Two fantastic masterclasses on one day!
Masterclass 4: The New era of optimization
The New era of optimization and its impact on synchronizing sales and capacity
From early days of organizations management were driven by the expectation to optimize the performance of their systems. This demanded the challenging synchronization of sales and capacity. TOC has been providing the thinking, the concepts and the solutions for assist management with this synchronization.
TOC is over forty years old and has addressed several variations of optimization. Nowadays, we experience a new era of optimization driven and lead by service and product providers.
This Master Class will cover the practical ways in which the synchronization has been embodied in the TOC solutions in their implementations in flow systems – production, service, distribution and projects.
We will examine the conditions under which the standard solutions have been established and discuss the adaptations that should be introduced into the TOC solutions in the light of the new era.
The master class will also cover the subject of developing market strategies and show how TOC works together with Ansof’s Matrix.
Masterclass 6: Thinking Processes 2.0
This master class will have three sections:
• Showing techniques for building a Good S&T Tree,
• Introducing a new logical branch ‘3 What Fors’
• Showing how to write a Simplified NBR (SNBR)
Section 1: Building a Good S&T Tree
The Strategy and Tactic (S&T) Tree is a comprehensive tool that provides clear overview of the way the desired development of the company will be achieved. The main advantage of this tool is that, for every management level, it provides detailed justification of the necessity of planned steps and the way the planned actions will bring about expected outcomes.
The standard S&T Trees were developed by Dr. Eli Goldratt and cover major TOC logistical applications. However, when there is a need to adapt an existing S&T Tree to a specific company, or to build a fully customized S&T Tree from scratch, this may represent a major challenge.
In the master class I present an outcome of seven years of development work with companies helping them understand the inherent logic of the S&T Trees and techniques of constructing it. I present rules, examples, and exercises that I have developed in the four areas of constructing an S&T Tree:
• the S&T structure;
• the content of the entities in the S&T boxes;
• the relationship between the entities within the same box;
• the vertical relationship between the S&T boxes.
Section 2: a New Logical Branch ‘3 What Fors’
The major challenge in implementing a new idea or suggestion is to achieve its intended results. In this section of the master class we will look into the major mistakes leading to frequent failures in achieving the desired results of new initiatives.
In this master-class section I will show the new logical branch ‘3 What Fors’ that I have developed and successfully used with managers of various levels. This branch is a straightforward tool to clearly see and formulate the justification (or see the lack of it) for any new initiative/idea.
Section 3: a Simplified NBR (SNBR)
’Resistance to change’ in absolute majority of cases is caused by a perceived negative outcome of the suggested idea. TOC has a tool to deal with such disagreement – a Negative Branch Reservation. In my experience of teaching an NBR to managers for using it in meetings and discussions, the traditional technique of building an NBR takes time, introduces too many entities that are irrelevant, and hence, does not allow for ‘on-line’ creating a clear logical structure that would help communicate the underlying logic quickly and clearly.
In this master-class section I will show a quick and straightforward technique of ‘on-line’ creating a good NBR within minutes in the course of a discussion. This technique also has an important side benefit – it allows the have a constructive discussion instead of arguing and passing blames, and it strongly contributes to developing mutually acceptable solution to a problem in the course of the discussion that leads to increased respect and mutual appreciation of those that participate in discussion.