TOC Courses

 

Theory of Constraints Overview

• Why constraints and why they exist – examples.
• System goals with respect to the definition of the constraint.
    o Definition of the system.
    o Internal versus external constraints.
    o Physical vs. non-physical constraints.
    • The focusing steps of TOC.
    • Applications of TOC.
      o Non-physical constraints – thinking process tools:
        - A cause – effect system description - the Current Reality Tree.
        - Description and resolution of conflicting requirements - the Evaporating Cloud.
        - Estimating the future – the Future Reality Tree.
          o Physical constraints:
            - Project management and Make-to-Order - Critical Chain.
            - Operations management – Drum-Buffer-Rope.
           

          Theory of Constraints Applied in Change Management – Internal Sale within a Firm

          • What is considered an internal sale.
          • Search for the common problem shared among all involved parties.
          • Finding the solution to the common problem.
          • Showing the benefits (and side effects) of the solution.
          • Eliminating the side effects.
          • How to create an implementation plan.
           

          Theory of Constraints Applied in Conflict Management

          • How to balance power.
          • Different types of conflict and basic factors that cause conflicts.
          • Emotional and rational aspect of conflict.
          • Clear formulation of requirements and needs of the opposing parties - TOC conflict cloud (i.e. the Evaporating Cloud).
          • Presenting the conflict, recognizing deadlocks and finding a way out.
          • Win-win approach to conflict solving - TOC solution.
           

          Theory of Constraints Applied in Project Management and Make-to-Order Production

          • What falls under project management and make-to-order production (as compared to higher volume production).
          • Single project planning and execution – critical chain.
          • Planning and execution of projects and orders running in parallel.
          • Planning and execution of strategic (breakthrough) projects.
          • Teamwork on projects.
          • Overview of project management software.
           

          Theory of Constraints Applied in Operations Management and Supply Chain.

          • What falls under operations management (as compared to project management and make-to-order production).
          • Sources of uncertainty and dampening the uncertaity (buffers).
          • The Drum Buffer Rope (DBR) mechanism and its conditions.
          • Replanishment and supply chain according to TOC principles.
           

          Theory of Constraints Applied in Strategic Management

          • Factors for analysis of external and internal environment of a company.
          • Analysis of external and internal environment of a company – the Current Reality Tree.
          • Creating the strategy from the root causes of Current Reality Tree.
          • Strategic project planning - the Prerequisite Tree.
           

          TOC Thinking Process Tools

          • Conflict Cloud.
          • Current Reality Tree.
          • Prerequisite Tree.
          • Future Reality Tree
          • Transition Tree