     
Setting the Direction of Your Company
Improving the Performance of the Supply Chain
About this workshop
If your organization is not reaching maximum operating profits, then something is
blocking it from improving. These obstacles to improvement are called
CONSTRAINTS. By focusing on constraints as a total organizational issue
rather than a local (departmental) issue, you can drastically improve the
efficiency of your entire operation.
Using The Theory of Constraints The Goal Institute has carefully analyzed
company direction-setting practices, especially through marketing and sales.
Thousands of managers have seen examples, through Dr. Eli Goldratt’s
bestsellers The Goal and It’s Not Luck, of how to tackle management issues in
their department, in 3 straightforward steps:
• Knowing What to Change
• Knowing What Changes are Required
• Knowing How to Make the Changes Happen
The Theory of Constraints, which participants will be applying, is founded on the
premise that today’s market situation is characterized by fierce competition,
pressure on prices and global uncertainty. Overcoming your own operating
constraints demands unprecedented partnering with suppliers, customers and
employees. This seminar shows you how to overcome conflicts and constraints
that occur in everyday business, and how to achieve a lasting solution.
This course shows you how to overcome your most difficult strategic planning
challenges by teach you how to:
1. Identify Organizational Constraints
Analyze your decision-making processes with regard to identifying your
company’s constraints, product mix decisions, process improvement
efforts, measurements and the resulting bottom line impact of each
decision.
2. Systematically Remove Your Constraints
Resolve long-standing conflicts between levels and functions, gaining
complete buy-in.
3. Immunize the Future of Your Company
Deal effectively with the competition, both for the short-term and longterm.
4. Strengthen Your Organizational Vision
Resolve the conflicts between shareholders, the employees and the
customers, regardless of the uncertainties in market demand.
5. Innovate and Problem Solve
Amalgamate five powerful avenues of solution.
6. Accelerate Improvements
Effective approaches to accelerate your ongoing improvement process.
TOC Strategic Thinking Process
Ten-day Workshop
The premise of the Thinking Process Program is that there is a dire need to improve. Because improvement implies change, each key decision maker must address the following issues of change for his area of responsibility:
- What to change
- To what to change
- How to change
These issues manifest themselves into identification of the root problems, deriving good solutions, and constructing a practical implementation plan.
The Thinking Process Program integrates the solutions into a cohesive strategy that becomes the logical framework for the direction of the company in the future.
This means that he assumes the roles of tutor, mentor, consultant, and friend. A considerable amount of time is spent outside of the scheduled sessions to assist anyone having difficulty in applying logic to the issues of change. This can also include any time required in the customizing of the "school" solutions (drum-buffer-rope, distribution, scheduling, sales / marketing, etc.) to the various sites. This commitment applies during the "life" of the Thinking Process Program and to a lesser degree after the course is completed. We don’t stop caring once the scheduled sessions are concluded. There are a number of ways to continue the relationship on a win – win basis on a more intensive basis if need be.
Each participant will be required to spend a significant amount of time between the sessions constructing the logic relative to the issues of change. They will then be required to communicate this logic to the class. Opinion will get cut to shreds. Common sense logic will prevail, the net result being acceptance by the rest of the team because "it makes sense". Logically resolving the issues transitions the team from a confrontational aura to a collaborative, logical attack of the problem.
Each participant will learn how to think in a more powerful, methodological way. This learning can quickly be applied to his area of responsibility. The integration and commonality of this thinking will result in significantly increasing the competitive edge of his organization.
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