About this Presentation
This presentation is about strategy and tactics (S&T) trees: putting companies on the process of ongoing improvement, the red curve. The discussion is about the Viable Vision (VV) solution (templates given 2005 in Barcelona) as the overall guiding direction for the company. The VV is not a linear sequence of functional implementations. Our first approach was to look at individual prerequisite trees and compare them to integrate them into a comprehensive document. Injections are missing, choopchik injections, etc. The solution is the S&T tree. Building the S&T tree took six weeks. Zycon (RRR= reliability, rapid response) was the first template. This day is devoted to presenting the first S&T tree in great detail. History: The S&T was constructed in December 1985 before the thinking processes. Motivation was that Creative Output, the agent of change became hard to move. The Race was the presentation of the competitive edge that Goldratt gave to Creative Output. A person will judge what he sees according to his frame (his logic that he used before). If you are giving a different frame you have to give the logic of what and why your frame is right. The framework was constructed then put on the shelf. One problem that the thinking processes cannot solve: how to measure the individual’s contribution in an organization. If we will connect the top of the organization to the individual contribution by perfect logic then we can measure an individual’s contribution. Eli Abramo and Rami Goldratt worked for a year with Eli’s guidance to develop the rules for the S&T tree. Traditionally strategy (the what for?) is thought to be at the top and tactic (the how?) is thought to be at the bottom. The S&T redefines the strategy and tactic and each element of the S&T is defined, discussed and examples given from the RRR 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.
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.