About this Presentation
The presentation describes the implementation of TOC in the sales function of an organization. The company sells/distributes services directly to the market through its direct sales force; there is no shortage in supplying the products; the sales force recruits the direct sales people; and there is no shortage of good direct sales people in the market. The change sequence questions (What to change? To what to change to? and How to cause the change?) were applied in analyzing the company. The answers to these questions are: What to change?: The way we plan the use of our resources and the supervision of the execution. To what to change?: We plan, schedule and supervise the use of our resources systematically, using the five focusing steps. How to cause the change? We learn how to customize the ideas to our environment and we educate our people and support them with appropriate tools and help.
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.
This presentation explores why the TOC Thinking Processes have often felt more powerful in theory than in day-to-day use, and offers practical updates aimed at simplifying how people construct and communicate solutions.
A core insight is that TOC should be used as a systems approach, focusing on the few physical and logical leverage points that govern total performance rather than assuming global improvement comes from accumulating local improvements.
The session deepens Strategy and Tactics work by showing how to test an S&T tree through different kinds of assumptions, including group sufficiency, part sufficiency, necessity, best alternative, and sequence.
It also sharpens conflict analysis by distinguishing between symptomatic and systemic conflicts, accepted versus unacceptable compromises, and limiting factors versus limiting assumptions, helping practitioners aim for real breakthroughs instead of surface-level fixes.
Instructor(s)
Oded Cohen
Oded Cohen is a leading expert and developer of TOC, starting with Dr. Goldratt from the very early years of then emerging TOC. Oded significantly contributed to developing TOC for Production, TOC Thinking Processes and TOC for Management. Oded has over 45 years of experience working with companies and individuals all over the world. He is the author of Ever Improve - a TOC concept and major book on TOC methodology and mechanics of solutions for Make to Order and Make to Availability, and one of the authors of the concept of the Decalogue, presented in the book called Deming and Goldratt. Oded was the TOCICO founder and the first Chairman, and is the Co-Founder and Co-President of TOC Practitioners Alliance – TOCPA.