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Sustainability: Moving from Common Sense to Common Practice
2016 International Conference
Leesburg, VA - National Conference Center

September 18th - 21st

Renovating a House – Planning, Execution or Both?

Amir Schragenheim - Founder – Inherent Simplicity

Learning Objectives:
  1. Using different layers of planning to manage uncertain environments
  2. How to plan the process so that the plan can be changed in real time
  3. How to manage the execution without risking budget, on time delivery and content
Questions audience will ask at the end:
  1. How do I plan this way?
  2. How do I supervise the execution process?
  3. How do I make sure the content does not grow beyond the robust plan?
Renovating my house was a very long process. We had to wait until the current tenants evacuated the house, the amount of changes we needed to make in this house (35 years old) was substantial, and we had a due date (my third daughter was due in 4.5 months from the start of the renovation process). On top, of course we didn't have money to spare after buying the house.

Planning for the renovation process required going to different sub-contractors:
  • The main contractor – the one in charge of most works
  • Electricians
  • Aluminum for windows/wooden windows
  • Aluminum for the gate/iron/wood
  • Carpenter for the closets in the house
  • Carpenter for the kitchen
  • Plumber for the piping
  • Communications contractor for the alarm system
  • Etc.

Each of those sub-contractors, needed a plan to some degree. I know a lot of people plan to do their renovations without much of a plan, but the ones I used did require it (although not always they delivered based on it). I also required it, as the son of an architect.

However, not all sub-contractors were agreed before the renovation – some were negotiated during the renovations as they became needed (in a way – stepped into the critical chain). Also – there were a lot of changes during the renovation. Some changes were needed because of the house (for example – we needed a large window and there was a supporting wall there). Other changes were needed because of needs we didn't foresee at the beginning. Also – some changes were needed because of coordination between the different sub-contractors.

Putting a detailed plan at the beginning would be the way to go if you consider a planning world. Then, each change in the plan would require a total re-planning everything. It was obvious we needed a general plan, and the details were to be left for later. So how did we do the execution process? What did we leave for execution and what required planning?

Should we treat the renovation process like a plant? What would that require in terms of planning vs. execution? Should we go all the way until finite capacity planning and plan what each employee of the contractor should do at any given day throughout the renovation? How do we make sure we don't penetrate into the "Critical chain" of the renovation and prolong the renovation?

Amir Schragenheim Amir Schragenheim, founder of Inherent Simplicity - a TOC software company which is part of the Goldratt Group, is active in the TOC community for over 15 years. Amir has been involved deeply in knowledge developments in TOC and is considered to be one of the world experts in Production, Distribution & Retail for TOC implementations and has been recognized as such by the late Dr. Eli Goldratt himself. Amir developed several computerized TOC educational and simulation tools along with Eli Schragenheim. Amir participated in analyzing the solution and developed the software for TOC implementations in the healthcare industry including A&E and Operation Theatres. Amir holds an MBA from Tel-Aviv University Magna Cum Laude.

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