2009 TOCICO International Conference

Two sides of the same coin

The presentation shows that while many try to implement the Toyota Production System (TPS), only Toyota achieves the best results. It details TPS as one pillar of Toyota's approach, supported by a framework of forces, principles, and culture.

Myths about product registration of medical devices in Japan

Course

Japan's aging population makes it attractive for medical device manufacturers. A presentation introduces using TOC concepts like CCPM and TP to improve performance, shortening product registration time by 30-70% without compromising compliance.

Public works with CCPM

Course

The presentation describes insights into the development of public works projects in Japan using Critical Chain Project Management (CCPM). The challenge is implementing and synchronizing CCPM with the One-day Response Project.

Weaving together the thinking processes and the strategy and tactic trees

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Guilherme Almeida's presentation maps the logic of Thinking Processes (TP) and Strategy and Tactic Trees (S&T) to reconnect these tools. It covers where TP and S&T intersect, their boundaries, applicability, and how to use them together.

Using TOC thinking tools to write a logical argumentative composition

Course

TOC thinking processes are rarely used in rigorous composition despite their use in business/education. Logical argumentative writing demands a critical thinking framework, which this presentation details for effective composition development.

Lead time management in a machinery manufacturing company

Course

A machining center manufacturer implemented a Drum Buffer Rope (DBR) production control system, integrated with existing ERP/APS, for lead time management to ensure production lead time is responsive to sales demand.

Using TOC-TP to understand your client and build a value offer

Course

The presentation will share experiences selling new value offers (Mafia offers) based on improved logistics. The challenge is salespeople's struggle to adjust, causing delays in introducing the new offering and potential throughput issues.

Viable Vision implementation experience in Neuland

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Neuland Labs' 2006 Viable Vision (VV) implementation moved from VMI to the RRR S&T tree, requiring massive capacity elevation and top management commitment. Throughput and OTIF became key metrics for employee bonuses.

Lessons learned: The power of cause-and-effect and TOC = focus

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Goldratt argued that the perceived reduction in demand for electronic chips was a mirage, resulting in massive layoffs. Key takeaway: always use a global (supply chain) view and cause-and-effect logic.

TOC and Drucker’s management philosophy

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The text commemorates Peter F. Drucker's 100th birth anniversary on Nov 19, 2009. It discusses implementing the Theory of Constraints (TOC) with Drucker’s management philosophy, suggesting his works offer insights for better TOC results.

Continuing aggressively on Viable Vision: Even in the recession year (Vaildating Eli's views)

Course

Fleetguard Filters, a leader in filtration solutions for air, fuel, and lube systems in automotive and industrial markets, decided to take up the Viable Vision (VV) despite indications it was impossible.

Solution for profits fashion design company on product factory in China—From disaster to recovery and profits!

Course

Confronted with disaster in 2008, Harbona Packaging Co. Ltd. implemented the "Solution for Profits in the TOC way" philosophy, advised by DataDevelop Consulting Ltd., to survive. The SCOR model supplied discipline for the change.

Hitachi Tool case study (delivered in Japanese)

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Hitachi applied the Theory of Constraints to its low-margin drill bit market, focusing on drill breakage. With an Unrefusable Offer, they tripled sales and made the business profitable in 2007.

Making critical chain stick

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Rob explains why common change efforts fail and introduces the "cycle of results model." This model offers a practical application for selling and maintaining critical chain implementations, acknowledging that change can be painful and slow.

F-PROJECT: Procurement innovation for WIN-WIN-WIN (delivered in Japanese)

Course

Nagahama Canon's F-Project (2005-2009) for the laser printers division had three phases: cost containment, collaboration, and using TOC to build management strategy, aiming for timely supply, high-level QCD, and supplier profitability.

Win-win-win public work management transformation: The origin of public work construction and one-day response project (in Japanese)

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TOC was introduced to the Japanese government to improve practices, addressing the core problem of slow responsiveness in construction projects. The ODR rule was implemented, leading to benefits like paperless operations, IT use, and collaboration.

Navigating the perfect storm: A holistic approach to managing change for survival in an automotive component organization

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A mid-sized automotive component company used a holistic, systems, and scientific approach to improve and survive difficult business conditions. Changes were made to starting conditions, management rules, measurement, and organizational design.

Implementation approach with concensus

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The presentation shares how to build a long-lasting TOC solution quickly using simplified drum buffer rope (SDBR) case studies. It focuses on the SDBR implementation approach by achieving consensus between injection owners and users.

The TOC ‘Pot of GOAL’ for education

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Established by Dr. Eli Goldratt in 1995, TOC for Education (TOCfE) has impacted over 6 million children by teaching applications in curriculum and school management. It aims to develop life-long learners and thinkers.

Managing and improving Coca-Cola Bottling in Brazil with TOC

Course

Presentation on navigating change and improving competitiveness in the dynamic Brazilian beverage business. It includes a personal narrative and results from the CEO role at SPAIPA Bottling Group (1993-2001).