About this Presentation
Goldratt described TOC in one word: Focus. But, do we fully understand what we should focus on? What should we definitely not focus on? How many issues should be within our focus? What is the difference between the focus for the organization and the individual focus on one manager? Just to feel the potential dilemma, let’s remember one insight of Goldratt: Segment your market – do NOT segment your resources. Don’t you think that segmenting the market might de-focus the marketing efforts? Let’s have a discussion, even a debate, after a relatively short presentation.
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 concept of focusing is central to the Theory of Constraints (TOC). It's important to strike a balance between a narrow and wide focus to effectively manage an organization.
Management attention is a critical resource that needs to be effectively focused. Too narrow a focus can lead to missed opportunities, while too wide a focus can lead to a lack of depth in any area.
There are two critical flows within any organization: the current flow of products and services to current customers, and the flow of initiatives aimed at improving organizational performance. Both of these flows require careful management and focus.
Instructor(s)
Eli Schragenheim
Eli Schragenheim is a well-known international management educator, author and consultant active in various fields of management. He worked with a huge variety of organizations all over the world, including public-sector organizations, industrial, high-tech and start-ups. Since he had joined Dr. Eliyahu M. Goldratt, the famous creator of the Theory of Constraints (TOC) in 1985, Eli Schragenheim had taught, spoke at conferences, and consulted all over the globe. Eli Schragenheim is the author of several books on various aspects of management. His last book, Throughput Economics – Making Good Management Decisions, together with Henry Camp and Rocco Surace, was published in July 2019. Eli Schragenheim first book Management Dilemmas (1998) showed a variety of problematic situations in management and the rigorous analysis leading to the right solution. Next he collaborated with William H. Dettmer in writing Manufacturing at Warp Speed. In this book the new concept of Simplified-DBR, now a key concept in production planning according to TOC, was introduced. He collaborated with Carol A. Ptak on ERP, Tools, Techniques, and Applications for Integrating the Supply Chain, and with Dr. Goldratt and Carol Ptak on Necessary but Not Sufficient. In 2009 his book Supply Chain Management at Warp Speed, with William H. Dettmer and Wayne Patterson was published. In March 2015, Eli has opened a blog, now containing more than 140 articles on various topics in TOC that everybody can access.