Presentations available on video and DVD from TOC World^® 2004 at the Mohegan Sun in Uncasville, CT.

JCT-01 Gray-Syracuse

Presenter:
Tom Cacace, General Manager

Expanding from Production to Project Management with TOC
ESCO Turbine Technologies is a global network of companies and alliances that manufacture components including investment castings for the aerospace, industrial gas turbine, armament, micro-turbine, turbochargers and premium industrial market segments. Gray-Syracuse manufactures investment castings, utilizing super alloys cast in vacuum or air melt, for customers in the aerospace, industrial gas turbine and armament markets.

Gray-Syracuse is in its seventh year of ongoing improvement using TOC in the production environment. The impact of 9/11 on the aircraft industry made clear other significant improvement had to be made. As if that event wasn’t enough, the Enron collapse rippled through the industrial gas turbine supply chain. The constraint had very clearly moved to the market.

With its sights set on improving its new product development process, the company expanded into TOC Project Management in early 2003. Preliminary results since the TOC Quick Start^SM training began include a 59% improvement in product development lead time and a near tripling of on-time project completion. This presentation explores the associated cultural challenges as they work to break with decades-old assumptions and further refine their TOCPM implementation.

JCT-02 Eastern Financial Florida Credit Union

Presenter:
Kendrick Smith, Chief Financial Officer

Creating a Competitive Advantage in the Mortgage Lending Business
Eastern Financial Florida Credit Union is the largest credit union in South Florida, and among the top 35 in the nation. A full-service financial institution with $1.8 billion in assets and more than 183,000 members nationwide, Eastern Financial still acknowledges the common bond and ideals it shares with credit unions worldwide: not for profit, but for service.

In 2003, Eastern Financial's Mortgage Department was faced with the problem of having more applicants than they were able to process in a timely manner. This problem was amplified by low interest rates that encouraged every mortgage owner to refinance their loan. By applying TOC principles, a new workflow was implemented to focus on obtaining complete applications up front, processing and closing loans using trigger dates, reducing dysfunctional multi-tasking work habits, and increasing loan closings.

Results include greatly improved on-time delivery, increased member satisfaction and an improved work environment. Profits are up due to a 24% per month increase in loan closings coupled with a near elimination of outsourcing and overtime. This afforded them an opportunity for a First Mortgage Product Offering and enabled a strategic decision to double the capacity of the system.

This presentation examines Eastern Financial Florida Credit Union’s journey towards creating a competitive advantage in the mortgage lending business, lessons learned and the ability to quickly modify their product offerings.

JCT-03 The Boeing Company

Presenter:
David Christ

Critical Chain with Earned Value - Partnering for Success
Boeing is partnered with prime contractor Lockheed Martin on the F/A-22 Air Dominance Fighter. Boeing designs, builds and supplies the wings, aft fuselage and other components to Lockheed Martin.

On this project, Boeing is using TOC Project Management (Critical Chain) in conjunction with Earned Value Management. They have found that using these two systems in harmony creates an integrated cost and schedule system providing all the benefits of the Critical Chain method with all the budget, cost and schedule performance visibility of Earned Value Management.

This presentation is an exploration of the core objectives, motivations and mutual benefits supporting the marriage of Earned Value and Critical Chain. It covers process rather than results.

JCT-04 Lafayette College Alumni Association

Presenters:
Ed Alkire
John Leone
Dee Bradbury Jacob

Breaking Through Functional Silos with Strategic Planning
Like many organizations, Lafayette College tended to operate in functional silos. As the Alumni Association began the task of creating its five year Long Range Plan, it was faced with the challenge of either focusing on improving itself for its own sake, or specifically tying what it would do to the College’s success. It was decided that the intent of the plan will responsive to the College’s goal and strategic initiatives, to align the Alumni Association’s mission and activities with those of the College and to integrate the “Lafayette Experience” into the lives of their alumni.

The TOC process for planning broke down silos through the cross-organizational participation in analyzing what to change, creating what to change to and how to cause the change. As a result, the planning process and alumni organization gained new respect, access and participation to ensure its success. The issues the Association faced and the buy-in route are applicable to many other organizations.

This presentation describes the problems faced, the process used to identify and achieve the Association’s goals, and results to date.

JCT-05 Air Force Flight Test Center 412th Test Wing (AFFTC)

Presenters:
Mark Watson
Don Johnson
Larry Joe Dale

Project Management with the Right Stuff, Part Two
The 412th Test Wing, located at Edwards Air Force Base, California, plans, executes, and reports on test and evaluation projects dealing with airframe, propulsion, and avionics and electronic warfare for the United States Air Force, as well as commercial and foreign customers. The acknowledged global leader in test and evaluation, the Test Wing oversees over 300 projects with an annual budget of $650 million. They are now in their third year of a complex, organization-wide, TOC multi-multi-project implementation.

In this presentation, AFFTC shares its experiences regarding the technical, cultural, and strategic implications of implementing and using TOC Project Management and the TOC Thinking Process Tools, as well as their “next steps” and the obstacles they will face.

2 tapes or 1 DVD

JCT-06 Nike

Presenter:
Bruce Watson

Gaining Buy-In in Large Organizations
Nike is a global marketer and wholesaler of sports and fitness related consumer products with approximately 20,000 employees. Its products are manufactured in over 40 countries with significant distribution and sales in the United States, Europe, Asia and Latin America.

Implementing the TOC Supply Chain Solution in a large organization presents unique problems. How do you gain agreement in an organization environment that is matrix oriented, has competing goals, and where the scope of the implementation seems too large to accomplish?

This presentation focuses on the lessons learned in navigating the organizational complexities to determine scope and gain buy-in both internally and externally, and reports impressive results achieved in a very short period of time. Whether you’re in a large or small organization examining real supply chain improvement the lessons learned are equally applicable, making this a must see presentation.

JCT-07 Pratt & Whitney

Presenter:
Jim Weisheit

Pratt & Whitney is an aerospace company with over $7 billion in sales of gas turbine engines for commercial, military, space and industrial applications. In 2003, their facility in North Berwick, ME began a pilot TOC Project Management implementation in a development engineering environment, as Mr. Weisheit’s thesis research.

This presentation covers the goals of the implementation, the measurements of success established, projects implemented, cultural changes experienced and key results to date.

JCT-08 Sumino

Presenter:
Mr. Ryoji Nakagawa

Sumino is a US$50 million automotive parts manufacturer based in Japan. The company employs 160 and has a product line of approximately 2500 items. Sumino’s major customer is Mazda, a subsidiary of the Ford Motor Company.

When Sumino began its TOC Internal Supply Chain (Drum-Buffer-Rope) implementation in the early part of 2003, the company has some familiar problems they wanted to solve: too much WIP and finished goods, missed due dates, long lead times, lots of expediting... They weren’t achieving their desired bottom line results using Kaizen.

This presentation discusses Sumino’s issues, details of the implementation process and lessons learned. Also covered are results-to-date, which include a net profit increase of US$1.7 million and order fulfillment lead time reduction of 83%.

Available in English or Japanese.

JCT-09 Dead Sea Works

Presenters:
David Issahary, Ph.D
Alex Klarman, Ph.D

Dead Sea Works is one of the world's leading manufacturers of potash, and makes a wide range of other products based on extraction of Dead Sea minerals. The company is situated on the shore of the Dead Sea -- the lowest point on the face of the Earth. It employs approximately 1600 and has an annual turnaround of over $500 million. Most of its production is generated using solar energy.

The presentation includes a description of the plant, its processes and the flow of material through it, as well as the improvements the company was able to implement applying TOC in conjunction with Six Sigma. A key focus of this presentation is the statistical method based on TOC principles that Dead Sea Works used for identification of bottlenecks in a chemical continuous-stream industry, and the way to break them.

JCT-10 Gunze

Presenter:
Masaki Hisamichi, Japan Research Institute

Gunze is a top-five apparel and fabric company in Japan. It began its TOC journey in ELMA, one of its electronics divisions, where it successfully developed a new business system based on the TOC Internal Supply Chain model. Based on the results achieved in ELMA, Gunze used TOC to reassess its Apparel division business strategy and developed new functional strategies based on the Market Demand-Pull^SM solution to support the changes in the market conditions.

Key targets, such as reduction in production lead time and supply chain inventory, and improved customer service level were established. An implementation plan was developed and enacted.

This presentation discusses the planning and implementation process, challenges faced and lessons learned.

Having met the project’s objectives to date, Gunze is now planning to roll out the TOC SCM model both upstream and downstream, and will be using TOC PM to address product development constraints.

Available in English or Japanese.

JCT-11 Honeywell

Presenters:
Bo Kowalsky, PMP, Project Manager, CCPM
Dale Robertson, Director, Integrated Systems

Network Building: Lessons Learned and the Importance of Daily Reporting
Honeywell International is a $23 billion diversified technology and manufacturing leader. Based in Phoenix, Honeywell’s aerospace business is a leading global provider of integrated avionics, engines, systems and service solutions for aircraft manufacturers, airlines, business and general aviation, military, space and airport operations.

Honeywell DSES Albuquerque began its Critical Chain Project Management implementation in February of 2001. Even though Project Management was a long established discipline in the organization, this new way was somewhat of a culture shock. Project networks were known about but seldom used, and status reporting was typically done monthly, and on a very few projects, weekly. Mindsets needed to change, and in attempting this, many lessons were learned. This presentation explores some of these lessons, and focuses on process rather than results.

JCT-12 Nike: The Rest of the Story

Presenters:
Bruce Watson
Hugh Cole

The Rest of the Story: Dealing With the Issues of Buy-In for a TOC Supply Chain Implementation
Nike is a global marketer and wholesaler of sports and fitness related consumer products. The company manufactures in over 40 countries with significant distribution and sales in the United States, Europe, Asia and Latin America.

“It’s all about trying to understand this thing called buy-in.” How do you gain agreement in an organization environment that is matrix oriented, has competing goals, and where the scope of the implementation seems too large to accomplish? This presentation is an audience interactive session discussing the actual series of buy-in events that occurred during the Nike TOC Supply Chain implementation.

Topics include the handling of concerns and obstacles that arose during the process, achieving buy-in from top management, taking the solution to the suppliers, and a listing of the key points that are critical to ensure success. This discussion is probably the most detailed review of an actual buy-in process following the TOC Six Layers that you’ve ever seen. (By the way, this same process works for small organizations as well!)

JCT-CD Conference Proceedings

Conference Proceedings from TOC World^® 2004. Included on this CD-ROM are materials from Breakout Sessions and Client Presentations in PDF format (Adobe Acrobat Reader version 5.0 or greater required).

Note: Material from the PreConference sessions not included.