About this Presentation
There are two types of constraints: Tactical Constraints that are the current constraint, and Strategic Constraints that fit the three strategic questions about the system’s resources. TOC mainly focuses on tactical constraints. TOC identifies the system’s bottleneck and manage it properly, usually by using the Focusing Steps. Then there are the three strategic questions about the system’s Strategic Constraints/resources: 1. Where should the constraint be? 2. Where is the constraint now? 3. How to move the constraint to the right place? This presentation suggests that: a. When the resources are relatively inexpensive we should thrive for a market constraint, i.e. provide excess/protective capacity to the system. b. Where the resources are relatively expensive, the constraint should be the most expensive or rare resource. c. You should start your analysis by analyzing the system by its strategic constraint, and use the Focusing Steps at that stage. By using these three rules one can get much better and faster results. We will practice the use of the methodology on the 2020-2021 COVID 19 pandemic in Israel.
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.
During the COVID-19 pandemic, hospitals faced different levels of demand, from exceeding 110% in peace times to exceeding 400% in tsunami times, creating bottlenecks in the system.
The unified focusing steps can help identify and address the current and true constraints in the system, helping to manage the system more effectively.
Different situations require different methods of constraint elevation - evolutionary methods for non-urgent situations and disruptive methods for high urgency situations.
Instructor(s)
Boaz Ronen
Boaz Ronen is a Professor Emeritus of Technology Management and Value Creation at Tel Aviv University, The Coller School of Management. He holds a B.Sc. in Electronics Engineering, an M.Sc. and Ph.D in Business Administration. Prior to his academic career, he worked for over 10 years in the Israeli Hi-Tech industry. He has consulted to numerous corporations, healthcare organizations and government agencies worldwide. He was a visiting professor at the schools of business of leading universities worldwide. Prof. Ronen has published over 100 papers in leading academic and professional journals, and co-authored four books on Value Creation, TOC, Focused Management, Health Care management, Costing and Pricing and Decision Making. In 2012 his work "Justice in Time: Applying TOC to Law Courts Systems" (with Shimeon Pass and Shany Azaria) won the Dr. Eliyau M. Goldratt Foundation prize. In 2016 he was awarded by TOCICO for his life time achievement in recognition of significant contribution to the TOCICO community to advance the TOC body of knowledge. . He holds B.Sc. and M.Sc. in Chemistry from the Technion, Haifa, and from the Weizmann Institute, Israel, and an MBA from Tel Aviv University, the Coller School of Management. Working in the past for IBM in the ERP group, Mr. Pass has also specialized in the implementation of advanced managerial methods to enterprise information systems. Mr. Pass specializes in applying Focused Management and TOC in R&D organizations and project management. His papers on value creation and performance improvement appeared in leading practitioners and academic journals. Oxford University Press published his book on healthcare management. His book, "Focused Management: Doing More with Existing Resources" was published by John Wiley & Sons. In 2012 his work "Justice In Time: Applying TOC to Law Courts Systems" (with Boaz Ronen and Shany Azaria) won the Dr. Eliyau M. Goldratt Foundation prize.