2007 TOCICO International Conference

The finance of TOC distribution or does T, I, and OE tell the whole story?

The presentation examines the financial impact of the TOC distribution solution on retailer profit, reexamining throughput (T), inventory (I), and operation expense (OE) within throughput accounting and financial statements.

Generic principles of TOC flow management and traffic management

Course

Presentation on Theory of Constraints for flow commonality: production, projects, distribution. Develops generalized flow management points (saturation, buffer management, ongoing improvement) applied to traffic management.

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

Course

The simplified TOC TP roadmap overcomes limiting paradigms via 5 steps: Why change, What to change, To what to change, How to cause the change, and How to measure/create POOGI. Applied to solid waste & water supply case study.

TRIZ for Jonahs

Course

Presentation on using TOC with TRIZ (Theory of Inventive Problem Solving) to accelerate innovation and avoid design compromises. TRIZ uses an abstract problem-solving process based on classified patents.

Decision making in TOC implementations using decision analysis

Course

This presentation covers large-scale decision-making under uncertainty (TOC Step 4 elevate types). Examples from various industries illustrate organizational and analytical complexity, identifying six types of elevation opportunities.

The Odyssey Program: Life results (Panel discussion)

Course

Panel (Michael & Lee Anne Demere, Dwight Drumtra, Holly Weyler, Ana Maria Conde) discusses the Odyssey program: a five-day TOC/three-day Goldratt course offering new perspectives, global networking, and thinking process tools.

Keynote presentation: Freedom of choice

Course

An audience-directed Q&A session covering the impact of new items on the S&T tree, errors in project management levels, accountability via the evaporating cloud, and global economy predictions (China/India growth, US trade).

The strategy and tactics tree: Projects - Viable Vision implementations

Course

The text details Strategy and Tactics (S&T) trees for ongoing improvement ("red curve"), built to guide companies (like Zycon's RRR) and address issues like measuring individual contribution by linking organizational top to individual logic.

The difference between theory and practice implementing TOC

Course

The presentation details the difference between teaching and implementing Theory of Constraints (TOC) solutions, exemplified by drum-buffer-rope (DBR) scheduling. It addresses "what to change," "what to change to," and "how to cause the change."

The changes to the CCPM BOK

Course

A presentation on project management strategy in a Viable Vision company identified a gap in level 5 steps. To ensure successful TOC implementation, the first action should be freezing projects. Critical Chain changes were also described.

Using TOC principles to enhance the competitiveness of small and medium size enterprises in developing countries

Course

The presentation details using TOC thinking processes to solve water shortages in developing countries. It also covers applying TOC, the five focusing steps, and drum buffer rope to make small-to-medium firms competitive.

How to implement TOC within a division of a multi-billion dollar conglomerate

Course

Royal Pipe case study: company background, market issues (high inventory, lost sales), why TOC was chosen, and its implementation (replenishment/DBR) in five plants, with results and lessons learned.

Discovering the errors in traditional strategy: Eliminating them using TOC - Resolving the systemic conflict in traditional strategies

Course

This presentation compares traditional strategy problems with TOC solutions, using thinking processes. It discusses the CEO's role, the Bungee Effect, chronic organizational conflicts, and a Viable Vision project example.

TOC case study: The application of critical chain project management to the design of large commercial aircraft at Boeing Commercial Airplanes

Course

A Boeing 777 case study (777-300ER & 777-200LR) used large-scale multi-project critical chain in Engineering Product Development, covering planning, execution, and management. Results for 10,000 projects are shown.

Tata Steel: An update on the Viable Vision: Discovery & learning

Course

Tata Steel's Viable Vision presentation details profits, financial impact, training, and TRD reduction across three processes, covering the S&T tree, competitive edges, a mine throughput model, buffer management, objectives & critical chain results.

Mistakes in implementing TOC: Let's learn from mine and yours

Course

Improve future implementations by setting realistic expectations, addressing insufficiencies, and learning from mistakes across areas like goals, finance, production, DBR, buffer management, distribution, projects, sales, HR, management, and lean.

Creating a public works revolution in Japan

Course

Discusses Japanese business culture, Kaizen, TOC, and Japan's public works construction dilemma. Focuses on using Critical Chain (CC) implementation to achieve a win-win-win for citizens, public works office, and contractors.

The cash machine

Course

This presentation outlines sales management roles, dispels the belief that a good salesman equals a good sales manager, and introduces the systematic TOC approach to the sales process, focusing on shortening the sales cycle.

Decisive competitive edge in auto after market

Course

Fleetguard implemented the theory of constraints (TOC) in its India supply chain (5 plants, 90 distributors, 5,000 retailers). Focus was on aftermarket growth using TOC tactics: build (produce to availability), capitalize, and sustain.

Delta Air Lines: A case study - The change and challenge in engine maintenance

Course

Delta Air Lines' MRO case study details engine maintenance changes and challenges, simplifying complex operations using TOC, DBR, and CI. Insourcing grew 440% yearly. A key focus was aligning metrics with core business goals.

Another method to run MTS & MTO company (concept and case study)

Course

Presentation details TOC replenishment/time buffers in MTS/MTO production, simulation results, a TKF case study, and lessons learned, deriving the max buffer level rule & addressing 3 key questions for target levels.

Plant shutdown in record time at Tata Metaliks

Course

Tata Metaliks used CCPM for a plant shutdown, completing it in a record 23 days vs. the 28-day plan (typically 45-60 days), 87% of budget, with 25% extra scope. Core issues were incomplete preparedness and parallel work.

The theory of constraints initiative at Medgar Evers College to reduce student attrition: A progress report (no pdf)

Course

Medgar Evers College (CUNY) used Theory of Constraints (TOC) thinking processes to address its long-standing attrition problem, starting with 24 faculty-identified issues in 1998, with the goal of improving retention.

Adapting CCPM to the Indian context

Course

India's economy is growing (10% GDP), but project management lags: 99% of projects are late, 20% cost overruns. Challenges include lack of managerial experience and unstructured processes, with opportunities like critical chain.

TLS continuous improvement trio: Is it not the time to think differently?

Course

A study compared Theory of Constraints, Lean, and Six Sigma (TLS) versus Lean and Six Sigma alone to optimize profits. TLS showed 3.9x greater financial benefit than the others, with the difference being highly significant.

Upgrading the TOC BOK: Focused methodologies for the financial industry

Course

The finance industry (banks, insurance, credit cards) is a highly regulated, service-based, IT-intensive sector. The Value Focused Methodology (VFM) is used, with steps: goal, measures, value drivers, exploit, and execute/control.

A value creation approach to project management: Doing much more with much less

Course

The presentation on value creation beyond critical chain notes that reducing time to market or eliminating features can significantly increase firm value. Over 70% of development is wasted. Six value drivers for project management are listed.

Dealing with seasonality in distribution environments

Course

Presentation on four seasonality types, focusing on sharp demand changes. It compares Dynamic Buffer Management (DBM) and traditional forecasting, noting DBM's slow response to sharp demand changes. Steps for managing these changes are provided.

Make to availability and beyond: Using market buffers and / or capacity buffers to enable both growth and stability

Course

MTA is a commitment to maintain availability at a warehouse for immediate delivery, unlike MTS (no firm commitment). It's compared to MTS and MTO, focusing on market/capacity buffers, protection types, and load management (planned load < 80%).

Viable Vision is achievable in healthcare

Course

Adirondack Oral & Maxillofacial Surgery used TOC/Lean/Six Sigma and a transformational S&T tree to turn a break-even practice into a highly profitable one, freeing up capacity for 30-40% pro-bono work.