LAFAYETTE COLLEGE
Presenters:
John Leone, Director of Alumni Affairs, Lafayette College
Eb Alkire, Executive Consultant, Alkire Consulting
Dee Jacob, Partner, AGI

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 dilemma of either focusing on improving itself for its own sake, or specifically tying what it would do to the College’s success. 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.

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. With its sights set on improving its new product development process, last year the company expanded into TOC Project Management. This presentation will explore the associated cultural challenges as they work to break with decades-old assumptions.

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 that focuses on obtaining complete applications up front, processing and closing loans using trigger dates, reducing dysfunctional multi-tasking work habits, and increasing loan closings.

HONEYWELL DEFENSE & SPACE ELECTRONIC SYSTEMS
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, serving customers worldwide with aerospace products and services; control technologies for buildings, homes and industry; automotive products; turbochargers; specialty chemicals; fibers; and electronic and advanced materials. Based in Morris Township, N.J., Honeywell’s shares are traded on the New York, London, Chicago and Pacific Stock Exchanges. It is one of the 30 stocks that make up the Dow Jones Industrial Average and is also a component of the Standard & Poor's 500 Index. For additional information, please visit www.honeywell.com. 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 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 will explore some of these lessons.

THE BOEING COMPANY, F/A-22 PROGRAM
Presenter:
David K. Christ, Critical Chain Coordinator

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

This presentation will be an exploration of the core objectives, motivations and mutual benefits supporting the marriage of Earned Value and Critical Chain.

Read Dave Christ's White Paper, TOC Project Management in Aircraft Assembly.

"MULTINATIONAL CONSUMER PRODUCTS COMPANY"
Presenter:
Bruce Watson, Director of Demand-Pull Implementations

Gaining Buy-In in Large Organizations
This global marketer and wholesaler of sports and fitness related consumer products manufactures 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 will focus on the steps we took to navigate the organizational complexities to determine scope and gain buy-in both internally and externally. While this is a must-see for anyone considering real supply chain improvement in a large organization, people from smaller organizations will benefit

AIR FORCE FLIGHT TEST CENTER (AFFTC) 412th TEST WING
Presenters:
Pete Martini, Don Johnson, Joe Dale

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 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, multi- multi-project implementation, and will share their experiences regarding the technical, cultural, and strategic implications of implementing and using TOC Project Management and the TOC Thinking Process Tools.

View description of AFFTC's presentation at TOC World^® 2002.

DEAD SEA WORKS, LTD
Presenters:
Dr. David Issahary, Head of Statistics & Process Control, Dead Sea Works, Ltd.
Dr. Alex Klarman, President, AGI (Israel)

Dead Sea Works is one of the world's leading manufacturers of potash, and makes a wide range of other products based on extrction 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.

The presentation will focus on 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. Included will be an actual example of its use.

PRATT & WHITNEY
Presenters:
Scott Leslie, Engineering Manager
Jim Weisheit, Critical Chain Project Leader

Pratt & Whitney is an aerospace company with over $7 billion in sales of gas turbine engines for commercial, military, space and industrial applications. This presentation will discuss Pratt & Whitney's implementation of TOC Project Management as a pilot in a development engineering environment.

GUNZE
Presenters:
Mr. Hisamichi & Mr. Sotaro, The Japan Research Institute, Research & Consulting Division

Gunze is a top-five apparel and fabric company in Japan. It began its TOC journey in ELMA, one of its electronics divisions, and successfully developed a new business system based on the TOC Internal Supply Chain model.

Based on the results achieved in the ELMA division, 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.