About this Presentation
This presentation describes the challenge of implementing a Viable Vision (VV) project; the breakthrough of the strategy and tactics (S&T) tree; using a global approach to implementation; the breakthrough of the throughput operating strategy (TOS), examples of its application and a summary of lessons learned. The challenges of the VV include lack of bottom-line results, transforming companies from a functional to a global focus, lack of synchronization and processes and the isolated implementations of local TOC applications. The S&T tree provides the logic of each VV strategy; defines the key capabilities and sequence of actions to achieve results; high-level structure for implementation; and provides the logic to create ownership of the process. The implementation process is: 1. Clear verbalization of the goal / objectives; 2. Define the system you are working with—Flow; 3. Articulate what good looks like—Convert the S&T to a TOS; 4. Alignment of leadership with the goal and TOS; 5. Analysis of current state vs. TOS—Levers; 6. Define the improvement model—how we will work together; and 7. Execution. TOS is defined, illustrated and compared to the S&T tree.
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.
Verbalizing intuition can be a powerful tool in implementing change and avoiding the perils of not doing so.
Implementing viable vision can be challenging due to the complexity of integrating different functions of an organization.
The concept of 'what does good look like?' can be a powerful tool in guiding organizations towards their goals.
Instructor(s)
Kevin Fox
Kevin Fox works with motivated leaders of established companies to increase revenues, improve operational effectiveness and efficiency, and reduce costs while meeting all compliance requirements. He believes that great businesses are built on great execution and that understanding a company’s constraints is the essential starting point for meaningful improvement. When organizations consistently focus on their constraints and align their teams accordingly, the results that can be achieved are nearly limitless.
Kevin began his career in 1985 working with the founders of the Theory of Constraints (TOC), most notably Dr. Eli Goldratt and his father, Bob Fox. Through this experience, he learned the critical importance of viewing businesses holistically. As organizations grow in scale and complexity, maintaining this holistic perspective becomes increasingly challenging; Constraints Management provides a powerful framework for cutting through the noise and identifying the true leverage points in any enterprise.
These principles have enabled Kevin to help leaders achieve significant bottom-line improvements across a wide range of industries, services, and government organizations. Working with engaged and motivated leaders around the world has been one of the most rewarding aspects of his work.
In 2015, Kevin released his book Aligned & Engaged, which brings together many of the most effective strategies developed over more than 30 years of experience.