Wedesday January 11, 2017
1:00PM to 2:30PM EST
ONLINE via GoToWebinar
Online registration is closed.
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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:
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.
- Understand why Project Management doesn’t work
in our current paradigm
- The Root Cause that generates our Undesirable
- Collaboration across multiple sites to create a
single Project Network with strong resource support
- The need for the Business Process to focus on
- 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
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
- Decision making in the Multi-Project Environment
- Business Process Steps that will require
Creating and Executing Routines that will
entrench the CC Business Process
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
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
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.