of the leader

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Leadership's role is to get people to work together purposefully to accelerate organizational performance. It focuses on the "who" and answering "WIIFM." Both TOC and transformational leadership create focus for sustainable results.

Keynote address: Applying critical chain to air force maintenance

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Warner Robins Air Force Base used Theory of Constraints Critical Chain (CC) for C-5 aircraft maintenance, winning Edelman and Shingo Awards. Post-lean, CC implementation in 2005 cut aircraft in work-in-process from 13 to 6 in 8 months.

Achieving breakthrough sales at Prince Manufacturing Corporation

Course

Prince Manufacturing, founded in 1950, makes cylinders, valves, pumps, and motors. Minimal growth led them to adopt the Theory of Constraints (TOC). Results: Offers accepted grew from <20% to >80%, and the pipeline expanded 10x.

Implementing the 25-25 principle: A fast realization of Viable Vision

Course

R&D projects are often late, over-budget, and deliver partial scope, causing dissatisfaction. Solutions described include the 25/25 principle, Viable Vision throughput accounting, cost-utilization model, focusing tools, and value-focused management.

TOC & traditional IT systems: Integration & adaption

Course

TOC objectives: effective operations synchronized with sales and IT. Large-scale manual operations are impossible, necessitating IT solutions like building or modifying software for support.

What’s really new in simplified DBR?

Course

SDBR is Goldratt Consulting's official production management choice. New concepts like the planned load, a unique make-to-stock approach, and a capacity reservation mechanism support rapid response & perfect delivery.