Sales Machine – The discussion after the 23d TOCPA Conference in Tennessee, March 2016

30 March 2016,  Jelena Fedurko

A few days ago we had the 23d TOCPA Conference in Tennessee. It was a great gathering of TOC practitioners from nine countries. It was good to see old friends and meet new friends. We had two intensive days of presentations, discussions and networking.

The discussion on some subjects has continued after the conference.  With permission of the authors and with our big Thank you to them, we publish their discussion.

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The Five Focusing Steps, the Green Curve and the Red Curve. Part 2

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13 January 2016, Oded Cohen

This post is the response to Alejandro Fernandez’s comment to the post The Five Focusing Steps, the Green Curve and the Red Curve -Part 1, on 10 January 2016, that says:

“Looking the green and red curve I wonder about thinking – and remembering Eli Goldratt presentation – that red curve is growth and green curve is stability, and how it can generate a conflict. Grow but lose stability; be stable but do not grow. Then Eli proposed the progressive equilibrium as the win win solution. We are talking about the same graph?”

The Graph that Alejandro refers to is taken from Eli Goldratt’s discussion on the necessary conditions for a company to become “Ever Flourishing”. The graph looks like that:

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A riddle on product development projects to think about! Part 2

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06 January 2016, Jelena Fedurko

I got a clarification for the riddle as presented in Part 1:

“Just one big BUT!! There is a resource conflict. The process engineers in the factories are responsible for both types of projects. New products require new/modified processes. Existing products require improvements – speed, quality, capacity, cost … and also require process engineers. YES, there are product development resources and they are a different set. The conflict arises when the new product is qualified for sale and must be industrialized in the factory. It is in the factory where the conflict occurs.

It is a ‘conflict’ between the factory and product development because the factory delays product industrialization for their factory reasons (local optimization). The product development people often face a question ‘Why should we speed up only to have to wait for the factory to do their part. It feels like the army … hurry up, and wait?’ “

This comment brings in new understanding of the conflict which is now truly between the product development projects and improvement projects.

Let’s look again at the first part of the clarification to the conflict:

“The process engineers in the factories are responsible for both types of projects. New products require new/modified processes. Existing products require improvements – speed, quality, capacity, cost … and also require process engineers. […] The conflict arises when the new product is qualified for sale and must be industrialized in the factory. It is in the factory where the conflict occurs.”

If we go along with the claim that there is a resource conflict, and based on the statements “The process engineers in the factories are responsible for both types of projects” and “It is in the factory where the conflict occurs”, the conflict seems to be of factory process engineers and looks like that:

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A riddle on product development projects to think about! Part 1

05 January 2016, Jelena Fedurko

A long-standing TOC colleague offered a riddle to solve:

Situation: A factory has many projects to do.  Some are the industrialization of new products that they can be produced effectively.

Some are improvement projects for speed, capacity, quality, cost reduction, capacity expansions.

For the moment assume that the factory/company decides correctly which product development projects should be pursued (for instance with the 6 technology questions, AND improvement projects are also selected correctly with proper application of T, I, OE and proper focus on the organization’s constraint.

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The Five Focusing Steps, the Green Curve and the Red Curve. Part 1

03 January 2016, Oded Cohen

1-photo for Five Focusing Steps_ENG_Oded_FIN_03 Jan 2016

This graph with the green and red curve belongs to the core of TOC. It is embedded in the logo of TOCPA. It represents the motto of Ever Improve way of managing systems, it shows the point in which managing the constraint is critical for the future of the system, and more messages.

Recently, we have had discussions with some TOC practitioners that expressed some frustration about the progress of their implementations.  They claimed that while the first part of the TOC project produced outstanding results within a few months, the continuation of the growth was not as rapid and not as easy as they have expected it to be.

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