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Embedding Critical Chain Concepts into the Business Process Presented by Kevin Kohls (1/11/2017)
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When: Wedesday January 11, 2017
1:00PM to 2:30PM EST
Where: ONLINE via GoToWebinar
United States
Contact: Marcia Hutchinson

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Embedding Critical Chain Concepts into the Business Process

Presented by Kevin Kohls – Kohls Consulting

Theory of Constraints professionals understand the importance of using Critical Chain to solve the major Undesirable Effects of Project Management.  Injecting this solution into an organization, however, often fails – not because of the solution, but because the Business Process that surrounds Project Management is broken.  quoting Katsuaki Watanabe, the CEO of Toyota:  

“Brilliant process management is our strategy. We get brilliant results from average people managing brilliant processes. We observe that our competitors often get average (or worse) results from brilliant people managing broken processes.”  

Can we set up a brilliant management process that will generate brilliant results using TOC solutions?

In this webinar, we’ll take a look at a Business Process that leverages Theory of Constraints concepts, focused on Critical Chain.  Key elements include: 

  • Understand why Project Management doesn’t work in our current paradigm
  • The Root Cause that generates our Undesirable Effects
  • Collaboration across multiple sites to create a single Project Network with strong resource support
  • The need for the Business Process to focus on Resource Availability
  • Using Critical Chain tools to create a successful Project analysis process
  • Creating Time Buffers using High Low task estimates vs. the current Buffer Sizing methods o   NOTE: The High/Low task estimate method is NOT currently in the TOC BOK CCPM and should not be studied for use in any certification testing.
  • Decision making in the Multi-Project Environment
  • Business Process Steps that will require paradigm shifts
  • Creating and Executing Routines that will entrench the CC Business Process
This webinar will include the unique element of real time interaction with students to create a simple Project Network. We’ll put this network into the Project Management collaborative solution LiquidPlanner. The software will also allow the class to see how the Critical Chain process will be used to manage the multi-project environment.  

Games and Simulations in Liquid Planner will be used to reinforce learnings, including
Dealing with late projects
“What if” analysis
Subordination of resources 
Creating a Focused Task list for individual resources  

We’ll also stress the critical step of setting up the Project Review meeting routine. This process must be established quickly, before the inevitable loss of a champion, implementation budget, and resource reassignment cause our TOC solution to fail.

About Kevin Kohls

Kevin Kohls has held many improvement positions, from Director of Throughput Analysis and Simulation, Lean Director, Red X Champion, as well as Director of Consulting for several firms. 

He has won the prestigious INFORM’s Franz Edelman award, the Boss Kettering Award for Innovation, and the Chairman’s Honors award while working for General Motors. 

His work is featured as a case study in the 20th anniversary edition of The Goal by Eli Goldratt.  His efforts to improve GM production systems, external suppliers, and designing profitable manufacturing systems has accounted for $2 billion in bottom line results. 

His work in automated data collection, bottleneck analysis, the Throughput Improvement Process, and the simulation of new facilities has become “standard work” in GM.  The simulation methods he championed at GM reduced the start up time for new manufacturing systems from 18 months to less than 2 months.

Kevin's client list includes Johnson & Johnson, the Detroit Medical Center, Magna, Dollar/Thrifty Rental Car, Blue Cross Blue Shield of Michigan, Spirit AeroSystems, AmMed Direct, Piedmont Medical Laboratory, ADP, Northern Engraving, and Belvac.

His current area of study is Demand Driven MRP and the relationship between the Toyota Production System and the Theory of Constraints.