About this Presentation
This presentation was given Lisa Scheinkopf. This presentation is the second day of Goldratt’s two days of teaching new TOC developments. Lisa Scheinkopf is presenting Goldratt’s materials. She introduces the history of the red curve and green curve. From 1990 till 2000 the red curve represented ongoing improvement (exponential growth) and the green curve represented stagnation. Around 2007 Goldratt redefined the red curve as growth and the green curve as stability. The ever-flourishing company should have both. In May 2011 Goldratt redefined the red curve green curve concept with the assumption that the bigger (the stronger) the base, the higher the jump; the green curve is the base and represents harmony (communication, collaboration, people’s personal and professional growth, etc.) which causes the base to be bigger and stronger for the growth of the red curve to take place. The Standing on the Shoulders of Giants (SOSG) process is used. TOC can provide significant contributions to this area of stability and harmony. The engines of disharmony and harmony are discussed. The cloud of being a good manager and management attention is provided. The solution is to equip everyone in the organization to better evaluate and communicate needed changes. The four views of change are described as the mermaid, the crutches, the pot of goal and the alligator. Turning inertia and the engines of disharmony to the engines of harmony is discussed and an exercise is provided. The organization strategy and tactics (S&T) tree is described as playing a major role in moving to the engines of harmony. The SOSG process is used to attack the people aspect of organizations.
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.
Instructor(s)
Eliyahu M. Goldratt
Dr. Eliyahu (Eli) M. Goldratt was an educator, author, physicist, philosopher and business leader, but first and foremost, he was a thinker who provoked others to think. Characterized as unconventional, stimulating, and a "slayer of sacred cows," Eli urged his audience to examine and reassess their business practices and conventional paradigms.
Eli Goldratt is known as the father of the Theory of Constraints (TOC), a process of ongoing improvement that continuously identifies and leverages a system's constraints in order to achieve its goals. He introduced TOC's underlying concepts to a wide audience through his business novel, The Goal which has been recognized as one of the best-selling business books of all time. First published in 1984, The Goal has been updated three times and sold more than 7 million copies worldwide. It has been translated into 32 languages. Since then, TOC has continued to evolve and develop, and today it is a significant factor within the world of management best practices.
Heralded as a "guru to industry" by Fortune magazine and "a genius" by Business Week, Dr. Goldratt continued to advance the TOC body of knowledge throughout his life, building on the Five Focusing Steps (known as the process of ongoing improvement or POOGI) with TOC-derived tools such as Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and the Thinking Processes. He authored ten other TOC-related books, including four business novels.
Born in Israel on March 31, 1947, Dr. Goldratt earned a Bachelor of Science degree from Tel Aviv University, and a Master of Science and Doctor of Philosophy from Bar-Ilan University. He is the founder of TOC for Education, a nonprofit organization dedicated to bringing TOC Thinking and TOC tools to teachers and their students, and Goldratt Consulting. In addition to his pioneering work in business management and education, Dr. Goldratt holds patents in a number of areas ranging from medical devices to drip irrigation to temperature sensors. He died on June 11, 2011, at the age of 64.
Eli Goldratt is known as the father of the Theory of Constraints (TOC), a process of ongoing improvement that continuously identifies and leverages a system's constraints in order to achieve its goals. He introduced TOC's underlying concepts to a wide audience through his business novel, The Goal which has been recognized as one of the best-selling business books of all time. First published in 1984, The Goal has been updated three times and sold more than 7 million copies worldwide. It has been translated into 32 languages. Since then, TOC has continued to evolve and develop, and today it is a significant factor within the world of management best practices.
Heralded as a "guru to industry" by Fortune magazine and "a genius" by Business Week, Dr. Goldratt continued to advance the TOC body of knowledge throughout his life, building on the Five Focusing Steps (known as the process of ongoing improvement or POOGI) with TOC-derived tools such as Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and the Thinking Processes. He authored ten other TOC-related books, including four business novels.
Born in Israel on March 31, 1947, Dr. Goldratt earned a Bachelor of Science degree from Tel Aviv University, and a Master of Science and Doctor of Philosophy from Bar-Ilan University. He is the founder of TOC for Education, a nonprofit organization dedicated to bringing TOC Thinking and TOC tools to teachers and their students, and Goldratt Consulting. In addition to his pioneering work in business management and education, Dr. Goldratt holds patents in a number of areas ranging from medical devices to drip irrigation to temperature sensors. He died on June 11, 2011, at the age of 64.