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2019 TOCICO Conference Day Three Schedule & Descriptions
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July 16th, 2019 
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8:00-8:30 Registration and Breakfast (Red Oak Foyer)
8:30-8:45 Morning Announcements (Red Oak Ballroom)

Some problems are never solved and only worsen over time no matter the efforts expended. For example, look at the high and increasing costs of healthcare, government, and education and simultaneously the poor services provided. Researchers use different terms to describe these problems thought to be quite difficult or impossible to structure and solve: wicked (Rittel, 1973); Churchman (1967), ill-defined (Reitman, 1964), ill-structured (Simon, 1973), messy (Ackoff, 1979) and chronic (Goldratt, 1995). These problem types have many stakeholders (for example in healthcare, common stakeholders are government, insurance companies, medical practices, hospitals, providers, patients, etc.) each with different and conflicting goals, measures and perspectives (frames) of the problem. In this presentation, a new and different methodology to structuring and solving these intractable problems is proposed and illustrated. The approach is a combination of concepts developed by Simon, Goffman and Goldratt. Simon's concepts of bounded rationality (1979) and decomposition (1962), Goffman (1974) concept of framing and Goldratt's concepts of inherent classification (2010), inherent simplicity ((2004), and the three processes of ongoing improvement provide the foundation for structuring and solving these problem types. This new approach for structuring and solving these problems and an application to the healthcare environment is provided.

9:30-9:40 Red Oak Ballroom Sponsor Message

This presentation demonstrates to all attendees the value of using TOC principles to improve government operations. Government effects everyone's life and business, yet the drive to improve government remains mediocre at best. The presentation will inspire them to get involved with their local government with the aim of introducing TOC to government workers. If the audience is already involved in government to some degree, then the presentation will inspire them to use these proven TOC tools and principles to improve the government they are already involved with. This presentation argues that government must keep up with the increasing demands of business, population growth, aging infrastructure, and customer demands. TOC offers this promise. This presentation offers the proof. The influence of TOC can and should expand globally to meet the government capability gap that is a worldwide phenomenon.

This case study describes a physician lead TOC implementation to improve his ophthalmologic practice in a Brazilian hospital. The work consisted of performing 2 retinal imaging exams: fundus photography and fluorescein angiography. After applying the 5 focusing steps, buffer management, and drum-buffer-rope, the practice improved continuously. In 4 weeks, the practice increased the number of appointment slots by 50% and last-minute appointments by 150%. All stakeholders saw the benefits beginning on the first day. Patients flowed very smoothly through the system. More importantly, the quality of care improved after implementing TOC. Since fighting fires was eliminated, the provider and the assistant could focus on the current patient treatment, dedicate more time for each patient and also attend more patients per session.

In this presentation we will learn how a small Australian family business increased sales by 50% (an additional $2m), increased its sales quote conversion rate from 30% to over 95%, and reversed declining profit margins in the space of just 6 weeks. The Project commenced late January 2019 and is ongoing. This presentation provides a deep look into how the company applied Throughput Accounting techniques to achieve these results. We will introduce the technique of Throughput Compression based on backward and forward levelling introduced by Dr Eli Goldratt in his book The Haystack Syndrome. Whilst Dr Goldratt applied this process to internally constrained operations, this case study shows how it can be applied to market constrained operations to concurrently: a) Turn a loss making period into a profitable one, and b) Expose and condense available capacity for the sales team to exploit using a decision support tool for Throughput Pricing. The presentation will go into some practical detail to show the process and present actual results. Part of the solution required development of a simple and practical Pricing Decision Support Tool. The presentation will also reveal some minor challenges to be overcome along the way. The following addresses the other questions for submission to the Panel.

Abstract is forthcoming.

Answering the question asked of Eli Goldratt: What replaces cost accounting? The answer is found only in... The Basics of Throughput Accounting Workshop

In 2016, Texas Workforce Commission's Sub-Recipient Monitoring Department was having trouble completing their monitoring reports after their monitoring visits. They were falling behind month after month cumulating in over a years' worth of backlog (79 monitoring reports). In some cases, they would be going on-site to monitor a sub-recipient who hadn't received their report for the previous year. Utilizing TOC through the TWC Rapid Process Improvement methodology, the department was able to completely eliminate their backlogged reports within 14 months and create a sustainable monitoring methodology for their department that provided oversight over more risk for the agency. They are now doing more with less effort.

Public health care providers typically struggle with the need to meet demand for services, within a limited budget. This paper describes an analysis of a large public hospital, using the Theory of Constraints (TOC) comprehensive set of mapping tools to logically represent a problematic situation and investigate options for resolution. Based on the symptoms present, root causes and conflicts were identified, along with potential solutions. Further TOC tools were used to check for possible side effects of the solution, and identify obstacles that might impede successful implementation. Based on the TOC analysis, a trial project was implemented with significant benefits for two departments. Outcomes included dramatically reduced patient wait times and staff overtime, increased patient satisfaction, increased efficiencies, smoothed workload, and improved staff morale and retention, while maintaining patient safety and integrity of treatment, and staying within defined cost parameters.

Is a fear of living in the Cost World preventing us from using a significant improvement lever? Some people interpret Cost World as meaning cutting costs, and as such the perceived role of procurement (reducing prices) conflicts with the spirit of TOC. Ian Heptinstall will suggest otherwise. He thinks TOC implementations might be missing some significant improvement opportunities if they only see bought-in goods and services as commodities and facts-of-life. Procurement is much more than haggling over a price, and a good procurement professional worries as much about paying too little, as paying too much. The average business spends over 65% of revenues with suppliers, mostly as part of TVC - is not a chupchick.If the bought-in part of your TVC costs you 20% more than your competitor, you will need to win 40% more sales simply to make the same profit! This Hyde Park presentation will follow on from the TOCICO webinar that Ian presented with Eli Schragenheim in January 2018. Ian will present a few key models from the world of procurement that he thinks might be useful to TOC practitioners, and looks forward to some great questions and debate.

Abstract is forthcoming.

10:55-11:05 Red Oak Ballroom Sponsor Message

Abstract is forthcoming.

12:00-1:25 Lunch (Burnham Dinging Room)
12:00-1:45 Exhibit Hall (Red Oak Foyer)

This presentation tackles a common claim in the TOC world (Management Attention is the Ultimate Constraint) and argues that it is false. It argues that it's false because: 1. There is an equivocation embedded in the claim 2. If the claim were true it would damage the central formulation upon which TOC rests Justin then takes a step back and explores two additional claims (arguing that each is also false): 1. The constraint can be a policy 2. The constraint can be in the market Justin then generalizes from these examples to propose that it's critical we insist that Constraint and Capacity Constraint Resource are synonymous. He argues that Constraint is such a critical concept that we must insist on absolute precision when it comes to both the formal definition and the general usage of this word, in the context of TOC.

Abstract is forthcoming.

With Throughput Accounting ALONE, Viable Vision can be achieved and take companies to 20% ROS without taking real risks in a competitive marketplace.

Abstract is forthcoming.

My presentation will tell the story of how I've used TOC to help manage the ongoing healing of my daughter from a little known, auto-immune illness (PANDAS/PANS) that attacks her brain and causes intense personal suffering and family chaos from strong OCD, anxiety, intrusive thoughts, and other mental health dynamics. All while juggling a career as a partner in a fast-paced private equity business.

Abstract is forthcoming.

Abstract is forthcoming.

3:45-4:30 Red Oak Foyer Exhibit Hall

Abstract is forthcoming.

The Cynefin Framework was first presented at TOCICO in 2010 and it has continued to evolve since then. It now uses several different forms of constraints to define the domains. This presentation will be a short update of the current state of the Cynefin Framework and then compare and contrast the Cynefin and TOC concepts of constraints as well as complexity and simplicity. We will show how borrowing some of the meaning from the way Cynefin views constraints can give us new insight into the value and need for constraints within TOC as well as increased clarity regarding Policy Constraints and the 5 Focusing Steps. And, finally, we'll show that the real value of TOC may come as much, or more, from the constraints we add as from the ones we remove.

Clients have found the B2B principle extremely useful in motivate teams to give their best, and improve period after period. This concept is helpful in overcoming the first layer of resistance everyone in the organization wants to improve, so there is no disagreement on the principle of Better than Before (B2B). It has a positive connotation and helps in achieving buy-in quickly.

5:15-6:00 Red Oak Ballroom Case study on the consumer products division of Bajaj Electricals Ltd.
6:30-9:00 Pavilion Award Banquet

Register for the conference today!