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Video Presentations Videos available from the May 1998 Jonah Upgrade Workshop in London. JUK-1 - Building CRTs The New Way
Presenter: Noting that even seasoned Jonahs find construction of CRTs a time-consuming and tedious process, Dale explains the new three cloud approach as a means to quickly and effectively overcome this obstacle. He takes us through the process of choosing three diverse UDEs, writing storylines, constructing three simple clouds and subsequently converting them into a generic cloud. It is this generic cloud that becomes the base of the CRT itself. The new approach is not only faster but more comprehensive, highlighting exactly what needs to be changed in reality. Dale explains and demonstrates how this is accomplished by inserting policies, behaviors and measurements right into the causalities of the CRT. The new CRT is now an effective map for developing the solution in the FRT.
JUK-2 - Project Management Networks
Presenter: The objective of this video is to deal with the first of two parts to creating project management schedules that are feasible and immune in the TOC Solution to Project Management; which is Network Building. It identifies the sources of interdependency. This video:
JUK-4 - Introduction to TOC
Presenter: What is the Theory of Constraints and how does it work? These are just a few of the questions answered in this presentation, in which he describes the basic concepts in the Theory of Constraints, the tools utilized by these concepts and the objectives they seek to achieve. Also included is a brief overview of how different applications were derived from these concepts. This video provides a wonderful introduction for newcomers to the TOC world. A transcript of this video is available in our online Library.
JUK-5 - DBR...Can you Implement ERP Without It?
Presenter: Mr. Von Deylen approached TOC from the managerial side of the spectrum and has faced and successfully overcome resistance from both his employees and his managers. The effects of implementing DBR on his environment have been quick and significant. Oregon Freeze Dry's make to order response time has improved significantly, they have improved product quality, and they have exposed excess freezer capacity.
JUK-6 - Boeing
Presenter: Mr. Wagoner's presentation details how, after implementing DBR in their organization, Boeing has had a 90% reduction in scrap, a 75% reduction in lead-time, and a 75% increase in output. When you are talking about parts for multi-million dollar airplanes, you can bet they have had a tremendous impact on the bottom line
JUK-7 - ITT Experience
Presenter: Dee uses three unique single-projects to explain how Critical Chain was implemented in projects at ITT Night Vision. The projects were
In each project ITT went through similar phases. The first phase was to build the project network. This involved gaining consensus on the deliverables, understanding the interdependencies, scheduling iterations earlier, and determining time estimates. The next phase was to schedule the project using Critical Chain. Of importance here was the breaking of task and resource dependencies. Finally, Dee explained the last phase of managing the projects and the different set of challenges and successes for each project.
JUK-8 - Balfour Beatty
Presenter: Mr. Baylis begins the session by describing the history and paradigm of his construction company prior to using Project Management the TOC Way. Several projects are discussed to illustrate the evolution and education the company has undergone since they first implemented Critical Chain into their multi-project environment in 1995. Mr. Baylis details four projects and cites several reasons for the successes they have had with Critical Chain: the approach is common sense, it uses a familiar approach to the traditional Critical Path method, it focuses attention onto the project end date, and enables the prioritizing of the resolution of conflicts and investments.
JUK-9 - Israeli Aircraft Industry
Presenters: During this presentation, Joseph Reinherz spoke of his experience as the director of the Wide Body Aircraft division of the Israeli Aircraft Industry. His division is responsible for converting wide body aircraft for other uses. When Mr. Reinherz first met Dr. Goldratt his division was losing money because his turnaround times were too long and there were many lost man hours due to the inconsistency of aircraft being available to work on. Mr. Reinherz then implemented Critical Chain scheduling, and by doing so, was able to significantly reduce turn around times on the aircraft, some as much as 40 days. As a result, the number of aircraft the division works on has almost tripled since implementing Critical Chain scheduling and Mr. Reinherz has also been able to become selective of the work that they will accept. In addition, the aircraft owners are now giving long term contracts and are willing to pay more for the short turn around time. Other issues Mr. Reinherz spoke about were vendor performance that needed to be improved and customer participation.
JUK-10 - Eli Goldratt on Project Management Introducing the subject of Project Management, Eli briefly talks about his book, Critical Chain. He then proceeds to describe the behaviors typically found in a project environment such as the student syndrome and the padding of task times, and demonstrates the impact these have on project completion times. He also discusses how text book descriptions of the bell curve as it relates to projects does not actually exist in reality. Eli concludes the presentation with a valuable summary of TOC concepts as they apply to Project Management, explaining the basic concepts and how they deal with the undesirable effects that exist in this environment. Subjects covered include buffers, critical chain and dependent events, staggering, etc.
JUK-11 Media Automotive
Presenter: Media Automotive & Industrial is a South African firm dealing primarily with the aftermarket for brake hoses. The company faced heavy competition from car dealerships not to mention the market's perception about quality and maintenance of brake hoses. Using the TOC Thinking Processes the market constraint was dealt with by directing an unrefusable offer to a vendor - a reputable brake hose manufacturer from Italy. Now the company has been successful at setting the standards for automotive brake hoses in South Africa and creating consumer awareness for product requirements.
JUK-12 - Vizuete S.L.
Presenter: TOC in Production leads to TOC in Marketing & Sales A company that designs, manufactures and markets; PUR sandwich panels, isothermal industrial and commercial doors, cold rooms, spare parts, and the building of meat processing centers. The company dealt with its production constraint first with a three-day Production Workshop, however, during a Management Skills Workshop the company realized it was heading into a market constraint. In addition, the organization has explored the use of the Project Management application for its multi-project building division. This company has been disciplined and methodical in its use of TOC and the Thinking Processes to get its "house in order" so that it is well prepared to make good on its offer to the market.
JUK-13 - Sales Constraints - Persuading a Potential Customer to Buy Your Company's Products or Services
Presenter: Dale reinforces that what companies really sell is a solution to a customer's problem. The value of a sales offering can be viewed from two different perspectives - the supplier's perception of value and the customer's perception of value. If we want to sell more or get a higher price we must increase the customer's perception of value for our offering by solving more of their problems. Other than a mismatch between the customer's needs and what you can offer most other customer objections and are created by the sales person presenting their solution or closing too soon. Dale next explains that there are six layers of resistance which salespeople will encounter from their customers and how this resistance can be systematically overcome by using a six phase process of buy-in.
JUK-14 - Making an Unrefusable Offer to Customers and Labor
Presenters: Matt tells how Oregon Glass was in a market that was dying and desperately needed a new offer for new and existing customers. Using the TOC marketing philosophy, the company started to identify, understand, and solve the cause of their customers' problems. Out of the analysis they developed an innovative rack system to deliver glass sorted by the customers' production schedule. The competition tried to copy their offer but since they only understood the customers' symptoms and not the real cause of the symptoms they still haven't caught up yet. Before the competition does finally catch up Oregon Glass will release new offers to keep them on top. Kim then explains how, due to high customer demand in the summers, an external offer was needed to attract a high quality seasonal work force that would not increase operating expense. Kim also tells how internal buy-in for this offer was achieved.
JUK-15 - TOC at Security Federal Bank
Presenter: Mr. Putz is faced with the challenge of changing and improving his bank in an industry that does not like to change. In the presentation Mr. Putz covers how he and his staff took the TOC principles and translated them into something the banking world would understand. He also shows how he maintained these changes by getting everyone to think and report according to the TOC measurements of Throughput, Inventory and Operating Expense while also using the TOC tools such as the Conflict Resolution Cloud to help manage the bank. Not only is Security Federal now using TOC internally, but it is also using the TOC measurements, tools, and applications to help the banks customers profit more as well. Mr. Putz also discusses where the future of banking is going and how he is using TOC help get his bank there.
JUK-16 - Using TOC at the California Department of Corrections
Presenter: Mr. Walsh held a Management Skills Workshop (MSW) in California, and one of the attendees was the person in charge of opening a new mental facility at the prison. Six prisons had already tried to implement the same type of facility at their prisons and had failed in meeting compliance with state regulations. The attendee took Mr. Walsh's MSW in November 1996 and was able to implement the plan in January 1997, using the management skills he had learned. Consequently, the facility was able to meet compliance with state regulations and opened in March, 1997. The facility is now the model for other California prisons. Since then, they have applied the management skills and the TOC Thinking Processes to overcome delivery and vocational problems in the Computers for Schools program run by the prison. The management skills tools were also used to reduce processing time of prisoners into the system from 20 days to 2.5 days. All of this success has helped to command the attention of those higher ups in the California Department of Corrections, who are now looking at using TOC for strategic planning.
JUK-17 - Alderman Pounder Infant & Nursery School
Presenter: For more than two years, the Alderman Pounder Infant & Nursery School has used the thinking processes. Head Mistress Linda Trapnell gives an amusing and informative presentation about how the thinking processes are used by both children and teachers. She shares several excellent examples of the use of conflict resolution clouds including how teachers and students develop clouds from the context of stories to analyze them. Ms. Trapnell also gives her insights into how TOC significantly benefits both students and teachers with its clear structure for problem solving.
JUK-18 - Education - Peer Mediation
Presenter: This video features William Stentz's presentation about his work in peer mediation. Mr. Stentz, now a first-year college student, used TOC to reshape peer mediation in his high school. A true believer in TOC, Mr. Stentz shares specific examples of peer mediated conflict resolution. He then gives a short presentation about TOC for Education written by TOC for Education president, Kathy Suerken, who was unable to attend the conference
JUK-19 - Healthcare
Presenter: Dr. Goldratt speaks about a study that he and his daughter Efrat Goldratt, did on a hospital in Israel. In the presentation, Dr. Goldratt demonstrates the no-win situation that the doctors, staff and administration are facing: the doctors want to make decisions based on what will be the most beneficial to the patients, however, these doctors must also keep in mind today's budget constraints when making these decisions. Next Dr. Goldratt then shows in clear logic how this conflict leads to distrust between medical departments, less effective use of budgets, plus frustration and apathy among workers who really want to do the best job possible. Finally, Dr. Goldratt discusses how the use of TOC and its applications can help resolve the healthcare crisis. This presentation is for anyone who has an interest with the problems in healthcare, or for people in an organization whose departments seem to be in conflict with each other.
JUK-20 - Addressing External Constraints
Presenter: Dale presents this informative approach to addressing external constraints through construction of an implementable, unrefusable offer. Whether your focus is on increasing your sales through addressing the needs of your market, or on improving vendor reliability so you can better serve your customers, addressing external constraints is extremely valuable. Detailing a tried and true example of a classic external constraint offer, Dale expertly compares it to the environments of many of the people in the audience. By drawing such analogies, he offers insight into how to construct the offer, and when doing it is applicable. Audience questions and Dale's subsequent dialog plays a role in further clarifying the place of an external constraint offer in many environments.
JUK-21 - Using Recommendations & People Don't Move Doug Renecle, Partner, AGI Doug Renecle's in-depth review of the recommendation process is an insightful presentation about the trials and pitfalls of helping someone respond in a timely way to a recommendation. As a partner, Mr. Renecle has studied the reaction of many companies and individuals in the pre- and post-recommendation process. After discussing what he has discovered, Mr. Renecle talks about the process of communicating a recommendation. Mr. Renecle also presents why he finds a communication process necessary. He introduces three phases for communicating a recommendation and illustrates how to progress through the phases in specific, definable steps. The objective of each phase is discussed and specific examples are given. By adhering closely to the phases of communication and the recommendation process, Mr. Renecle has strengthened his ability to get companies to take the actions they need to improve their business using TOC.
JUK-22 - The TOC Sales Approach: Using the TOC Thinking Processes to Sell
Presenter: Tracey details out her experience and the results she has achieved using the Thinking Processes Sales Approach in her work with highly trained and experienced sales professionals. Listed are the areas she covered in her presentation:
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