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Jelena Fedurko-Cohen
tocExpert Ltd, Estonia
17 November, 2017
Jelena Fedurko-Cohen
3. How to
6. Does the
Developing a formulate the
problem?
solution solution
remove the
problem?
4.Is it a REAL
5. How to look
problem?
for a solution?
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Thinking Processes
• Pivot
• U-Shape • UDEs • Ambitious •Fire-Fighting
• Direction
• C&E • UDE Cloud Target Cloud
• CLR • Consolidated • Injections • PRT • Inner Dilemma/
• Inner Dilemma/ Cloud • DE • Detailed plan Conflict Cloud
Conflict Cloud • Core Cloud • S&T
• CRT • NBR
• FRT
C D’
The other one of
the two
conflicting
actions
D’
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To use the Cloud for
decision making is WRONG!!
To achieve what? D
B D
The need that
we want to Fire “the star”
A satisfy by the sales person
action in D
C D’
To achieve what? D’
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To use the Cloud for
decision making is WRONG!!
To achieve what? D
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
C D’
Do not fire
Retain key
“the star”
accounts
salesperson
To achieve what? D’
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To use the Cloud for
decision making is WRONG!!
To achieve what? D
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
The common
To
objective
achieve achieved by
what? having B and C C D’
Do not fire
Retain key
“the star”
accounts
salesperson
To achieve what? D’
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To use the Cloud for
decision making is WRONG!!
To achieve what? D
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
To Ensure smooth
achieve functioning of
what? the company C D’
Do not fire
Retain key
“the star”
accounts
salesperson
To achieve what? D’
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To use the Cloud for
decision making is WRONG!!
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
Ensure smooth
functioning of
the company C D’
Do not fire
Retain key
“the star”
accounts
salesperson
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
Ensure smooth
functioning of
the company C D’
Do not fire
Retain key
“the star”
accounts
salesperson
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
Ensure smooth
functioning of
the company C D’
Do not fire
Retain key
“the star”
accounts
salesperson
B D
Prevent discipline
deterioration in the Fire “the star”
A sales department sales person
Ensure smooth
functioning of
the company C D’
Do not fire
Retain key
“the star”
accounts
salesperson
is a format of a
The Company holds, in its Plant Warehouse(s) (CDC), relatively small amounts of
Strategy inventories which are appropriate to service the “partnerships.”
Per SKU, the target level of inventory that ensures high availability is equal to the amount
Parallel expected to be consumed within the replenishment time factored for variability in demand
assumptions and supply.
The replenishment time to the plant warehouse is equal to the production lead time.
In conventionally run plants the eagerness to reach full activation of resources populates
the shop floor with too many orders. The resulting traffic jams inflate the production lead
times and mask capacity. In cases where the touch time is a very small fraction (<10%)
of the lead time, vast experience shows* that abolishing the mentality of striving for high
local efficiencies, reduces the lead time (to be less than 50% of the historical lead-times)
and exposes ample excess capacity (~50%).
* Except for environments which are dominated by heavily dependent set-up matrixes.
The Company switches from a mode of operation of producing to stock into the mode of
Tactic producing to availability (produce only to the inventory targets that ensure availability).
Sufficiency Trying to be more accurate than the noise is useless, distracting, and definitely
delays results.
assumption Source: Eli Goldratt’s Webcast on S&T on Consumer Goods, MTA-MTS, 2008
S&T Tree Box (Step)
Justifying the NEED to deal
with this area
Necessary Why this box is a necessary condition to
Assump.(NA) achieve the “parent” box and why we will
spend managerial effort and time to deal
with this area.
Strategy WHAT WE WANT TO ACHIEVE in this box to
enable implementation of the box on the higher
level. The deliverable of the Strategy is the result of
implementing the Tactics in this box.
Parallel Why we claim that the strategy is possible at all
Assump.(PA) THROUGH THIS TACTIC – a justification.
Tactic How we will achieve the strategy – actions.
The Company holds, in its Plant Warehouse(s) (CDC), relatively small amounts of
Strategy inventories which are appropriate to service the “partnerships.”
Per SKU, the target level of inventory that ensures high availability is equal to the amount
Parallel expected to be consumed within the replenishment time factored for variability in demand
assumptions and supply.
The replenishment time to the plant warehouse is equal to the production lead time.
In conventionally run plants the eagerness to reach full activation of resources populates
the shop floor with too many orders. The resulting traffic jams inflate the production lead
times and mask capacity. In cases where the touch time is a very small fraction (<10%)
of the lead time, vast experience shows* that abolishing the mentality of striving for high
local efficiencies, reduces the lead time (to be less than 50% of the historical lead-times)
and exposes ample excess capacity (~50%).
* Except for environments which are dominated by heavily dependent set-up matrixes.
The Company switches from a mode of operation of producing to stock into the mode of
Tactic producing to availability (produce only to the inventory targets that ensure availability).
Sufficiency Trying to be more accurate than the noise is useless, distracting, and definitely
delays results.
assumption Source: Eli Goldratt’s Webcast on S&T on Consumer Goods, MTA-MTS, 2008
TP for DECISIONS can be
used only in 2 areas (and
NOT for MAKING a decision!)
Then
thinking/planning how to make change HAPPEN
is about
OVERCOMING OBSTACLES of not having enough
knowledge of:
1. Disagreement on the
problem
To address 2. Disagreement on the
DECISION- direction of solution
3. Disagreement that the
MAKERS: solution will bring the
desired benefits
Yes, but…
Layers 1-5 4. Fear that the solution will To address
result in negative
consequences RESOURCES:
5. Obstacles to only
implementation seem to be
impossible to overcome Layers 4-6
6. Say “Yes” and do nothing
• Pivot
• U-Shape • UDEs • Ambitious •Fire-Fighting
• Direction
• C&E • UDE Cloud Target Cloud
• CLR • Consolidated • Injections • PRT • Inner Dilemma/
• Inner Dilemma/ Cloud • DE • Detailed plan Conflict Cloud
Conflict Cloud • Core Cloud • S&T
• CRT • NBR
• FRT
MUST BE KNOWN:
What to change
What to change to
How to implement change – technical side
Mindset Current Reality Future Reality Transition POOGI
Understanding Establishing the Implementing the Continuous
Logic based the problem Solution Solution Improvement
Management WHAT to Change What to Change TO HOW to Change How to Grow
Make to Order:
• Unsatisfactory On-Time Delivery
• Too long Quoted Lead Time
Make to Stock:
• Low Availability
(high level of
shortages)
• Low Inventory Turns (high level
of surpluses)
PERSISTENT PROBLEMS
• Often machines and/or people are not available
THAT DO NOT ALLOW US TO when needed
ACHIEVE THE DESIRED • Priorities constantly shift
TARGET
• Raw materials/parts are not always available
UDEs when needed
• Too much expediting
UnDesirable Effects
• Too much over time
• Too much rework
• Too many SKUs with too high inventory levels
• Too much dead or obsolete inventory
What is the
common
cause?
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Why are performance
measurements low?
Quoted Lead Availability Inventory
OTIF Time too turns
too low too low
long too low
THE WAY
WE OPERATE
OUR SYSTEM
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The way we operate our
system
Take expensive
corrective actions to Act according to the
expedite the flow plan that was set
towards or officially updated
the order completion
Low High
Performance Performance
WHAT TO CHANGE TO
Measurements Measurements
WHAT TO CHANGE
UDE DE
Future Reality
Current Reality
UDE UDE DE DE
NBRs
D D’ TOC
THE WAY Injections
B WE C
OPERATE PIVOT TOC direction
OUR SYSTEM!
A TOC of solution
1. Disagreement on the
problem
2. Disagreement on the
direction of solution
3. Disagreement that the
solution will bring the
desired benefits
Yes, but…
4. Fear that the solution will To address
result in negative
consequences RESOURCES:
5. Obstacles to
implementation seem to be only
impossible to overcome
Layers 4-6
6. Say “Yes” and do nothing
Decision
PRE- IMPLEMENTATION
IMPLEMENTATION ROLL-OUT FULL EXECUTION
49
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Local vs Global
50
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Local vs Global –
not one, but TWO
THE ORGANIZATION – GLOBAL
Objective
Objective of of the Consists of many Locals
this Local Global
Objective of
this Local
Objective of
this Local
51
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Local vs Global –
not one, but TWO
THE ORGANIZATION – GLOBAL
Objective
Objective of of the Consists of many Locals
this Local Global
Objective of
this Local
Objective of
this Local
52
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Local vs Global –
not one, but TWO
THE ORGANIZATION – GLOBAL
Objective
Objective of this of the Consists of many Locals
Local (= its GLOBAL) Global
Objective of this Local
(= its GLOBAL)
Objective of
this Local
(= its GLOBAL)
53
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The reality
Objective
of this
Local (= its
GLOBAL) No wonder managers
often complain about
RESISTANCE
54
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The reality
This is reflected in
Objective BEHAVIOUR
of this
Local (= its
GLOBAL) No wonder managers
often complain about
RESISTANCE
55
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My four books
on TOC logical tools
for understanding the problem,
developing the solution and
structuring the implementation
Visit http://tocexpert.com/books/
Write to jelena@tocexpert.com
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