About this Presentation
This presentation tackles a common claim in the TOC world (Management Attention is the Ultimate Constraint) and argues that it is false. It argues that it’s false because: 1. There is an equivocation embedded in the claim 2. If the claim were true it would damage the central formulation upon which TOC rests Justin then takes a step back and explores two additional claims (arguing that each is also false): 1. The constraint can be a policy 2. The constraint can be in the market Justin then generalizes from these examples to propose that it’s critical we insist that Constraint and Capacity Constraint Resource are synonymous. He argues that Constraint is such a critical concept that we must insist on absolute precision when it comes to both the formal definition and the general usage of this word, in the context of TOC. Video length: . PDF: slides.
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)
Justin Roff-Marsh
For 20 years, Justin Roff-Marsh’s deep thinking and writing on Sales Process Engineering has blazed a trail for others to follow. Justin is the author of The Machine: A Radical Approach to the Design of the Sales Function. (Winner of Gold in the Sales category of the Axiom Business Book Awards.) And he’s the founder of Ballistix—a consultancy with operations in the USA and Australia, delivering engagements worldwide. Although Justin was a science nut as a child (and still is today), he commenced his career in sales. He sold insurance and then progressed to manage a team of 100 salespeople. He then co-founded a firm that sold financial education and quickly discovered that his product lacked the margins required to sustain a typical field-based sales force. He developed his approach to sales process engineering in response to this challenge. Justin’s approach to the sales process is as revolutionary as Deming’s was to manufacturing. He argues passionately that the application of scientific management principles to the sales process is the next great uncharted frontier for industry.