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Fiber Optic Cable Development Presentation by William J. Baron (Bell Laboratories Director of Optical Products Technology) Lucent Technologies' Outside Plant Fiber Optic Cable Business Unit designs, develops, manufactures and sells Fiber Optic Cables that are used in an outside environment. Lucent's customers are large telecommunications providers around the world. The largest of these customers continually demand new designs to meet their special circumstances. At the time of the decision to implement TOC Project Management, Lucent's product realization cycle for Fiber Optic Cable was about the same as its competitors. A major problem was designs based on new materials took a very long time to come to market. And of course, as in many product development organizations, many of the designers were overloaded and multi-tasking on several projects simultaneously. It was clear that to continue increasing profitability, and reduce the overload on the designers, it was necessary to markedly improve the product development process. This included significantly reducing the product introduction interval. In this presentation you will hear:
Our Budget is Slashed and They are Taking our Manpower! Air Force Operational Testing and Critical Chain Program Management - This is Not a Drill!!!
Air Force Operational Test and Evaluation Center The Air Force Operational Test and Evaluation Center (AFOTEC) is the premier operational test agency in the world. An integral part of the acquisition process, its mission is to evaluate the operational capabilities and limitations of Air Force and joint weapon systems to ensure Americas' warfighters will be successful on tomorrow's battlefield. The center is responsible for managing more than eight hundred personnel assigned to nearly 300 programs spread over twenty eight locations in the continental United States as well as Australia, Alaska and Europe. In the rapidly changing environment of defense acquisitions, AFOTEC is subject to arbitrary reductions in budgets and manpower without a corresponding decrease in workload. Currently, AFOTEC is facing a twenty-five million dollar shortfall in 2002 and a 150 person reduction in the workforce by 2005. Faced with these challenges, AFOTEC has taken a revolutionary step toward success by adopting Critical Chain Program Management. In this presentation you will:
Boost your offerings of value added services through the Theory of Constraints
GAINES METZLER KRINER & COMPANY Gaines Metzler Kriner & Company is a full service accounting and business-consulting firm. It has been serving clients since 1923 and during the past 10 years has seen public perception of compliance services shift toward a commodity status, fueled, in large part, by the emergence of non-CPA firms entering the market. The firm's partners realized early on that their future and profitability depended on their ability to expand their business consulting services, specifically those services that deliver value quickly. TOC became the preferred service not only because of its rapid demonstration of value but also because of its potential to create a client-friendly consulting image. Research shows that CPA and consulting firms are constantly challenged to balance growth and investment efforts in their core services while dedicating sufficient resources to properly develop new value-added services. Consulting firms also are continually challenged to prove their value with the application and implementation of their service offerings. It is challenges such as these that keep these firms operating in a conflict mode, as they struggle to achieve their goal of sustainable growth, profitability and success. They also must properly diversify into services that are measurable, in the eyes of their clients, in the value that they bring. The assumption that must be challenged is that in order to properly diversify into value added services, the firm must divert some of its most needed resources away from maintaining the core services. This diversion of resources can take the form of: a) partners reducing client contact and chargeable time in order to develop new skills and new value added service offerings, or b) it can take the form of staff resources being diverted to support the core business during busy season and no longer available to provide continued support to the newly developed value added services, or c) it could take the form of a partner having to possibly sacrifice his/her income in order to develop a niche market, etc. The good news is that TOC services can be incorporated into a firm's capabilities at its own pace! The risk of investment is kept to a minimum throughout the process by developing measurable value in the eyes of the clients while expanding the firm's pool of skilled resources, thus enabling revenues to be generated while skills are being built. GAINES METZLER KRINER & COMPANY has developed a "TOC Based Value Added Service Offering" that enables CPA and/or consulting firms to successfully incorporate TOC into the firm's offering of value added services. Rocco Surace, partner with Gaines Metzler Kriner & Company, will present this service offering at TOC World on Thursday, July 20. His presentation will highlight:
Using Critical Chain and Buffer Management to manage projects and pipeline Presentation by Brent King (Executive Director of Business Process Development) Seagate is a global leader in the design and manufacture of information storage technology. To compete in the disk drive market, Seagate must deliver ever faster time-to-market across a broad product line while investing nearly $150 million per year in new product and technology development. At the same time, they must balance long-term capacity planning with the tactical requirements of their highly dynamic project environment. Hear how Seagate utilizes the Critical Chain Multi-Project Management Solution to assist them in the management of their projects and pipeline across multiple design centers. Specifically, Brent King, Executive Director - Product and Technology Development, will discuss some of the issues faced by Seagate, the needs of their system, the deployment, results and vision for moving forward. Additionally, Joan Motsinger, Director and Core Team Lead of the first Seagate project to "go live" under Critical Chain, will discuss her experiences, results and insights as a hands on leader and user of the system. Main points of the presentation will include:
The downfall of an economy, and the re-birth of a company -- How Iskra Mehanizmi survived as a company in Slovenia Presented by Milan Bavec (Managing Director) and Branko Suhadolnik (Director of the SBU Mehanizmi) In March, 1993, the Iskra Mehanizmi company was not in great shape - to say the least! The 242-employee company was about to become embroiled in an enormous change, teetering on the edge of both social and economic uproar. Iskra Mehanizmi, until that time, was a company under the umbrella of ISKRA, the biggest company in Slovenia and one of the biggest companies in the former Yugoslavia. ISKRA, with its own 35,000 employees, was the largest producer of electro-mechanical products, and had a captive market in Yugoslavia and Russia. Company ownership was difficult to determine, as they still fell under the auspices of communism, which theoretically meant that the factories belonged to "the people." In 1989, President Slobodan Milosevic of the Republic of Serbia, banned the purchasing of any Slovenian made products. As a result -- overnight in fact --Slovenia, and ISKRA, lost 40% of their market, with further losses to come. Just as quickly as they lost their market foothold, it was decided that ISKRA, the parent company, would be dismantled under the government theory of "small is better." This plan resulted in Iskra Mehanizmi losing all centralized functions and services that they had formally received from the parent company, along with all purchasing, finance and sales departments. They would have to begin anew in order to survive. In this presentation, you will hear how Iskra Mehanizmi started over from scratch and through the Theory of Constraints:
We used to just distribute steel products, but now we're distributing profits! Presentation by Alan Oswald (Financial Director) Robor Stewarts & Lloyds is a two-year old South African distributor of steel flooring, irrigation equipment, meters, valves, steel plate, fittings, structural tube, cold rolled tube and convenyence tube. They have sales in the area of $65 million per year with 500 employees spread out over 17 locations. They were formed through a merger of two 100-year-old companies and are part of Robor Industrial, and it's parent company, Barlow Ltd. Robor Stewarts & Lloyd was operating with 12% of the market, in a relatively flat environment, where price wars tend to take precedence over needs based solutions, and customer service is not a high priority. The company's financial director attended one of the Goldratt Satellite Program sessions in May 1999 and have things changed! Through their implementation of the TOC distribution, marketing & sales solutions, and team building efforts, Robor Stewarts & Lloyds has had an improvement in their Margin every month since they implemented TOC! In this presentation you will find out the steps they followed and how the implementation of the Theory of Constraints methodology worked for Robor Stewarts & Lloyds in:
Managing Company Assets in a TOC Environment TOC Project Management Case Study: BAE Systems Flight Simulation and Training Presentation by John W. Pitts (President) and Bob Mendenhall (Director of Integrated Scheduling) BAE SYSTEMS Flight Simulation and Training (formerly Reflectone), part of the world's second largest defense company, is a project-centric organization that designs and develops high fidelity simulators and training devices for the military and civil markets. They are in their second year of implementing the Critical Chain Multi-Project Solution of the Theory of Constraints. When BAE SYSTEMS started, they had great difficulty delivering consistently on their schedule and cost commitments to customers. In many instances, their struggles began in the proposal phase of a program and continued to mount throughout program execution. In this presentation, BAE SYSTEMS will take you through their continuing journey that has delivered tangible benefits:
Implementation of the TOC Production Solution in a very large organization Presentation by Ed Kincer (Manager of Throughput Improvement Processes) and Dan Tremblay (Manager of Improvement Processes) GM Powertrain has operating and coordinating responsibility for 37 sites in 13 countries. These plants, engineering and testing facilities employ more than 76,000 people. While GM Powertrain primarily makes products for GM cars and trucks, it also sells engines, transmissions, castings and components to many other automotive, marine and industrial customers. In the mid-1990's, the worldwide automotive market went into overdrive. Faced with a surge in demand for its products, GM Powertrain embarked on a number of new initiatives to meet the volume and mix requirements of its customers. Improving throughput became a major area of focus. TOC and Japanese manufacturing systems were to be used extensively to provide results. Two employees were assigned on a full time basis to provide TOC support to the organization. Many facilities have achieved significant improvements through the use of TOC principles. In this presentation you will:
The TOC Compass at 3M Brazil - Pointing North to Success 3M Brazil celebrated its 50th Anniversary in 1996. One of 3M's most successful international companies, 3M Brazil has 3,100 employees and three manufacturing plants that produce some 860 products. 3M Brazil's product lines include Scotch-BriteTM Cleaning Materials, ScotchgardTM Fabric Protectors, respiratory devices, Post-it Notes® and 3MTM NomadTM Floor Matting. In the past, product offerings and business opportunities were limited, in part, by Brazil's trade policies. The liberalization of those policies and a strong Brazilian economy are providing enormous opportunities for 3M Brazil. 3M Brazil relies strongly on their Sales and Operational Plan (SOP) to reach agreement across their various business interests and as a forecasting tool for Operations. 3M Brazil's presentation will reveal:
A successful marketing journey from the defense market to the weekend fisherman! ITT Night Vision is a division of ITT Industries, a global engineering and manufacturing company. The Night Vision Division's business is presently based on one key technology: image intensification. A process whereby small particles of non-visible light in the night sky are greatly intensified to a level at which the human eye can detect and identify images not otherwise seen (i.e., "see in the dark"). When the U.S. Army changed its fighting doctrine to "engage the enemy at night", ITT Night Vision became a major player in the defense industry. Key managers were trained at The Goldratt Institute in the Theory of Constraints and the effort was launched at the factory during the mid 80's. ITT has scheduled the production system by managing the factory constraint for nearly 15 years now! This expansion effort appeared to be at an end in the early 1990's when a reduction of U.S. Defense spending was imminent. At this time, ITT concluded that commercialization of the military products was needed to utilize a tremendous capital asset that had been put in place. Capable of producing over 35,000 of these products a year, ITT began to search for commercial markets to keep the factory full. But then the Desert Storm military conflict reshaped the way military powers of the world viewed night vision. ITT was able to secure over $120M of international contracts requiring another doubling of capacity from 1997 to 1999! It was during this "calm before The Storm" that ITT, a mature user of TOC in the factory, decided to introduce constraint theory to their marketing departments. ITT Night Vision knew that they couldn't count on the inconsistent military market for longevity, and decided to move ahead with their exploration of alternative markets for their product. What they would encounter along the way would involve changing the total company mindset of how they do business. A drastic change from the strictly defined specifications that the military lived by, to the ever changing wants of the direct consumer. In this presentation, you will understand how ITT Night Vision:
Identifying the Bottleneck in General Motors' Assembly Systems Presentation by Kevin Kohls (Director of Technical Systems and Data Analysis) Founded in 1908, General Motors has grown into the world's largest automotive corporation and full-line vehicle manufacturer. The company employs more than 388,000 people and partners with over 30,000 supplier companies worldwide. As the largest U.S. exporter of cars and trucks, and having manufacturing operations in 50 countries, General Motors has a global presence in more than 200 countries. Along with designing, manufacturing, and marketing of vehicles, General Motors has substantial interests in digital communications, financial and insurance services, locomotives, and heavy-duty automatic transmissions. GM has more than 260 major subsidiaries, joint ventures, and affiliates around the world. In General Motors North America, TOC concepts are the foundation of the current process that we to improve throughput in existing automotive assembly plants. Recently, we have started to extend these concepts to designing our new manufacturing processes. In this presentation, you will
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