About this Presentation
As clear as the TOC solutions may seem to be, when implementing them they require non-negligible adjustments and modifications. What are those? and how to do the right? Over the years the TOC body of knowledge has been progressing mostly though through individual experiences. The formal BOK stayed pretty much the same (many still even consider The Goal to be valid). The fact is that as the core concepts remain valid, the practical way to implement them has evolved a lot, and within each and every individual implementation adjustments and modifications are needed. What is the up-to-date theoretical configuration of the solutions? What in them needs to be adjusted in implementations and what should not? The presentation will discuss the concept and demonstrate through an example.
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 session tackles a gap many practitioners feel: knowing TOC theory is not the same as knowing how to translate it into workable operational solutions in production and distribution environments.
A central insight is that each TOC operational solution can be framed through a core cause, a core injection, and a full set of injections - from choking release and using buffer colors to daily reordering, dynamic buffer management, and capacity monitoring.
The presentation also makes implementation concrete. It shows that success depends on designing the right architecture first, then defining the details of each injection, and finally identifying negative branches and implementation obstacles before they derail the rollout.
Rather than treating production, make-to-order, make-to-stock, and distribution as isolated topics, the session connects them into one operational logic focused on flow, reliability, and the disciplined use of buffers, priorities, and protective capacity.
Instructor(s)
Mickey Granot
Mickey Granot has been a TOC practitioner for 30 years now. Mickey spent many years working as Eli Goldratt's right-hand-man in developing the TOC body of knowledge and disseminating it to consultants and customers globally, and eventually was the CEO of Goldratt Group. Since he left the Goldratt Group, Mickey dedicated his attention into continues development of the knowhow and its practical aspects helping customers globally achieve and sustain breakthrough performance in operations and business.