2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016

23rd International Conference of the TOC Practitioners Alliance - TOCPA www.tocpractice.com

21-22 March, 2016, Tennessee, USA

Fast TOC How to Implement CCPM & DBR In One-Third of the Time With Team Buy-In

Gerry Kendall & John Zahora, TOC International, USA March, 2016

Gerry Kendall / John Zahora • 22 years successfully implementing TOC worldwide after 25 year business career • Author of 5 TOC books; • Married to Jackie; • 5 Children & 7 Grandchildren, so far! [email protected]

• TOC, Lean, Six Sigma Expert; • Extensive experience implementing all TOC applications • 25+ years success with focused system improvement; • Lead singer in a Rock Band! [email protected] www.tocpractice.com

23rd International Conference of the TOC Practitioners Alliance - TOCPA

The Premise Assumption: We have enough application knowledge to last the next 20 years. The constraint of any TOC implementation is the speed: • To fully implement • To get top management and implementation team buyin • For the organization to absorb knowledge All of the above impacts the time needed to get bottom line results

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CCPM – Pre-work 1. Data Gathering: Prove the benefits, get ammunition for top management. 2. Top Management Buy-In: 4 hours, I use a combination of Vision (based on past results), Statistics (Exepron Simulators) and Multitasking Exercise. 3. CCPM Training: Maximum 1 Day. Don’t kill them with everything you know, just enough to get started. 4. Homework for top executive: • •

Set the Goal Statement in terms of T, I, OE, Project metrics Define the implementation team and free up 33% capacity for 8 weeks

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CCPM – Rapid S&T Overlapped Teams Working in Parallel Technical Team • Project Networks & templates

• Synchronization

• Resource Pools

• Schedule analysis / compression

• Software

• What if Analysis

• Buffering

• Software updates

• Software reporting

Organization Team • Fast Track Issue Resolution

• Daily Updating

• Full Kit

• Project Recovery

• Freeze

• Task time estimating

• Synchronization control

• Training & Audits

• Task assignment

• Resourcing of projects

• Single Priority System

• Long term resourcing

Full Rapid S&T Available – Request from [email protected] www.tocpractice.com


CCPM – Day 1 1. 4-8 Hours Network Building First Project: They are already implementing their first project on Day 1! 2. Activate the project in Exepron. 3. If the Project Manager is not on the implementation team, train them to do the daily updates and provide feedback (30 minutes). 4. Both the Technical and Organization Teams participate, since the first step of Network Building requires “Full Kit”, stakeholder goals, scope and tangible success criteria, impact on T, I, OE. See Advanced Multi-Project Management – Kendall & Austin www.tocpractice.com


CCPM – Day 2 → Go Live 1. Set ‘Go Live’ Date. 2. Technical Team does Technical Work – split and allocated to team members. If there are many projects, train more team members in Network Building 3. Organization Team does Organization Work – split policies between team members. 4. Reconvene joint meetings every few days to share and get feedback. 5. Full Go Live, with all projects and policies activated Maximum 2 months after kick-off. Implementation Team is engaged from the beginning. www.tocpractice.com


CCPM – Results 1. 1998 – My First CCPM Implementation – 8 months, half the time struggling with software. 2. 2009 - Many implementations later – 4 months, painful S&T, still struggling with software, batch updates, all technical work done by consultants for first 3 months. 3. 2016 – Live on Day 2 with one project, big learning curve starts on Day 2 and builds, Client does all the software work from Day 1 with no formal software training, Full Live within 2 months.

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CCPM – Results “Thanks for the great recap and what I believe has been a great growth and learning experience for the Project Team at Helion. Your commitment to our successful implementation is inspiring. Knowing the team, I am sure that they have all thanked you for bringing this new way of operating to us. However, let me thank you as well on behalf of all of us – you have most certainly exceeded our expectations.” Erik Nachbar, President, Helion Technologies February 2016

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DBR – Fast and Good

Whole Pain/Purpose $/ Base / Plan / Buy-In

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Parts Plan Plan/ Process/Metrics/ R&R’s

Whole Approval/ Scary Date/ Audit/ Improve


Whole Pain/Purpose $ Base - Go/ Team Buy-In / Plan Understand the Pain HELP !!

Whole

Parts Plan Plan/ Process/ Metrics/ R&R’s

Purpose $Base- Go

Approval/ Scary Date/ Audit/Improve Team Buy-In training/ Implementation Plan- review

• High Level DBR overview • T ; I ; OE The predicted impact if we implement DBR

• DBR training- simulator • relate to “our” system

• Review implementation plan • “block”, “adds” for us • Duration thoughts

• Rough outline high level current state flow/policies • how things flow , under what rules

Logic- Root Cause = DBR • Look at operation as a “system” • 1st time, global view

• Base understanding of DBR and “T” Acct. • scratch their heads on some • Understand what is driving issues decisions, now and future, might • stop hurtful “symptom” chasing hold off or change some decisions immediately Understand the Pain

Phone calls with ops leader; ½ day visit (maybe)

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• Gain understanding of DBR and “T” Acct. and how it applies to us. • Production Mgr’s; production Control; Floor leaders start to understand how the system will work and how certain policies are killing flow. They start thinking about T;I;OE measures and look very hard at: Batching rules; need for immediate lean mfg help THINGS START TO CHANGE

Team Buy-In/ Plan

Purpose/ go

1 Day with Staff

3 Days


Whole Pain/Purpose $/ Plan/ Buy-In

Current State/As-IS Current System

Future/To-Be Metrics/R&R’s / IT

Parts Plan Plan/Process / Metrics/R&R

Design Approval

Whole Approval/ Scary Date/ Audit / Improve

Design "Turn on"

Sustain Audits/ Improve

Clear roadmap for implementation Parts Plan Plan/Process / Metrics/R&R

1 Week

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1 Week

1 Week

1 Week

2 days


Whole Pain/Purpose $/ Plan/ Buy-In

Base Training


Whole

Parts Plan Plan/Process / Metrics/R&R


Design Approval

Approval/ Scary Date/ Audit / Improve

Design "Turn on"


FAST alignment: DBR Process Swim Lane

Very clear Roles and Responsibilities to sustain tobe system, who does what, when, in the DBR operating system. Many times the 1st time ever the “System” has been aligned. ( does it matter ?)

• Catch “holes “ in implementation (people, documentation, IT needs, ect.) • “Thinking” shifts even more • “How do I fit” ( that’s all I really care about) www.tocpractice.com


Whole Pain/Purpose $ Base - Go/ Team Buy-In / Plan

Base Training



Whole

Parts

Approval/ Scary Date/ Audit/Improve

Plan Plan/ Process/ Metrics/ R&R’s

Design Approval

Design "Turn on"


Step 1;2;3…. T + 30%; I- (25%); OE- (0) Go LIVE 4/26

• Design approved • Additional training • Metrics changed • Policies; R&R’s updated • IT / support working • Valium script filled

• Future state documented • Impact estimated • “Go Live” date agreed upon

Focused…Sustainable… Bottom Line impact Audit--Improve

Approval/ Date

3-4 Days

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3-6 weeks

2 days


DBR – Summary- so how long?

No piecemeal, NO false starts. Plan upfront, implement as planned---- go big or go home

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DBR – Typical Results

We all know, Question is why more companies aren’t taking this path to great results After a successful implementation, what next ? www.tocpractice.com


Celebrate with a good band….

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Questions

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2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016

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