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2019 TOCICO Conference Day One Schedule & Descriptions
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DAY ONE SPEAKER SCHEDULE AND DESCRIPTIONS

July 14th, 2019 
 Click below to view descriptions 

8:00-8:45 Registration and Breakfast (Red Oak Foyer)
8:45-9:00 Conference Opening and Board Chair Welcome - Dr. Lisa Lang - Chair of the Board (Red Oak Ballroom)
9:00-9:15 Sponsor Message (Red Oak Ballroom)

Abstract is forthcoming.

10:00-10:15 Red Oak Ballroom Sponsor Message

It's one thing to read, or hear a lecture, about a concept. It's a completely different thing to actually experience it. To experience is to know. There are many basic underlying concepts in the Theory of Constraints as well as Six Sigma, Lean and other management concepts that are common in their key foundational elements. Some of these are the relationship of variation and dependency and, the crushing effect of excess work in process on system flow and output. In many of our presentations and papers we talk about many of these ideas and even reference some of the games such as the dice game in  The Goal yet often times the members of the audience have never had the opportunity to actually experience these games, the concepts they convey and experience the results. This workshop will make use of simple games and exercises to allow participants the opportunity to explore hands-on, how many of our management driven policies, procedures, measurements and/or behaviors trigger actions that consume our precious and expensive capacity. Participants will experience how some simple TOC based actions can yield significant, immediate and positive results. The exercises allow the participants to discover underlying capacity burning issues that exist in our organizations. They will provide the participant with tools to take back to their organizations to help their peers experience the same discoveries.

Since the publishing of The Goal, TOC can be seen as a solution or a path to a Process of Ongoing Improvement (POOGI) that, if properly executed, allow organizations to develop and execute a Blue Ocean strategy, effectively becoming Ever Flourishing companies. In order to do so there are a number of challenges inside the organizations and these are dealt with by many advances and knowledge developed in the TOC community. The role of consulting companies as agents of change and change management is a crucial one as it is rare to encounter management and ownership capable of incorporating the vision, the commitment and the technical TOC expertise needed to execute such projects without help from external agents. Therefore, it is important to reinforce the TOC Consultancy capabilities to sell and deliver Blue Ocean Projects. In this workshop, we will present and discuss a Strategy and Tactics tree (S&T) detailing all the steps from the first meeting with a suitable decision maker to the final sale of the project to measuring and controlling of the execution and its remuneration. What are the requirements on each step, how the process can be tailored and what are indispensable assumptions and the key success factors for successfully selling holistic projects or Blue Ocean Projects will be covered.

Join me in a one-day tacit learning experience that will position you perfectly to understand the underlying principles and full benefits of Theory of Constraints.

  • Learn about variation through Shewhart’s dice simulation and the impact of tampering in the same system through Deming’s dice experiment. Neither of these gentlemen used dice as such but that should not stop us from doing so.
  • Learn about the precarious existence, life, death, and independence of vampire bats through the vampire bat simulation. Similarly learn how cooperation, communion, and interdependence in exactly the same environment allows us to operate in a way that even the sky is not the limit.
  • Experience the full implications of Goldratt’s dice simulation from The Goal for the first time.
  • Experience my own waste reduction simulation and capacity improvement simulations.

 

Each of these experiences is supported by further group discussion and exploration of simple interactive Excel models that allow us to examine in more detail the step-wise nature of improvements and the subtleties of DBR and S-DBR. There are also godwits and great white sharks, Ötzi the iceman, Scientific Management, Taylor and highspeed steel, the demise of hunter-gatherers, the triune brain, the role of human consciousness, and even more on vampire bats. Learning should be fun. Let’s do it.

 

What is limiting the success of TOC in individual applications (personally and professionally) and in becoming the main way of managing organizations, even for TOC experts? Since Dr. Eli Goldratt passed away eight years ago, TOC has continued to struggle in it spread, unexpectedly so, for top TOC experts and TOC-managed organizations. While it is true that some significant successes have happened during this time, the full potential has not been realized. Unfortunately, it seems this challenge continues to be all too common. The TOC community is fractured. Without Eli's leadership and support, much less collaboration and effective performance have resulted. We intend to spend the day working with the audience (which is not limited by volume or expertise requirements) to understand how we can embark on a track towards realizing the true potential of TOC for individual happiness and success, as well as organizations becoming ever-flourishing (by sustaining exponential growth, stability and harmony).

 

Abstract is forthcoming.

The aim of this Hyde Park session is to capture, in a structured way, the thoughts of attendees about why TOC is an  also-ran in the field of management and organisational improvement methods. It seems the power of TOC is not reflected in its popularity. The discussion is not about using TOC it is about knowing. The hypothesis is the more people know about its methods, the more are likely to actually use it. I don t mean have read The Goal, that is insufficient. This is a topic that has troubled the TOC community member for decades. Eli Goldratt wrote  Letter 14 in the POOGI Forum series on this very topic. That was over 15 years ago, and many would say that not much has changed since. Since this would no doubt be a topic of discussion over meals and drinks at the conference, I thought it would be good to put it on the agenda and use it to gather input for the TOCICO committee. We will present two short inputs on our prognosis, based on our different perspectives. And then facilitate comment, argument, and other ideas.

12:25-1:50 Lunch (Burnham Dinging Room) and Exhibition Hall Opens (Red Oak Foyer)

Common complaints directed at simulations and games are that they are focused on manufacturing and are often perceived to be too simple to be representative of the real world. The med lab simulation was created to address just these issues. Although it was designed to represent a service environment, it has been used with microbreweries, manufacturers, hospitals and many other entities. It represents an environment with high uncertainty relative to workload from day to day, very restrictive work requirements and the use of multiple shared resources that are in limited supply. There are also response time limits and shelf life limits. There are roles for schedulers, certified test technicians, assistant technicians, test transfer specialists, quality control, apparatus managers, etc.. The roles and rules of the simulation are explained and then round one commences with a 20 minute experiment. This is followed by the participants working in small groups to identify what is wrong and what they would recommend be changed to fix the situation. This is followed by a short introduction to key TOC concepts such as the five focusing steps and the need to choke the release a work into the system, Simplified Drum-Buffer-Rope, etc. The group then works to come to consensus and apply the TOC concepts to fix the situation without adding resources or any other changes that would represent significant financial investment and/or process interruption in the real world. It's one thing to read, or hear a lecture, about a concept. It s a completely different thing to actually experience it. To experience is to know.

Abstract is forthcoming.

Join me in a one-day tacit learning experience that will position you perfectly to understand the underlying principles and full benefits of Theory of Constraints.

  • Learn about variation through Shewhart’s dice simulation and the impact of tampering in the same system through Deming’s dice experiment. Neither of these gentlemen used dice as such but that should not stop us from doing so.
  • Learn about the precarious existence, life, death, and independence of vampire bats through the vampire bat simulation. Similarly learn how cooperation, communion, and interdependence in exactly the same environment allows us to operate in a way that even the sky is not the limit.
  • Experience the full implications of Goldratt’s dice simulation from The Goal for the first time.
  • Experience my own waste reduction simulation and capacity improvement simulations.

Each of these experiences is supported by further group discussion and exploration of simple interactive Excel models that allow us to examine in more detail the step-wise nature of improvements and the subtleties of DBR and S-DBR. There are also godwits and great white sharks, Ötzi the iceman, Scientific Management, Taylor and highspeed steel, the demise of hunter-gatherers, the triune brain, the role of human consciousness, and even more on vampire bats. Learning should be fun. Let’s do it.

Abstract is forthcoming.

Abstract is forthcoming.

Software development is a key pillar in most organizations, small or large. In many cases it constitutes one of the highest share in the organizations' budget. This puts development departments and software developing companies in a great challenge being a Permanent Bottleneck that blocks organizations' performance. The presentation will focus on increasing the value created by the IT department . We will show that this can be achieved using TOC-based non-conventional concepts by doing less and getting much more. We will demonstrate concepts such as Rolling Strategic Gating as opposed to the traditional annual budgeting and portfolio management. We will present cases on how to cope with the over-specification and over-design phenomena. The Frugal IT Management can serve both software developing companies as well as any IT departments.

7:00-9:00 Opening Day Reception (Prairie River Restaurant and Patio)

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