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27th International Conference of the TOC Practitioners Alliance ‐ TOCPA www.tocpractice.com
August 16‐18, 2016 Johannesburg, South Africa
Lessons Learned after 10 years of selling and implementing CCPM
Jaco Laubscher, Realization / RuZults, South-Africa 17th – 18th August, 2016
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Jaco Laubscher Jaco is a Theory of Constraints1 Solutions Application Expert, currently involved with various projects in South and Southern Africa. He has been trained by Realization Inc. as a Critical Chain Implementation Expert. Jaco has a B.Eng Mechanical Engineering Degree from the University of Pretoria. Having spent 9 years in the Food and Beverage industry, dealing with large and complex multi-discipline projects, Jaco gained extensive experience in Process Engineering, Process Automation, Project Management, Contracting and Contract Management. For the past 10 years Jaco has actively implementing Critical Chain Project Management Systems across a number of industries, ranging from IT, Construction, Maintenance, Repair and Overhaul as
[email protected] well as new product development environments.
www.realization.co.za +27 83 306 7145
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Why? – 10 Years Ago
• • • •
Multi-project environment with shared resources Well defined estimation system - hours and cost Efficiency metrics – timesheets, recoveries Constant struggle with resource allocation to project
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Why? – 10 Years Ago • Find a “best-practice” for the company • TOC – CCPM • My life as “niche” consultant started
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Inconsistencies
Why do I expect people to “jump” at CCPM?
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Selling CCPM: Logic Is Not Enough
Early years: • Just have to explain it properly • Use some demo or simulation • Do a proof-of-concept At the moment: • Expose the pain, build the pain – un asked for help • Discuss the political risk • Explain impact on company culture • Be aware of the emotions of buying • Trust and the perception of being “needy” 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Implementing CCPM: Logic Is Not Enough
The logic: • Create a Buffer: To agree or to disagree • Pipelining: We all agree, as long as my elephant goes first • Execution: Red before yellow, yellow before green The issues: • Top-down command is required • Corporate culture of discipline is required • Workforce restructuring is often required • Plan your work, work your plan is required • Constant education and “catch-up” for people 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Implementing CCPM: You Are Not Helping!
• • • • •
“Do whatever it takes” – what does it mean? You touch it – you own it Everybody has the right to make their own mistakes It takes time and practice It requires regular adjustments, and is not a once off implementation. • CCPM evolves in each company to become something unique. It becomes part of the fabric of the company, but you have to allow it to grow.
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Enjoyable Projects • • • • • • • • • • •
DenelSaab – Aero structures – The use of templates. Premier Foods – The use of mind maps. AEL – Multiple divisions and distributed systems SALT – Projects that have to end when the sun goes down BHP Billiton – 1SAP – Projects within projects SABN – Big and small, short and tall. MHPSA – CCPM as the drum of DBR Babcock – True meaning of full-kitting Lonmin – Working together – one day at a time. EOH / Wonderware – The industrial automation network Centurion Systems – A collective learning company 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
