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Breakout Sessions Velocity WorldSM 2009 will feature four breakout periods offering you a choice between 14 different topics. We’ve designed these sessions for you to gain practical skills and know how — all validated by their proven success — to lead organizational change, obtain buy in, and improve project- and supply chain-based organizations. TUESDAY, NOVEMBER 17
To Synchronize your Projects or Not to Synchronize your Projects (based on a resource synchronizer) - That is the Question! Effective synchronization is needed to align resource capacity, project commitments and task priorities in the system of systems world of multi-project management. Many organizations have used a more heavily loaded resource to synchronize their work, reducing the conflicts between projects over limited resources There are times, though, that there is no resource that will effectively synchronize the project portfolio’s work. In this case, a type of work is used as the gating mechanism. This hand on session will have participants synchronize Critical Chain scheduled projects using both methods. For those new to TOC PM, attendance at PM Buffers – It’s More than a Rule of Thumb! will be helpful.
Project Management Buffers - It's More than a Rule of Thumb One of the major reasons some Critical Chain schedules require more expediting and crisis management than they should is improper buffer sizing. In a search of literature on Critical Chain scheduling, most articles have emphasized the 50% Rule of Thumb – take half of the safety removed of the applicable tasks. This session will focus on why the rule of thumb may be ineffective for some projects, what algorithms might replace it and to which buffers you should apply these different algorithms. There will also be helpful hints provided on how to check your buffer sizing assumptions easily when your Critical Chain software doesn’t provide options. Those just beginning their TOC Project Management and those experienced will find some easy to use hints .that will ensure more reliable project execution.
Taking More of Your Share of the Business - The Market Offer Process In today’s world, customers are looking for the very best value they can buy. Often, we describe our products and services based on our own perception of value. What’s really important is the customer’s perception of value for the products and services that your organization provides. This breakout session will provide you with techniques to gather the customer voice and then effectively use this information to position your offering in a way that solves many of the customer’s issues. We will discuss using the TOC Thinking Processes to determine quick ways that organizations can change policies and performance to provide immediate market differentiation. Techniques for selling market offers will also be discussed.
Seamless, Effective Communication - Creating Elevator Statements When an organization decides to undertake a new direction, it is not unusual to find leadership standing up and relaying why this change is important for the organization. Often, they have difficulty not only in making the message clear, but also making it relatable to an individual’s day-to-day responsibility. Jeffrey Moore, in his book Crossing the Chasm, talks about the technique of elevator statements as the key for new technology breakthrough messaging. In organizational transformation, there is a need for a concise, repeatable message that speaks to the individual and the organization. AGI has made elevator statements easy to create for the typical logistical transformations of TCO Supply Chain and Project Management. Learn how to create elevator statements from some of the existing training materials you may have already or from some of your own thinking process diagrams. Not only will you have some elevator statements that you can use in your organization, but you will have a better understanding of the key value of the changes you are undertaking.
Strategy - How to get Your Organization on the Right Direction “If you don’t know where you’re going, any road will get you there!” Unfortunately this famous quote is true in many organizations. Often leadership teams go through the process of strategic planning only to find that their “plans” sit on the shelf collecting dust. Meanwhile each functional area is trying to make a difference by executing its own operational plans. Many times these plans are not aligned with the organization’s overall strategy. Can you relate to any of these situations? If so come hear how AGI’s Leadership Strategy Process (LSP) enables leaders to learn exactly where to focus so that the efforts invested really improve the organization as a whole, rather than just local parts of the organization. The process results in a strategic roadmap that aligns your total organization towards its goal while making a real bottom line impact.
Rapid Changeover Techniques - The Basics of SMED I NEED MORE CAPACITY!!!! I don’t have money to add capacity, so how can I get more out of what I have? When an operation is producing multiple products and we must change the set-up for each specific product - we most likely have capacity available, the key is to find it. Single Minute Exchange of Dies- SMED - is a phrase coined by Shigeo Shingo of Toyota in the 1960s that is used as a synonym for quick changeover. These techniques allowed Shingo to reduce die changeovers from 10-12 hours to less than 10 minutes, hence Single Minute Exchange of Dies. Smaller batches, more flexibility, better quality and added capacity are some of the benefits of reducing changeovers. This leads to increased Throughput, lower Inventory and will minimize Operating Expense - resulting in better customer satisfaction, higher Profits, ROI and Cash. So do I reduce all changeovers? No!!! Learn how to focus your SMED improvement events in order to realize TRUE bottom line results. Mp> This hands on training will cover the process to focus the event, the technical aspects of SMED and review a real case study.
WEDNESDAY, NOVEMBER 18
Using the FRT and Injection Map to Focus Improvement The Future Reality Tree and the Injection Map combine to form the powerful strategic roadmap to improved bottom-line results. Often, we use these tools to guide our deployment and provide design criteria for further detailing the realignment of business process. However, they provide powerful tools for identifying the source of gaps in performance and where to focus the next improvement effort. Using the TOC PM FRT and Injection Map as an example, participants will work through several scenarios and come up with where they would focus to align and improve the organization to be successful.
It's Not Only a Buy-In Issue - Making an Organization Change In TOC, we make a point of ensuring that implementers are prepared to obtain buy-in by tackling the layers of resistance to buy-in. However, not everybody in the organization needs to be bought-in. During this session we will look at how to identify who needs to be bought-in and to what, as well as the timing of that buy-in. We will look at who else will need information only, or information and training. Finally, we will address that need to realign behavioral patterns. In other words, if the organization has a habit of doing something one way or responding in a certain matter, the fact that they have bought-in and been trained does not overcome the old habit. Additional elements we need to be put into place to create new habits.
Time Buffer Management: Moving from "Classic" to 2nd Generation The concept of Time Buffers and Buffer Management was introduced several years ago in the application of TOC to Supply Chains, i.e. Drum-Buffer-Rope/Replenishment. Its purpose is basically to manage time allocated to achieve an objective. The time may be associated with filling an order, achieving the schedule of a critical resource or perhaps other ‘control points’. Individuals familiar with TOC ‘Classic’ Buffer Management recognize its Red-Yellow-Green zones as indicators to help determine when to act, plan, or just leave the system alone. It was, and is, all about priorities and decision-making. At AGI, we have been working on 2nd Generation Time Buffer Management that provides a level of control and focus that is not possible with the Classic methodology. Utilizing both Control Points and Reporting Points (to be explained in the session), this next generation methodology adjusts priorities and pinpoints high value improvement opportunities to a degree well beyond the limits of the current practice. Come find out how this advancement can be used to better manage your operations and increase your bottom-line!
Process Capability - What It Is and How to Get It Where You Want It! Competition is compelling industry to develop quality products faster, less expensive, and feature-rich. Whether selecting a new technology, or optimizing current processes, suppliers and manufacturers must be able to measure capability before it can be improved. The quantification of process location and variation is central to understanding the quality units produced from a process. The range of available tools and methodologies can be daunting. This session will focus on the specific processes and the tools necessary for statistical process control, analysis of variance, and process modeling. This session will also show how an understanding of the parameters affecting process variation provides the mechanism for process control and for the improvement of process capability. Those just beginning their Focused Systems Improvement and those experienced will find some easy-to-use hints that will ensure more reliable process improvement execution.
Deploying Exceptions in Project Management and Supply Chain Implementations During any realignment of business processes, people often come up with an example of why the old way or a different way may be needed to deal with special cases. Telling your organization to wait until the real case happens or that we will deal with it on a case-by-case basis when it happens, forces people to question the validity of the new direction. The Deploying Exceptions technique has been created to identify and document the right process for exceptions that makes those with the concern part of the process for resolution. The technique identifies why there is a need for an exception (the fire), why the new rule makes sense and what should be done to meet the intent of the new rule, as well as how to prevent the fire from occurring or reoccurring in the future. The Deploying Exceptions technique is based on the aligning responsibility and authority conflict diagram.
How Republic Industries Really Did It! Want to learn how Republic Industries International achieved their results? This breakout session covers the details: the concepts, the techniques, the tools, and the lessons learned. You’ll see how Republic came to genuinely understand throughput and how that understanding transformed their business. Republic and AGI will co-host this session to give insight to the challenges they overcame in establishing a new operations management process. They’ll cover the impact across the company to include strategy, finance, and sales. Expect a frank discussion of as they share the difficulties and victories they experienced. Learn how they:
Give me an "I" (Improve). Give me an "S" (Sustain). How's that done? Anyone involved in efforts to change organizations and how they function can certainly appreciate the challenges of developing strategy, designing new operational systems and business rules – then actually making that change happen. Those who have faced and tackled these tasks will tell you that the real work is just beginning. How do you continue to improve and, by the way, not backslide into the old operating mode? This breakout session will discuss these ‘next steps’ in the AGI “SDAIS” Deployment Framework. Attendees will learn how the stable platform created by the Strategy, Design and Activation phases is leveraged to generate more focused bottom-line Improvement and what needs to be addressed to Sustain the efforts. In other words, how do you continue to make the new mode of operations the ‘way we do business here’?
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