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2019 TOCICO Conference Day Four Schedule & Descriptions
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DAY FOUR SPEAKER SCHEDULE AND DESCRIPTIONS

July 17th, 2019 
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8:00-8:30 Red Oak Foyer Registration and Breakfast
8:30-8:45 Red Oak Ballroom Morning announcements

TOC is a powerful methodology, but in 25 years of implementing worldwide, Gerry Kendall found it is not sufficient to have a lasting impact. Even when applied with passion, skill and experience, TOC requires other elements to drive newsworthy results. In this presentation, Gerry shares the 5 most compelling injections with many real life examples, which, when combined with TOC methodology, helped him and the organizations he touched succeed for years.

9:50-10:35 Red Oak Ballroom Building on the Legacy of Eli Goldratt - Where is TOC today? Where will TOC be tomorrow?

Do you have obstacles that prevent you (and/or your team) from being more productive (either professionally or personally)? Would you like to have tools to be more productive at making decisions, evaluating ideas, determining a course of action, mentoring, as well as to finally quit doing the work you expect others to do? This session provides insights and practical suggestions to implement immediately.

10:45-11:15 Hazelnut Room Academics Round-table Meeting

Retail chains have long struggled with keeping within budget in purchasing of product categories. A widespread solution that has taken roots is called "Open to Buy" (OTB), in this each product manager / purchaser is given a budget and they must respect this limit in the purchasing of the respective category. OTB generates major negatives. First: being a budget makes the purchaser assume the "use or loose" mentality and buy even when they have no demand justifying the purchase. Second: the uniform treatment of new SKUs, lower performing SKUs and high performing SKUs makes it very hard to align the mix to the real demand in the chain. In clients Neogrid has come across the use of OTB and when the company implements the TOC Distribution solution the OTB generates the above negative effects and in effect prevents the significant improvement of inventory turns and invites behaviors not in line with the demand distorting and sometimes derailing the solution. There are positive aspects of OTB, namely control and a mechanism to refresh the mix with new products (NPI). In this presentation, we outline a new algorithm that replaces traditional OTB with a new version fully compatible with the TOC Solution and at the same time preserving the positive effects of traditional OTB. The result is a comprehensive and effective system to manage categories, introduce new products and align the retail (and its chain) with demand.

Assuming that a business has a compelling product (or service), and the ability to execute flawlessly, then growth is simple. All that business must do is out-communicate its competitors. Easier said than done! In a typical organization, salespeople spend only a tiny percentage (single digits) of their time engaged in selling conversations. The balance of their time is dedicated to non-sales activities such as customer service, administration, prospecting, project management, and the like. Justin's Prescription for Growth workshop will lead you through the critical changes your organization must make in order to remove ALL responsibilities other than selling conversations from salespeople, resulting in a dramatic uplift in sales activity. Conceptually simple. Complex to execute. Prescription for Growth will give you a step-by-step plan for flawless execution.

This session is about a more expansive & more composite view on Thinking, which includes ‘Mindfulness’ as an essential aspect. Eli, in ‘The Choice’, recommended 2 key action points, to serve as a robust benchmark for good quality thinking

  • In the situation of interest to us, identify and use the correct causality underlying it, to shape up our response to achieve the desired outcome…he called this THINKING CLEARLY.
  • Treat Thinking as a ‘life skill’- apply the above to all aspects of life- family, friends, work etc.

 

Sincere introspection will reveal that our thinking effort is falling short on both the above counts. Gaps exist on the intensity of Thinking Clearly, as envisioned by Eli and as practiced in the TOC community. Eli had stated in a 2010 interview : “The Choice is by far the most important book that I have ever written.” “My problem is that most people who have read ‘The Choice’ did not fully understand it.”. Deepak has analysed deeply for the missing pieces in the thinking puzzle that in some way lead to below par thinking. He has come up with the following additional, important factors:
  • The dynamics and the criticality underlying Eli’s benchmark on making thinking a life skill, is not fully internalized- this leads to inadequate commitment behind it
  • Our tendency for being lazy, taking the easy way out, and being half-hearted in our thinking
  • Our thinking in 2 modes, fast and slow and the dynamics relating to the 2 modes [Daniel Kahneman]

 

This improved understanding of Reality, requires us to be more Mindful ‘of’ our and ‘in’ our thinking’, as a counter-measure. In his session, ‘Mind Your Mind’, he will cover:
  • The concept of ‘Mindful Thinking
  • What all do we need to mindful of
  • Some easy to use templates for bringing the required Mindfulness into play

The focus of this presentation is to provide a how to process to accelerate the achievement and sustainment of results when helping companies transition into becoming a high performing organization. The scope of the presentation is on accelerating the process of helping an organization in building the internal capability necessary to allow the organization to capitalize on a decisive competitive edge in the market. The presentation will focus on the techniques used to achieving leadership alignment and buy-in by overcoming the first three layers of resistance. The presentation will discuss the integration of TOC thinking processes, along with Lean and Six Sigma methods to improve communication and to obtain leadership agreement, alignment, and consensus on What to Change, What to Change to, and How to Cause the Change. Topics will include the Thinking Processes, Force Field Analysis, VATI plant configurations, Throughput Accounting, Value Stream Map, Fault Tree Analysis, Goal Tree, Critical Success Factors, Key Performance Indicators, and Critical Chain.

11:45-1:00 Lunch (Burnham Dinging Room) and Exhibit Hall (Red Oak Foyer)

The need for a better math education is clear. With the ever-increasing advancement in technology and the tighter integration of the global economy, relevant social and business problems are more complex. Industries which require technology and science-based solutions are becoming the engine fueling countries growth. Math offers a rigorous and systematic process to improve problem-solving skills, which are useful not only for the highly complex but also for many daily life decisions. However, despite an abundance of teaching and learning resources, success in improving math education is still minimal. The purpose of this presentation is to show that by focusing on developing key thinking processes, students can improve their quantitative reasoning skills. The proposed thinking skills are inductive thinking, deductive thinking, and analysis. To enhance those thinking skills, three graphic organizers referred to as Problem Solving Maps (PSM) and that were developed after years of using TOCFE tools will be presented. I will talk about the analysis that was conducted to create the PSM system, an introduction to the system, my personal experience using it with my two daughters, and finally, different case studies including one from the Philippines were hundreds of teachers were trained, impacting thousands of children.

Eli said, "Japanese companies create and share new concepts and ideas through trial and error. This is essence of WA and organizational ability. Other countries cannot keep up with, Introducing through Case of Hitachi for 18 years.

Once you have a project goal (deliverable) and a basic network, you don't estimates from the resources until the work is to commence. The executive management gut feel and buffer estimate will be good enough. Provocative point: Do NOT need a resource to provide an estimate. Counter point: Need the skilled resources (legal, risk and credit) to give estimates to meet aggressive time frames. A leading Australian Investment Bank (BT) wanted to gain competitive advantage by launching a new product. This was a Separately Managed Account (SMA) active equity open ended fund. To gain early market launch it needed to develop this product in 4 months.The current practice was 15 to 18 months. A project team estimated, planned and developed this product. It utilised network building and the facilitation to determine suitable prerequisites. The project introduced the Project Flow based on the number of tasks and phased task definition. The phased task definition used in this flow schematic were Not Defined (N), Defined (D) and Complete ©.This team at commencement advised the BT executive that with this type of project task number would typically double. This estimated task number and the predicted effect was welcomed by the executive management. The executive management were actively engaged to support the team and adjudicate with resources when required. It was developed and approved by the regulator in 14 weeks in time for the annual sales launch.

Assuming that a business has a compelling product (or service), and the ability to execute flawlessly, then growth is simple. All that business must do is out-communicate its competitors. Easier said than done! In a typical organization, salespeople spend only a tiny percentage (single digits) of their time engaged in selling conversations. The balance of their time is dedicated to non-sales activities such as customer service, administration, prospecting, project management, and the like. Justin's Prescription for Growth workshop will lead you through the critical changes your organization must make in order to remove ALL responsibilities other than selling conversations from salespeople, resulting in a dramatic uplift in sales activity. Conceptually simple. Complex to execute. Prescription for Growth will give you a step-by-step plan for flawless execution.

Abstract is forthcoming.

It is known that there are so many failure of Digitalization Project utilizing Internet of Things(IoT), Data Analytics, Big Data or Artificial Intelligence(AI). Hitachi investigated many failure case of digitalization project in manufacturing industry, and identified most critical and important cause of such failure. It is perception and communication gap between Information Technology (IT) Engineers and Operation Technology (OT) Engineers. Based of several trial project, Hitachi found that TOC Flow application has a power to improve perception and communication gap between IT Engineers and OT Engineers. The TOC Flow application helps OT Engineers to verbalize their operation, UDEs and experiences, and the TOC Flow application provides IT Engineer with foundation to understand Operation Technology. Furthermore,  the six questions specific to any technology is the most practical way to communicate about reality of Technology and to exploit the power of Technology. This presentation intent to share lessons learned and new principle. Marriage with TOC is the best way to exploit the power of Digital Technology. The presenter also intents to discuss with audiences about his idea. Marriage with Digital Technology is good way to exploit more power of and to realize more outcome by TOC.

2:15-2:30 Red Oak Ballroom Conference Closing

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