About this Presentation
This webinar deals with the real time application of the TOC approach in contract management , in a trading organization, to have a better control over the vendor (manufacturer), smooth flow of contract management processes and ensure customer satisfaction. The webinar is organized as follows: 1. Background of the organization; 2. Processes involved in contract management; 3. Issue analysis; 4. TOC approach; 5. Results; and 6. Q&A. The organization setup includes: G-MAC Limited is a multi-billion dollar company in India, which has a diversified portfolio for the past 3 decades. V-MAC Limited is a 50:50 joint venture manufacturing organization between G-MAC Ltd and a foreign firm. Business Setup is: G-MAC Limited functions as a trading organization which markets the products manufactured by V-MAC Limited, in India and abroad. The scope of GMAC Limited is: Promotes & markets V-MAC products; Receives orders/contracts from clients and places the same on V-MAC Limited; and Manages & executes the complete order / contract in liaison with the customer and V-MAC Limited. The contract management process is: 1. Order placement by the customer; 2. Order placement on V-MAC Limited by GMAC sales team; 3. Order handover process between sales team and contract management team , in GMAC Limited; 4. CMT starts the communication channel with the customer and VMAC sales coordination team; 5. Technical document submission for approval; 6. Weekly status report update submission; 7. Ensure material readiness, inspection and dispatch; 8. Post dispatch document submission (invoice, BoL etc.); 9. Manufacturing data record submission (test results, parameter list, Process record etc.); and 10. Payment followup. This process typically took 24 weeks. Using the evaporating cloud technique to examine undesirable effects in the process this time was reduced by 75%.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
The session reveals why traditional scheduling systems fail to reflect real shop-floor dynamics: they treat all capacity as if it were equal, leading to overloaded work queues, long lead times, and constant firefighting, even when people and machines are busy.
It shows how Drum-Buffer-Rope (DBR) aligns the pace of work with the true system constraint (the drum), uses time buffers to protect flow, and controls work release (rope) so that production becomes predictable instead of chaotic.
The presentation illustrates how integrating TOC with Lean thinking simplifies scheduling by focusing first on system constraints and then on eliminating waste and variability—leading to reduced inventory, lower lead times, and significant operational savings.
It emphasizes that a lean DBR schedule doesn’t just reduce lead times; it changes how organizations think about scheduling—encouraging simple visual controls, rapid response to disruption, and a pull-based work release that supports flow.
Instructor(s)
