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Challenging the perception that a major improvement of a large and complex entity takes years. Demonstrating that if the improvement process is guided by the common-sense approach of TOC it only takes months, even weeks. |
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Proving that the newly realized speed of improvement generates immediate cash (and cost reduction more than any other realistic alternative. |
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Using the above realization to highlight that it provides a practical way to remove the conflict that so many companies are currently facing. The conflict of cutting back to immediately improve cash and profitability versus continuing to invest in ensuring the long term prosperity of the company. |
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How is it possible to improve at such remarkable speeds? The concepts were laid out by Henry Ford, and the entire foundation was created by the greatest practical visionary of industry – Taichi Ohno, the inventor of the Toyota Production System. An in-depth analysis of Ohno’s work reveals the answer – the straight forward, simple mechanisms that bring the desired improvements in astonishing speed. It is just common sense, but unfortunately common sense is not common. |
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Analyzing why the common sense approach of TOC has such a dramatic impact on the human aspect.
A typical letter from a Japanese user of TOC:
“Of course I am surprised and happy with the dramatic profit increase in such a short time. But far more important for me is people’s personal and professional growth. Widely spreading teamwork, motivation increasing across the company: I have always wanted our company to be like this!” |
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Companies invest a lot in their future. Still, the current crisis revealed that in spite of all those investments, most companies are exposed. Is it possible to immunize a company against unforeseeable shake-ups in the global economy? Yes, provided that the company addresses the more global picture. |
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An in depth analysis of the major movements in the global economy, putting into perspective the current crisis. |
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For many companies, the bad time started a long time ago. The reason is the shrinking life time of so many products (the time from introducing a new product until it is practically replaced by a better version). A clear explanation is provided of the intensified negative impact and the extent to which most companies are not effectively addressing it. |
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Ohno wrote: “All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line...”
Goldratt suggests that if we want to immunize our companies against the future, we must expand Ohno’s approach in both directions. We must use it beyond the customer (who pays the cash) all the way to the end consumer. And we must start much earlier in the process, we must extend Ohno’s approach to cover the process of getting the orders in the first place. |
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Using the base that has been built so far to illustrate, in detail, the natural, common-sense, extensions to cover both directions. |
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The bigger the company, the bigger the challenge to communicate clearly through the levels of command, from the CEO all the way to the worker. And the bigger is the challenge to synchronize between the different silos. |
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Providing the five questions that enable each company to prove to itself the extent to which its communication and synchronization must be improved. |
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The content of the previous two days is used to demonstrate the tool that dramatically improved communication and synchronization – the Strategy and Tactic logical tree. |
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Exposing the concept of Ever Flourishing Company - enjoying both rapid, continuous growth and remarkable stability irrespective of external market conditions. |
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Using the Strategy & Tactic tree to explain, in details, the practical way in which each type of company (production, project, distribution and retail based) can reach the desired state of being an Ever Flourishing Company. |
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How to start the change, the steps toward building a company wide consensus. |
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What you can expect from Goldratt Group. |
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“The Choice” — extending the Ever Flourishing concept to us, as individuals. |
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