Jelena Fedurko_ENG_17 TOCPA_Vilnius_15 May 2015

17th International Conference of the

TOC Practitioners Alliance - TOCPAwww.tocpractice.com 15 May 2015, Vilnius, Lithuania

How to make implementation

easy, quick and painless

Jelena FedurkoTOC Strategic Solutions, Estonia15 May 2015

17th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.comCopyright 2015 Jelena Fedurko & Oded Cohen

Jelena Fedurko is a Co-Founder and Co-President ofTOC Practitioners Alliance TOCPA and InternationalDirector of TOC Strategic Solutions.

Jelena has been involved in TOC since 1999. She is aTOC expert, trainer and consultant, and providesTOC implementation support in production, supplychain and project management. Jelena has workedin various countries all over the world, includingJapan, Poland, Germany, Switzerland, Turkey, Italy,Russia, Ukraine, India, China, Chile, Colombia,Mexico.

Jelena is the author of the books Behind the Cloud,Through Clouds to Solutions, Typical mistakes inworking with TOC Logical Tools. Together with OdedCohen Jelena has co-authored the book Theory ofConstraints Fundamentals. She has contributed to anumber of books on TOC, and has manypublications. Jelena is the translator and editor ofmany books on TOC.

[email protected]

www.tocpractice.com

Jelena Fedurko


Implementation curve

Honeymoon

Time

EnthusiasmMood

Emotions

Honeymoon Phase

High enthusiasm Looking forward to the

new experience

High energy

Differences to the home

culture are viewed as

exciting and intriguing

Self-confidence

High willingness to learn

and develop new thingsCrisis

Recovery

Independence

When we bring in a new way of operation



Honeymoon

Time

EnthusiasmMood

Emotions

Crisis Phase

after a few days or weeks

Feeling confused and insecure

Feeling lack of control

Frustrated by unforeseen

difficulties

Irritated about some of the

rules of the new culture

Feeling disappointed

Crisis

Recovery

Independence




Honeymoon

Time

EnthusiasmMood

Emotions Recovery Phase

Having worked out howto operate in a new

environment

Feeling more relaxed

Feeling more in control

Crisis

Recovery

Independence




Honeymoon

Time

EnthusiasmMood

Emotions

Independence Phase

Feeling of self-assurance and more

complete understanding.

Confident about handling

most or all situations.

Crisis

Recovery

Independence



What is the meaning of

easy, quick and painless?

Honeymoon

Time

EnthusiasmMood

Emotions

Crisis

Recovery

Independence

Pre-

ImplementationImplementation Roll-Out Completing Roll-Out and

Moving to Full Execution


Phases of

an Implementation Project

Honeymoon

Time

EnthusiasmMood

Emotions

Crisis

Recovery

Independence

Pre- Implementation:

Content and logic of what

will be implemented

Determining the list of

procedures

Developing the

Implementation plan

Internal training

Implementation Roll-Out:

Executing the implementation plan

Developing and implementing

procedures

Monitoring, analyzing and

adjusting procedures

Working a lot with people to get

their collaboration

Completing Roll-Out and

Moving to Full Execution:

Finalizing and formalizing

procedures and documentation

Ensuring adherence to the

procedures throughout the

involved department

Ensuring top management

involvement on routine basis


Importance of

the Pre-Implementation Phase

Determining and agreeing on the EXACT SCOPE of the implementation

Preparations determining procedures

Building the implementation plan

Getting formalized approval of the scope and duration of the project by the Top Management

Internal training knowledge transfer to the internal implementation team


Pre-Implementation:

Preparation

The better the preparation is done in Pre-Implementation the

easier and smoother the Implementation Phase.

Expressing the content of the required change in the form of well-

defined TOC Injections


Pre-Implementation:

Preparation



Determining and agreeing on the exact scope of implementation

through meetings and discussions with relevant people:

In Production Production Director/Manager, Heads of major shops,

Head of Production Planning and Control, Procurement Manager,

Internal Logistics Managers (stores and material handling), relevant IT

specialists

In Distribution and Retail Purchasing Managers, Product Managers,

Central/Regional Warehouses Heads, Stores Managers, Logistics

Managers (warehousing and transport), relevant IT specialists

In Projects Projects Director, Development Director, Project

Management Office Director, Shared Resources Manager, Resource

Pool Manager, relevant IT specialists


Pre-Implementation:

Preparation



Ensuring that all relevant people will get

a clear vision of how the organization/department will be

operating in the on-going mode AFTER the implementation

through having clear understanding of the content, mechanics

and interaction of the solution injections

clear understanding of the content and proceedings of the

transition


The decision is made to implement the change

PRE-IMPLEMENTATION

Decision IMPLEMENTATION

ROLL-OUT FULL EXECUTION

Relevant people evaluate change and raise reservations/concerns/suggestions

The pre-decision stage

The post-decision stage

Idea

Common confusion between the

decision to implement and buy-in of the people who are assigned to implement

In the post-decision stage there is no room any more to persuade people

to implement. The decision to implement has been made by people who

are authorized by the company to make such decisions.


6 Layers of ResistanceLayer 1: Not agreeing on the problemLayer 2: Not agreeing on the direction of the solutionLayer 3: Not agreeing that the solution will bring the desired benefitsYes, butLayer 4: Fear of negative ramification Layer 5: Fear about how to implement the solution (obstacles)Layer 6: Unexplained fear (people say yes but do nothing)

Common confusion between the

decision to implement and buy-in of the people who are assigned to implement

PRE-IMPLEMENTATION

Decision IMPLEMENTATION

ROLL-OUT FULL EXECUTION

Not addressing the 6 Layers of Resistance in the post-decision stage leads to frustration and insecurity of people assigned to implement.

Addressing 6 Layers of Resistance 1. Reaching agreement on the problem. 2. Reaching agreement on the direction

of the solution 3. Reaching agreement that the change

will bring tangible benefits.

4. Reaching agreement that the change will not bring negative side effects.

5. Reaching agreement that the change is doable that all known obstacles can be removed.


Steps of the TOC process:1. Reaching agreement on the

problem.

2. Reaching agreement on the direction of the solution (the suggested change).

3. Reaching agreement that the change will bring tangible benefits.

4. Reaching agreement that the change will not bring negative side effects.

5. Reaching agreement that the change is doable that all known obstacles can be removed.

Showing that performance measurements are low; showing the Gap and demonstrating the cause-effect behind the existence of the UnDesirable Effects.

Presenting detailed knowledge of the Injections; indicating the there are standard procedures that will be adapted for the specific implementation area;

Showing how the injections bring the Desired Effects and high performance measurements for the area.

Recording reservations in Negative Branch Reservations (NBRs) and identifying injections to trim NBR.

Assisting in developing procedures and mini-implementation plans.

Relevant tools and knowledge:

Getting buy-in in the Pre-Implementation Stage


Steps of the TOC process:1. Reinforcing that the problem

was identified correctly.

2. Reinforcing that the direction of the solution has been chosen correctly (the suggested change).

3. Bringing evidence that the change brings tangible benefits.

4. Bringing evidence that the change is not bringing negative side effects

5. Reinforcing that the change is doable that all known obstacles can be removed.

Monitoring that UDEs are disappearing and the Gap is closing.

Monitoring that the injections bring the DEs and improve performance measurements of the area and that this is visible to all people in the system.

Regularly checking that the NBRs that were raised during the pre-implementation process are not appearing.

Monitoring the procedures and upgrading them based on the feedback from the system.

Relevant tools and knowledge:

Getting buy-in in the Implementation Stage


How to make

implementation easy,

quick and painless

Monitoring that UDEs are

disappearing and the Gap is

closing.

Monitoring that the

injections bring the DEs and

improve performance

measurements of the area

and that this is visible to all

people in the system.

HOW?

Buffer Management


Day 1 After 5 days After 14 days

BUFFER MANAGEMENT Make to Availability

The result of production planning and control to manage

Stock Buffers getting control in just 14 days

How to make


quick and painless

17th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com

MTA - Buffers and Planning(Example - arrivals only)

19

An example from Oded Cohens presentation at 17 TOCPA conference


BUFFER MANAGEMENT Make to Availability


Stock Buffers

Getting more and more control over the period of just 2.5 months

How to make


quick and painless


BUFFER MANAGEMENT Make to Order


Diagonal Production Buffer getting control in just 4 weeks

How to make


quick and painless

Day 1 After 2 weeks After 1 month

.

% of WO content completion

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THE ANSWER:

ENSURE THAT YOU ARE GETTING RESULTS!

Through:

Instituting correct measurements

DOING PLANNING TO ACHIEVE MEASUREMENTS

Building and daily circulating reports that allow to

get information for the new measurements

Ensuring authority to take corrective actions

TAKING CORRECTIVE ACTIONS

Knowing and adhering to new procedures

How to make


quick and painless?

Jelena Fedurko_ENG_17 TOCPA_Vilnius_15 May 2015

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