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Conference Presenters
Brush Engineered Materials, Inc. The TOC Production Solution was implemented at Brush Engineered Material's largest subsidiary, Brush Wellman Inc. Brush Wellman is the only fully-integrated producer of beryllium, beryllium alloys, and beryllia ceramic in the world. Learn how the implementation of Drum-Buffer-Rope/Buffer Management and Replenishment helped Brush Wellman's non-strip businesses to increase sales, operating profits, and significantly improve customer on-time-delivery. In addition, learn how TOC has been integrated into the culture and see the tools that were created to help manage the process on a day-to-day basis. Finally, a review of lessons learned and potential pitfalls to avoid when implementing the TOC Production and Distribution Solutions will be clearly outlined and discussed.
Fairchild Semiconductor The key takeaways of this story are:
Institute for Defense Analyses The Congress, in the Fiscal Year 2000 Authorization Bill, mandated a study of the DoD Readiness Reporting System. As part of that mandate, the Congress asked IDA to consider improvements to the existing DoD Readiness Reporting System. The IDA Project Leader, the only Jonah in IDA, applied the Thinking Process to identify the core conflict and to devise a solution. The central aspect of the solution was the recognition of the entire Department of Defense as a system of systems and the recognition that the readiness of each system was dependent on the capacity of each system’s constraint. The new administration is currently considering a decision to implement this system DoD-wide.
Intel Israel (NCG-I) Why is it so difficult to complete projects on time? We do planning, and we track the progress...and in most cases we’re still late! How can we change that so we consistently execute projects on time? So many factors dictate the end results…dynamic environment, definition change, prioritization between projects, too many dependencies during the integration periods, resources being available on time, wrong task duration estimation, and lack of commitment. How do we deal with uncertainty today? Currently each managerial level adds safety time - while top management cuts project time due to market pressure. At the end of the planning cycle the project includes a large amount of safety time, but yet does not seem to meet the deadlines set by management. It is impossible to manage the safety time, which is inserted into each activity. Project management sees the delays only after the safety time was already eaten!
So what’s the Solution? This was a very different way of managing projects compared to non-TOC methodologies, which look for the Critical Path - the longest path of activities through the network due to logical connections only (resources are not taken into account). By implementing TOC project management, we identified the constraint through the critical chain and adjusted the entire project to the constraint. We then managed the safety time through buffers inserted in the right locations to protect the constraint. We used a few simple weekly indicators based on tracking the buffers’ percentage of consumption to provide us with a very good understanding of the project status. This enabled us to identify the source of delays and allowed us to take actions to fix the issues before real project delays happened. Each engineer reported weekly through a computerized system on the remaining duration of his task. The planner analyzed it through TOC software to identify the consumed buffers and the effect on the project execution date. Since NCG-I implemented this methodology all products have been delivered on time or early.
Kiowa Like many companies today, Kiowa found themselves with an external market constraint meaning they had created more capacity than they were selling. Hear how Kiowa has used TOC Project Management to strengthen their design capabilities allowing them to create Unrefusable Offers to the market to increase sales and diversify their market base. This was accomplished by doing a complete TOC analysis of the problems facing customers in targeted market segments, finding leverage points where Kiowa could use their superior capabilities to make these customers much more successful, and presenting the resulting win-win solutions to the customers in a way that created rapid buy-in. The resulting new business has allowed Kiowa to dramatically reduce their dependence on a few key customers and expand into new markets that provide a much more stable base of customer demand.
Lockheed Martin Aeronautics
See the Theory of Constraints in action as it is being applied and what impact it is beginning to have.
Seagate Technology
At TOC WorldSM 2000 Seagate discussed their experiences utilizing critical chain multi-project management to manage their complex project management environments, including the launch of the first 15,000 RPM drive 5 weeks ahead of schedule. This “time-to-market coup”, as one on-line review called it, not only generated additional incremental revenue of $11m with $5m in additional profit, but also helped cause their competitors to not release their own versions of the product due to their own lateness to market. Now hear how Seagate is leveraging that experience to expand the implementation of critical chain across the continuum of their development chain to begin engaging Seagate’s entire organization in critical chain based pipeline and portfolio management. Specific topics of interest:
Shea Homes
Tyco Raychem HTS is the world's leading supplier of heat-tracing systems and heat-tracing integration services. The first Drum-Buffer-Rope implementation workshop in their organization took place in the F Plant in January of 1998. However, the first Drum-Buffer-Rope implementation took place in a sister plant, Plant M, on June 1, 1999. Why did it take a year and a half? Why did the first implementation take place in a different plant? Why were we finally successful? What were the results? Was it luck, or did we grab at opportunity? You decide. Come and hear a first hand account about the difficulties of driving change in a large organization.
Verhaert, a 150 person, privately owned company, applied the Theory of Constraints to develop simple solutions for complex projects. These solutions have provided a generic method to successfully deal with management and staff conflicts, suppliers and customers. This presentation will demonstrate the optimal way to manage complex projects and organization through TOC.
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Brush Engineered Materials Inc., through its wholly-owned subsidiaries, is a leading manufacturer of high performance engineered materials serving the global telecommunications, computer, automotive electronics, industrial components and optical markets. The company, with operating, service center, and major office locations in North America, Europe and Asia has sales of over $550 million and employs 2,500 people. Engineered materials supplied by Brush can be found in a host of critical and demanding
applications requiring superior levels of strength, reliability,
miniaturization, weight reduction, thermal and electrical conductivity,
power distribution, and reflectivity. End uses of the company's products
include cellular phones and other wireless communication devices and
equipment, notebook and network computers, electronic components in cars
and trucks, and life enhancing or protective devices such as medical x-ray
equipment, satellites, and fire protection sprinklers.
First as Harris Semiconductor, then Intersil, and now Fairchild Semiconductor, the Mountaintop Semiconductor organization has utilized the Theory of Constraints as a management approach to constantly improve itself to deliver high value to its customers. What is unique about Mountaintop is how they have integrated TOC and TPM (Total Productive Maintenance), rapid changeover techniques, process capability techniques, error proofing, etc to focus on the correct constraints – thus leveraging improvement efforts that really deliver bottom line value. Instead of appearing to follow “a program of the month” process, their culture thrives on integration and valuing of techniques focused at the correct places. This includes designing constraints in when building, expanding or combining manufacturing facilities and managing the project constraints to take advantage of those improvements as soon as possible.
The mission of IDA is to assist the Office of the Secretary of Defense, the Joint Staff, the Unified Commands, and Defense Agencies in addressing important national security issues. IDA also conducts related research for other government agencies on national problems for which the Institute’s skills and expertise are especially suited. IDA was incorporated in 1956 as a Federally Funded Research and Development Center. The research efforts of IDA’s 800 employees provide revenues of over $100 million a year.
So what’s the big deal about project management?
Providing high quality die-castings at a customer's door when they want them is a Kiowa tradition. Kiowa, a provider of zinc and aluminum die-casting, has continually expanded its capabilities by adding machining, sub-assembly, and finishing in order to provide customers with parts ready for assembly into their products. Kiowa has experienced steady growth over the years and today is one of the best equipped producers of close tolerance aluminum and zinc die castings in the U.S. Primary markets include farm and construction equipment, computer peripherals and electronic equipment, telecommunications, automotive, diesel engine, and power tools. Headquartered in Marshalltown, Iowa, Kiowa serves worldwide markets through its manufacturing facilities in Marshalltown and affiliate manufacturers in China.
Take an environment in which you have multiple customers, contractors, and deliverables. Add to it developmental testing, manufacturing, financing, and politics spread out across the country. Blend in a good healthy dose of skepticism, and you have a small sample of the environment of the F-22 project. Add into this stew conflicts between multiple necessary conditions, all of which must be met, and you have an idea of the task ahead of those who undertook the responsibility to apply the Theory of Constraints and Multi-Project Management to the final development and delivery of the F-22.
This presentation will offer insight into the hurdles faced by a team committed to making sense out of the tremendous complexities of our acquisition process. Understand the difficulties faced when you have multiple deliverables within a single project, and you are committed to global thinking, planning, and decision making in a local versus local environment.
Seagate Technology is a global leader in the design and manufacture of information storage technology. To compete in the disk drive market, Seagate must deliver faster time-to-market across a broad product line while investing nearly $150 million per year in new product and technology development.
Shea Homes in Phoenix is nationally recognized as an innovative and highly successful home builder. When they decided to take their company to the next level, TOC provided the leverage. It enabled the transformation from operating as five silos to one cohesive unit with laser like focusing on throughput. They are using TOC across the acquisition cycle; land procurement, land development, operations, sales and construction. The positive results to their bottom line came quickly and are very impressive.
