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Video Presentations Videos available from the March 1996 Jonah Upgrade Workshop in Washington DC. JWW-1 - The Rydell Group
Presenters: The Rydell Group consists of 18 franchise car dealerships in 22 locations. All autonomous entrepreneurial driven business units. As with many companies, TQM, consultants, internal projects and brainstorming groups had all been tried with predictably limited results in really moving the company. Initially they struggled to create a full TOC solution but the process has been worth all the effort. In the period January 1995 to January 1996 sales had improved 34%. With measurably increased customer satisfaction, inventory down, strong brand imaging, with an increased sales base in existing markets. In addition to the car sales division, a presentation of the TOC solution and results in the repair and service workshop is described plus all the positive effects of other improvements in this department. The successes of the past year has prompted a whole new marketing opportunity in the used car market. This is described in detail. The TOC experience and know-how has set this company firmly on a process of ongoing improvement.
JWW-2 - The Application of TOC for the Individiual: How to Find Your Goal in Life
Presenters: If TOC can be used to improve an organization, it can be used to improve the individual as well. While the application of the One-UDE (Undesirable Effect) cloud is hinted at in the book, It's Not Luck, this idea is fully developed in the Change as a Basis for Security and Satisfaction Workshop. Through a five-step process, clients utilize the CRT, UDE clouds, and FRT to gain insight into improving their lives. The goal then is "to improve our ability to identify the basic attitudes that cause us frustration and pain, and to build new attitudes that will enhance our sense of security and satisfaction." This work also describes the use of the TOC tools to effectively deal with the resistance to change that one encounters. Efrat works on the subject of how individuals can find their goal in life. Her clients are primarily young adults who are leaving college or a military tour and don't know what they want to do. In one example, Efrat discusses a 21 year old who was deciding what to do after the Army. After analyzing his three One-UDE clouds he determined that he wanted the feedback available from a middle management position. Limor's focus is more on overcoming UDEs to improve one's quality of life. A major issue that arises is the emotional obstacles which block clients from gaining the full benefits of the process. She finds that people have difficulties with the tools when the subject of their analysis is themselves. In some cases, she has found that the person may not have the emotional ability or readiness to implement their own solution. An additional reference is Efrat's paper "Embracing Change vs. Resistance to Change - the causes of the conflict".
JWW-3 - Diecast Corporation
Presenters: DieCast is a supplier to General Motors. This accounts for 70% to 80% of their business. GM places constant pressure on DieCast for contractual annual price reductions. The presenter gives a vivid illustration of the TOC Thought Process used to convince GM that price reduction would place DieCast out of business and pointed out the dependency of GM on DieCast as the last manufacturer left producing vital transmission parts. DieCast had implemented the production solution without fully changing their accounting measurement system. This gave the impression of less goods being sold and absorbing a greater portion of the overhead. A presentation is provided of the Throughput accounting measure's taken to rectify this situation. This resulted in creating many more throughput dollars starting with very little operating cash and fully utilizing the resources available to them. DieCast is well prepared to implement phase II that is to penetrate the alternative markets available to them. Market opportunities previously hidden by their accounting system. The TOC approach to their accounting systems, combined with the production line responsiveness, is presented as a marketing platform. Those two factors are combined to allow DieCast to penetrate new markets while satisfying the GM sales volume, by selling the surplus production capacity revealed by the TOC production solution. Dr. Eli Goldratt adds his insight into the importance of "selling" surplus capacity revealed in implementing production solution.
JWW-4 - Ellwood City Forge
Presenter: Using TOC/TP to Improve Customers Service and Gain Markets at Ellwood City Forge This 300 employee, privately held company has been in business since 1910. The current product range is primarily an open die steel forge supplying a variety of specialty forges for the oil, gas and power generating industries. In 1992 Ellwood City Forge (ECF) was not making money. Quality, reputation in the market, heavy investment in technology, standard costing, variance reports and Quality programs were not helping manage a market downturn and the loss of their largest customer only added fuel to the fire. Layoffs and stand-alone profit centers did not help. Rejection rates were at 3.1%, only 40% of deliveries were on time, 20-35 day lead times were being quoted with a seven to ten day response on quotes and a deteriorating service reputation. The new sales manager gave the president a copy of The Goal - the principles were put to work. The core problem was identified as production scheduling and planning. A constraint resource was chosen, by assigned flow responsibilities for product groups to foreman and elevated the expediter to a position as Drum-Buffer-Rope (DBR) coordinator. They also changed the measurement system and scheduled weekly meetings discussing buffer variances and its effect on Throughput. The quality program was also focused toward improving throughput. This produced astonishing results by 1995:
TOC was then applied to transform this new production responsiveness into sales. The TP tools were applied to current markets and resulted in the following improvements in response to the market: better customer selection criteria, significantly increased sales, protection of key customer profitability, guaranteed constant lead times and the creation of a customer emergency response program plus many other market benefits aimed at increasing dollar throughput. The internal human relationships are also now being addressed through TOC: Management Skills Workshops (MSW) to remove any obstacles hampering taking full advantage of the productions new responsiveness. This presentation illustrates the potential of exploiting the market by selling the liberated production capacity and then dealing with the human relationships to create a company focusing local management decision-making onto global company objectives.
JWW-5 - A Rapunzel in an Ivory Tower
Presenter: A passionate presentation from an academic spirit - a true educator, finding that TOC provides a way to navigate through the academic maze. A way to produce students who could think - who could apply the knowledge found in textbooks and put it into action. In her words "The Ivory Tower shouldn't be a turret but a beacon". She explains how she had to challenge her own assumptions on the rules governing academic life. She expresses her personal disappointment at the retraining required in industry of the final student "product" that the education system had turned out. Her conclusion is that TOC has provided the power to cause the change to break out of the Tower and, unlike Rapunzel didn't to wait for a rescuer but that it's possible to create "ladders" out of the tower and even walk through the walls!
JWW-6 - D'Agostino Supermarkets
Presenters: An enthusiastically given presentation of a family-owned, 23 store, supermarket chain trading in New York. Space is at a premium and this means limited (5000-10,000 versus 30,000 square foot average for industry). Yet they need to provide full service plus a high volume of home deliveries. No two stores have the same format or layout and each has high ethnic diversity as a customer base. Intensive competition is present due to trendy, demanding, time starved and health conscious consumers with over 50 alternate specialty food stores within the same four block radius as D'Agostino stores. Twelve months previously sales had gone flat, and the number of customer transactions had reduced. TOC Analysis showed that customers were changing to specialty stores. Through TOC, D'Agostino's presenters vividly describe a three phased approach for turning the company into a learning organization. Using TOC, local goals at each store were aligned with global objectives and this placed the company on a process of ongoing improvement. The 12 month results have moved net margin from an industry average of 1.5% to 4% on increased turnover. This result was achieved through quick replenishment, segmented markets and a unique product and service range, not provided by competitors. All in limited trading and storage space. An important presentation is also provided of how to subordinate tactical constraints to the main strategic constraint of the group. This effectively provides clear direction for the group on how to deal with constraint prioritization and elimination, in local area decision making. This presentation, providing an effective illustration of how to saturate the company management profile with TOC and achieve group collaboration across the company, with predictably startling results. This is a rejuvenated company starting to fly using new found ability and common sense of purpose for employees, instilling shareholders confidence and addressing customers real needs.
JWW-7 - Orman Grubb Company
Presenter: What Happens When You Construct and Implement a Mafia Offer This excellent presentation describes in detail, what is possible when a full TOC analysis is done on the market. The solution is described in depth with the actions required to make it work. The results from implementation show the first six months of operation are given. The solution uses the solid base created by a TOC production and distribution solution. A 100% increase in dealer sales, 37 new dealerships, protection against bad debts and many other benefits. The solution is not finished. As the competitors catch up, the company is already addressing the next step of the solution more powerful than the first. This is an example of firmly placing a company on a path of ongoing improvement where both manufacturer and clients benefit.
JWW-8 - Update on TOC for Education
Presenter: Kathy was a pioneer in introducing TOC into public education. She started in Florida and since then is responsible for initiating the program in other schools in California, Alabama and South Carolina. Kathy's presentation consists of reading letters and clouds from teachers and children and the wonderful results they achieved. TOC has proven to be an excellant process for these young people to handle personal and educational problems since TOC enables children to see the consequences of their actions. This update on the progress includes the teachers now beginning to use the TOC tools and teach children their use on day-to-day issues at home and at school.
JWW-9 - TOC in the University and at Home
Presenter: Professor Johnson gives an example of the practical use of the TOC tools on every day issues at home. He further describes the very "hands on" approach to teaching his engineering students the TOC production solution. His teaching methods include having the students set up and manage a production facility using LEGOTM blocks. Students ran various work stations, inspect for quality and learn to implement the Drum-Buffer-Rope production solution using this hands-on approach. He has also negotiated with local manufacturing facilities to employ the students in production and have them identify and suggest improvements by working with the facilities management. This gives both the factory and the students the opportunity to experience the TOC solutions first hand.
JWW-10 - Harris Corporation
Presenters: Harris is a 100-year old corporation with 27,000 people worldwide and annual sales of $3.4 billion. They have 26 Jonahs within Harris Corporation. After identifying various core problems - six working groups were formed to address the objectives set by the original analysis. The tools are used to implement and communicate objectives and solutions. A description of the implementation of a TOC Drum-Buffer-Rope solution is given, where the results are dramatic and provide a clear example of what can be achieved in a very large corporation. A description of TOC project management is provided where a partial solution on the construction and commissioning of a silicon wafer fabrication facility is given. The resulting savings and a description of the approach are given by the speaker. The company health care system had been stalled at the action committee stage for more than a year. After the TOC techniques were applied the deadlock was broken. The process is described in detail where the speaker provides an in depth account of the TOC Thought Process trees and how the Health Care System is being revamped. A brief description of the use of TOC in a legal environment is provided by Marilyn Howard from the Harris Corporation's legal department. A reluctant Jonah at first, she now has a better understanding of the TOC analysis techniques and how it could be applied in legal work. This is given as an informative presentation on the possibilities for TOC in a legal environment.
JWW-11 - United States Air Force - Edwards Air Force Base
Presenters: TOC Experiences at the Air Force Flight Test Center Edwards is the third largest air force base in the world. The presenters give a description of the use of TOC used in training on the base. The subjects covered include the use of Management Skills (MSW) tools to handle day-to-day issues at home and the work place. Communication, negotiation, conflict solving and achieving an ambitious target with a group of people. A further description of how to improve production and the use of the TOC production solution simulation is also provided. The drum-buffer-rope production solution is successfully being implemented at the flight test center at Edwards Air Force Base.
JWW-12 - Project Management: An Introduction to the Basic Concept
Presenters: This video is firstly a demonstration of the teaching method for Project Management. More importantly, it's a discussion by Dr. Eli Goldratt and Dee Keenan of the basic concepts of TOC Project Management. Using logic, Dr. Goldratt describes why projects typically overrun on time and overrun on budget. He explains some of the reasons why time is so rapidly consumed when bringing a project to life. He explains how to protect the project elements and allocate resources by strategically placing time buffers in the right place. The concepts of time buffer management, plus economic evaluation using the time it takes to flush the original investment is also discussed. Dr. Goldratt also describes the opportunity in using the techniques in bringing products to market earlier, managing projects and evaluating the impact of changes to the original project plan.
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