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今年TOCICO会议（第六届）在美国拉斯韦加斯(Las Vegas)举办，十一月一至四日，共约有300多人来自全球五大洲许多国家，中华地区则有来自两岸三地的顾问与学术界人士。（注：期待明年能有更多的人从中华地区一起参加盛会，请开始规划，时间应该跟今年相同，听说可能地点是美国或日本，有进一步消息会尽早公布，TOCICO网址www.tocioc.org）。
高德拉特博士最令人注目的近况该是他的新书『The Choice』，他建议大家最少要读五次方能充分理解，据他所述撰写这本书并不容易，多次反复修改重写。我认为这本书以TOC之最高双赢信念为基准展开，阐述他对于HOW TO CAUSE CHANGE?部分的深刻体会。由于他常说身为一位科学家，尤其是一位物理学博士，最有兴趣的事，在于发掘现象中的核心问题，与其背后的因果逻辑及代表的道理，所以那四本二十几年来始终畅销的商业小说，所描述的情境就在于WHAT TO CHANGE?和WHAT TO CHANGE TO?这两部分的范畴。
HOW TO CAUSE THE CHANGE? 的目标设在百年后组织依然蓬勃发展的角度来谈，如分三大阶段来看，第一是『面对Change』，第二是『Change就位』，第三是『Change内化』，即是他所提过之『跨越舒适区（comfort zone）』，『整合直觉，感觉与逻辑（intuition, feeling and logics）』，与『树立节奏与文化（clock and culture）』。这三个阶段是必要条件的结构，而非凡的目标是『基业长青（ever flourishing）』的企业，其营运特质是『和谐（harmony）』。
在本次会议中的个案项目改善报告，一个接一个的验证了成功的TOC改善项目（达到或超越预期的绩效指标，客户对顾问与TOC方案除感谢之外并具有信心，而在该企业中继续展开后续的改善项目），自然产生企业管理层持续改进的动机，即是他们对于在TOC运作机制的稳定性具有信心，而能将注意力投入于更进一步改善系统限制的工作，而且现在是一种团队真正一起努力的信念。
听完简报并跟与会人员互动了解后，我受到TOC顾问及TOC经理人 [我称企业中使用TOC管理方式的经理人] 为了达成双赢，经过不少上上下下考验与挑战，还是坚持不妥协的信念所感动与鼓舞。他们的共同之处在于都是使用TOC的基本哲理与系统步骤去实施项目，却加入个别特殊的理想性、使命感与自省力，带领客户建立信心，看到TOC的价值与贡献。
特别要提的个案报告是来是香港Henry Soo团队，在场的听众包括了多位Goldratt Schools的老师们，包括我自己在内，我们一致的评论是『The job was well done』，我们感到欣慰的是AEP能有如此优秀的后续成果。我相信，还有许多的TOC顾问或是经理人（无论是不是之前的AEP学员）都有值得分享的成果或心力路程，多么希望您们能跨出舒适区，多多参与TOC相关的研讨会或撰写文章等等。我们将于明年二月底举办大中华地区TOC限制管理研讨会，期待您们的积极参与。（活动详情请密切注意www.toc-cga.org）
TOCICO会议的第一二天照惯例由高博士传达TOC知能及展望，接着是两天的知识分享与案例报告，还有准备认证考试的说明会。在此摘录会议相关议程以供参考，如对内容有兴趣者，可洽2008TOCICO会议DVD，请见 http://www.toc-goldratt.com/store/product.php?productid=111118&cat=0&page=1。
今年大会标题是：『Enduring Success』。
Nov-1~2-2008
Dr. Eli Goldratt: Standing on the Shoulders of Giants (to be published in Japan) Production concepts versus production applications)
感谢Daniel Wang提供以下的笔记：
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Challenging the perception that major improvement of a large and complex entity takes years. Demonstrating that if the improvement process is guided by common-sense approach of TOC it only takes months, even weeks.
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Proving that the newly realized speed of improvement generates immediate cash (and cost reduction) more that any other realistic alternative.
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Using the above realization to highlight that it provides a practical way the break the conflict that so many companies are currently facing. The conflict of cutting back to immediately improve cash and profitability verses continuing to invest in ensuring the long term prosperity of company.
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How is it possible to improve in such remarkable speeds? The concepts were laid out by Henry Ford. And the entire foundation was created by the greatest practical visionary of industry Tahichi Ohno . An in-depth analysis of his work reveals the answer – The straight forward, sample mechanisms that bring the desired improvements in an astonishing speed. It is just common sense, but unfortunately common sense is not common.
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What about the impact of such a drastic change on WA（和） ? Now, that we clearly understand the way that Ohno-san paved, we realize how come we witness an even more startling impact on WA. A typical letter from a user of TOC: “Of course I am surprised and happy with the dramatic profit increase in such a short time. But far more important for me is people’s personal and professional growth. Widely spreading teamwork, motivation increasing across the company: “I have always wanted our company to be like this !”
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Companies invest a lot in their future. Still the current crisis revealed that in spite of all those investments most companies are exposed. Is it possible to immunize a company against unforeseeable shake-ups in global economy? Yes, provided that the company addresses the more global picture.
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An in depth analysis of the major movements in global economy, putting into perspective the current crisis.
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For many companies the bad time started a long time ago. The reason is the shrinking life time of so many products (the time from introducing a new product a new product until it is practically replaced by a better version). A clear explanation provided of the intensified negative impact and the extent that most companies are not effectively addressing it.
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Ohno-san wrote : “All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line ….”
Goldratt humbly suggests that if we want to immunize our companies against the future, we must expand Ohon’s approach in both directions. We use it beyond the customer (who pays the cash) all the way to the end consumer. And we must start much earlier in the process, we must extend Ohon’s approach to cover the process of getting the orders in the first place.
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Nov-3-2008
8:30 am LeTourneau Technologies, Inc. (LTI) is a $1+B USD vertically integrated manufacturing company specializing in large scale and high load bearing equipment for a number of industrial applicaϘǟ ons including oil and gas, steel, mining and forestry products. Dan Eckermann, CEO of LTI, will share his company’s implementaϘǟ on of TOC across its global operaϘǟ ons and describe its role in helping drive 3X growth with 20% Return on Average Capital Employed (RACE). Presented by Dan Eckermann, CEO LeTourneau
9:15 am Delta Air Lines, in 2005, filed for bankruptcy. As part of the bankruptcy plan, engine maintenance was required to reduce cost and inventory while, at the same time, increase productivity. The requirements for survival aligned very well with Theory of Constraints -- more specifically, Critical Chain and Drum-Buffer-Rope. In 2005, Engine Maintenance was unable to meet demand goals. The 2006 goal required an 11% increase in productivity with fewer people. Year over year, inventory, WIP, and cost continued to increase while production became more unpredictable. Engine maintenance saw external customer demand increase to 33% of total volume over a four year period. This is expected to be approximately 47% in 2008. With an increase in customer volume, an increase in complexity is expected. In 2006, Delta Air Lines Technical Operations began an ambitious plan to reduce cycle time of all products 20%, increase production on 20%, while reducing resources. Presented by Gary Adams General Manager Engine Maintenance Repair Shops Delta Airlines Technical Operations
10:30 am US Marine Corps ,TOC Implementation – 6 Years Later at Maintenance Center Albany
How many times have you addressed and targeted a process to improve only to re-visit that very same process at a later date…almost starting over? MCA has diligently worked to sustain TOC as the key to our continued successes. Over the past several years we have become more sensitive to listening to our customers, especially concerning cost, schedule, and performance. We responded by first building a foundation upon which to enable improvement, documented procedures & material and financial control. Once that foundation was established, MCA took a big step, implemented and now enjoys the success of TOC and Lean 6S. As we strive to improve, we have bench marked our organization against others to identify “Best Practices” which enable MCA to better support the war fighter. Presented by Col Daniel J Gillan, LtCol Donald E Humpert and Steve Foreman
1:00 pm
Track 1: Finance & Measurements
Throughput Accounting-Its Past, Current Role, and Vision for the Future
Throughput Accounting was considered a very vital element of TOC since the famous declaraϘǟ on of Dr. Goldratt : “Cost Accounting is Enemy no.1 of Productivity” made in the early 80s and included in “The Goal”. In the last years where the Viable Vision has been the focus of the Goldratt Group efforts it seems to lose its weight, especially when the role of the capacity constraint has been reduced, due to the strive to continuously grow and not let capacity stand in the way. The presenter believes that T, I and OE should be key terms in the future of TOC, but the concepts and the tools should be adapted to the dynamics of growing organizations. Examples from both manufacturing and service sectors will be used to show the generic nature of the vision of Throughput Accounting in the future. The presentation will touch upon the open nerve of: we all know cost accounting leads to wrong decision and wrong performance measurements, but, how to do it right?” Presented by Eli Schragenheim, Goldratt Schools
Track 2: Case Studies
Smail Auto Center
Smail Collision Center implementation decreased cycle times by over sixty-percent after six months of implementation. Our work environment has improved dramatically as a result of the elimination of day to day chaos. We now truly understand our capacity and can adapt capacity based on market demand quickly. Thorough up front project planning has reduced our inventory or work in process by seventy-percent. The Smail Collision Center market has responded positively to the new value we deliver through TOC. Revenues are up twenty percent over prior year. Our peers in the industry are using our data as benchmarks. TOC is helping us to continue to add more value to our services, increased value to the market is resulting in growth in an industry that has more supply than demand. Presented by John Fagan, Smail Auto Center
Track 3: Consultant Track
Achieving Success with a Mafia Off er-Lessons Learned
Imagine that you have implemented DBR and operations is humming. You have achieved 100% due date performance and you have uncovered a minimum of 50% capacity --- But you can not sell this capacity! This presentation will reveal the typical problems and challenges that arise and the solutions that have worked. These problems and solutions will be revealed along with detailed examples so that the audience can consider their biggest limitation to increasing sales. Presented by Dr. Lisa Lang, President of the Science of Business
Track 4: Certification Review
Fundamentals Exam review with Richard Reid.
2:00 pm
Track 1: Finance & Measurements
The reality of implementing Throughput Accounting at a $12B high tech company. In this presentation, Mr. Zephro will share his experience implementing Throughput Accounting at Seagate Technology, a $12B leader in the data storage industry. Topics covered will include change management, process and IT infrastructure, decision support templates, decisions for application, and questions and answers gathered from multiple functions over a 4-year period. Presented by Chris Zephro, Director of Finance for Seagate Technology
Track 2: Case Study
“Solution for Profit” High-end Handbag Factory in China
Henry Soo will present one successful Make-To-Order implementation for labour-intensive leather hand-bag factory in China. Presented by Henry Soo, Managing Director of DataDevelop Consulting Ltd. and Director of Operation - ISCEA Hong Kong, China
Track 3: Consultant Track
The Science of Successful TOC Holistic Implementation
The introduction of the strategy and tactics tree and using it in Viable Vision implementations revealed its effectiveness not only in better understanding the required elements of the overall holistic solution, but also in better communicating it to all levels of the organization and in more effectively guiding the implementation towards achieving and sustaining fast and impressive results. In this presentation participants will share this learning, be exposed to the resulting ways of communicating and implementing TOC solutions, and witness the actual results achieved in a viable vision implementation. Presented by Mickey Granot, CEO Goldratt Group
Track 4: Certification Review
Supply Chain Logistics Exam review with Lisa Ferguson.
3:00 pm
Track 1: Finance & Measurements
Bedford Reinforced Plastics (BRP)
Founded in 1974, Bedford Reinforced Plastics (BRP) is recognized today as a worldwide leader in the manufacture of fi berglass reinforced plastics. By way of an extremely aggressive “Redline” growth campaign, BRP has nearly doubled its production and fabrication capacities over the past two years and has expanded out to nearly 190,000 square feet of manufacturing space. A family-owned business, the company currently employs over 225 of the industry’s most dedicated and knowledgeable professionals sharing in the common goal of reliable delivery of quality products to its customers. Presented by Mike Beaupre, V.P. of Operations and Brad Wise, Controller for BRP with Mark Stanley, President for WHY! Company
Track 2: Case Study
NAT Steel Equipment Private Limited
In this presentation, we will share a story about an unique company where TOC was started in 2002 with good benefits. When TOC was introduced again, coupled with change in measurements, the company increased its profits by nine times. This not only covers the details of TOC implementation, but demonstrates power of leadership and empowerment beyond the conventional implementations. Presented by Zoru Bhathena, Nat Steel; Sanjay Ghoshal, Director for Avenir and Ravi Gilani, Managing Consultant for Goldratt India
Track 3: Consultant Track
The importance of the relationship between client and consultant for a successful holistic TOC implementation
In this presentation, participants will learn: why the traditional consultant-client relationship leads to failed implementations and the necessary changes to the relationship that will avoid the pitfalls and bring the desired results – a company that is achieving and sustaining extraordinary growth in sales and profitability, fueled by the culture and process of ongoing improvement. Participants will learn changes that are required in: the mindset going into the implementation , the roles and responsibilities of the consultants, the executives, and other key people involved in the implementation and skills, communication, and tools to prevent most common pitfalls. This presentation will be valuable for any executive, manager or consultant wishing to significantly improve the success rate of their current and future implementations. Presented by Lisa Scheinkopf, Regional Director USA/Canada, Goldratt Consulting
Track 4: Certification Review
Project Management Exam review with Janice Cerveny.
Nov-4-2008
8:15 am ABB Towards Operational Excellence: Applying TOC in a Global Manufacturing Organization
This presentation will highlight ABB’s internal processes for improving operations using TOC as well as Lean and other improvement methodologies. ABB has been applying TOC for more than 10 years, and in that time, has developed different structures and processes for improving its global operations. Topics covered will include: TOC deployment worldwide, the operations improvement process and consultant organization, TOC and ERP, as well as insights from successes and failures. Presented by Alex D’Anci, Senior Operations Specialist for ABB
9:00 am Fleetguard Filters India, Three years on the path to achieving Viable Vision in four years at Fleetguard Filters Private Limited
FFPL, an auto parts company, is a market leader in the filtration systems in India. FFPL has 5 plants spread across India. Since 2005, the company has deployed Theory of Constraints (TOC) Thinking and Solutions company wide through its engagement with Vector Consulting Group. This presentation will be focused on the implementation and achievements in the distributor to retailer leg and the pull created in the market and institutional segment growth solution- Guarantee for Availability template. Presented by Niranjan Kirloskar, Managing Director for Fleetguard Filters India
10:15 am
Track 1: Case Studies
First Solar
First Solar is a public company headquartered in Tempe, Arizona. It manufactures solar panels using thin fi lm technology. The company has grown significantly in the past seven years, and established itself as the leader in the manufacture of thin film solar modules. To help achieve the company’s goals, top management uses a number of continuous improvement approaches. The Theory of Constraints is a core element in the company’s quest for rapid, sustainable improvement, and is embedded in the corporate culture. The company has gone beyond the use of near every application in the Theory of Constraints toolset to expand, enhance and sustain its application. Presented by Ray Immelman, First Solar
Track 2: Methodology
Focused Methodologies in Telco’s Industry
The presentation presents a new implementation methodology, which is unique to the Telco’s industry. In this industry one can identify Permanent Bottlenecks that are typical to the whole industry to be exploited and offloaded. We define Strategic and Tactical constraints of the industry, and present a methodology to deal with possible gaps between the two sets of constraints. The methodology enhances Strategy, Operations, Information Systems development, Marketing and Sales management and also enables firms in this sector to attract retail customers more effectively. Presented by Boaz Ronen, Professor at Tel Aviv University
Track 3: Case Studies
Guaranteed timely delivery-Plastigomez Road to their Viable Vision
Plastigomez is a company that produces plastic sheet, rolls and printed PE packaging products for several industry and commercial clients in Ecuador. The company decided to introduce and implement the Viable Vision Strategy & Tactics as part of their efforts to improve the business results and ensure the sustainability of the business in the long run. A small company faced with a commoditized product and increasing raw material costs. Developing a decisive competitive edge as part of the Viable Vision Implementation has allowed this company to endure the it’s ever changing reality and sustain a signifi cant rate of change together with a rate of progress to profitability. Presented by Javier Arevalo, Goldratt Consulting Regional Director for Latin America
Track 4: Certification Review
Thinking Process Exam review with Alan Leader.
11:15 am
Track 1: Case Studies
Azul-K SA: Strategy for Enduring Process Improvement- Do not permit that inertia to reenter into the system
The strategy of the Colombian soap producer AZUL K S.A. used during the last 15 years, focused in satisfying the needs of all its external and internal customers through synchronizing the management of all its proper operations including logistics, financial, sales, merchandising, etc., ensuring that all its employees knows and fulfills all the POS (Procedural Standards) required for the correct operation of the system. Presented by Mauricio Vanegas, General Manager for AZUL K S.A.
Track 2: Methodology
TOC in global shipbuilding company - focused on decision supporting methodology for product portfolio strategy
Under uncertainty in shipping market, it is very essential for the shipbuilder to prepare the fast and competitive decision for product portfolio strategy in order to maximize contribution margin by exploiting production facilities and constraints. In this study, we introduce the unique decision supporting methodology for the optimal product portfolio sets based on TOC. This methodology is established by adopting the concept of Drum Buffer Rope (DBR) and Throughput Account (TA) and is designed to control the special constraint-resource planning process and cost accounting process of a global shipbuilding company with over 70 huge vessels and offshore products in a year. In addition, Decision Supporting System (DSS) is implemented by applying this methodology. Presented by In-Il Kim, Daewoo Shipbuilding and Marine Equipment
11:15 am (Continued)
Track 3: Case Studies
Managing People and Change
How do you drive the right behaviors amongst executives, management, employees, salespeople and customers? Gerry Kendall and Larry Dyck will share their combined 30+ years of TOC experience in overcoming the biggest human behavior challenges ever. Larry’s focus is on the buyin, communication, data and knowledge development at Décor that drove the company much higher in International industry ranking. Gerry will synthesize his learning in driving and empowering human behavior from worldwide projects and five Viable Visions. All participants will gain valuable ideas to apply in their implementations. Presented by Larry Dyck, President for Décor Cabinets and Gerry Kendall, Principal for TOC International
Track 4: Certification Review
Finance and Measurement Exam review with Charlene Spoede-Budd.
1:00 pm
Track 1: Technology
The Software Ramp
Whether it’s a $5 million manufacturer or a $2 billion worldwide brand, once the scale is bigger than a mom & dad shop, software is a necessary condition to put TOC procedures into practice. Indeed, in the last years designated software has been inseparable of most TOC initiatives. Experience shows that it can rocket or bury them. Attendees will learn about the human and financial aspects, the blind-spots and the pitfalls they may encounter in implementing TOC software. Presented by Amir Schragenheim, CEO; Roei Raz, Operations Manager and Yoel Amir, Product Manager for Inherent Simplicity
Track 2: Thinking Processes
Intermediate Objectives Map: The Cornerstone of the Thinking Process
Direct presentation: The IO Map and the CRT; the IO Map and the Evaporating Cloud. Hands-on exercise in constructing an IO Map. Presented by Bill Dettmer, Senior Partner for Goal Systems International
Track 3: Market Issues
Using TRIZ to break Market Constraints
TOC and TRIZ (Theory of Inventive Problem Solving) form a powerful duo effectively breaking market constraints. The TOC “Breaking External Constraints” process determines quick ways to immediate market differentiation, including the next breakthrough in product or service innovation. TRIZ accelerates the speed to invent through Directed EvolutionTM using rapid analyses and structured innovation processes. Finally, TOC Project Management assures timely product development that will be launched on scope and on time while staying on budget. Presented by Suzan Bergland, President for North America Group AGI and Zion Bar-El, Ideation International Inc.
Track 4: Certification Review
1:00 - 1:15pm Thinking Tools for Education with Ean Khaw.
1:20 - 2:15pm Business Strategy with Alan Barnard.
2:45pm
Track 1: Supply Chain
Actively Synchronized Replenishment
The fundamental material planning core of MRP is more vital today than ever. At the same time it’s critical shortcomings make MRP more dangerous than ever. Actively Synchronized Replenishment is a fundamentally different approach to effective pull-based materials synchronization. Chad Smith, Managing Partner of Constraints Management Group, will share his company’s work creating and implementing this strategy in larger manufacturing enterprises and their respective supply chains. Presented by Chad Smith, Managing Partner for Constraints Management Group (CMG)
Track 2: Thinking Processes
Changing the Status Quo and Execution Follow-up or, “Why Didn’t That !@#$%& Thinking Process Work?”
The psychology behind introducing and sustaining organizational change. Boyd’s OODA Loop and the Constraint Management Model for Strategy Development and Deployment Presented by Bill Dettmer, Senior Partner for Goal Systems International
Track 3: Project Management
Project Management in a Lean world
Lean Six Sigma is not easily implemented “as-is” to projects because of the manufacturing perspective of the techniques. Understanding how LSS translates into a project model and using many techniques from TOC help focus on the right assumptions and interpretations to meet scope, cost and time commitments. Learn ways to drive out waste and address variability, starting with correct project definitions (the value stream map equivalent) and behaviors needed to reduce non-productive activity of resources. Presented by Dee Jacob, Managing Partner for Avraham Y. Goldratt Institute and Bob Mendenhall, Avraham Y. Goldratt Institute
Track 4: Consultant Track
Certification Panel Discussion with Certification Committee Chairs.
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