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10.09.2015 Professor Tony Bendell TOCICO Workshop Slides
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10.09.2015 Professor Tony Bendell TOCICO Workshop Slides
1.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Anti-Fragility & The Theory of Constraints TWO DAY WORKSHOP 10-11 September 2015 Tony Bendell, Services Limited and The An>-‐Fragility Academy http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
2.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk 3 Ques/ons you might ask 1. Why should I consider developing An>-‐Fragility within my organiza>on, what does that mean in prac>ce, and why is a focus on robust safeguards insufficient protec>on? 2. What is the rela>onship between An>-‐Fragility and the Theory of Constraints (TOC)? 3. How and where do I start applying this?
3.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Learning Objec/ves 1. To extend the Theory of Constraints model and the emphasis on the pursuit of efficiency & effec>veness, in order to enable delegates to transform organiza/onal design and management thinking and prac>ce within their organiza>ons taking account of the links between flow and fragility in their systems and organiza>ons. 2. To enable delegates to undertake an organiza>onal Stocktake of current fragili>es within their organiza>ons, and iden>fy immediate areas for aCen/on. 3. To enable each delegate to develop an Ac/on Plan to transform their organiza>on from fragile or robust to An>-‐Fragile. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
4.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Book may be ordered at: www.gowerpublishing.com/isbn/9781472413888 35% discount code G13iCO35 Or for signed or dedicated copies go to: h^p://www.thean>-‐fragilityacademy.com/#!book/c1enr http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
5.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Programme Day 1 am: Introduc>on to An>-‐Fragility Answering Ques>on 1 pm: Guest Speaker(s) http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
6.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Programme Day 2 am: Answering Ques>on 2 -‐ Extending TOC Answering Ques>on 3 -‐ Organisa>onal stocktake pm: Building Your Personal Ac>on Plan Review & Close http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
7.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Day 1 am • Introduc>on to An>-‐Fragility • Answering Ques>on 1: Why should I consider developing An4-‐Fragility within my organiza4on, what does that mean in prac4ce, and why is a focus on robust safeguards insufficient protec4on? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
8.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Anti-Fragility (Nassim Taleb) • Fragile refers to systems and organisa>ons that can be easily damaged by changes or shocks in the external or internal environment. • Robust refers to systems and organisa>ons that are able to withstand such adverse condi>ons up to a limit. • An0-‐Fragile refers to systems and organisa>ons that, like biological systems, are more than just robust and within limits actually improve their resilience through being stressed. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
9.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are you anti-fragile? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
10.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. People are fragile http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
11.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. People are fragile & anti-fragile ………but sometimes only robust http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
12.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
13.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
14.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
15.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
16.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
17.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
18.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are natural systems Fragile, Robust or An/-‐ Fragile? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
19.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are natural systems Fragile, Robust or An/-‐ Fragile? E.G. a Meadow, a Person, a Community of Bees http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
20.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are natural systems Fragile, Robust or An/-‐ Fragile? E.G. a Meadow, a Person, a Community of Bees • Incorporate aspects of all 3 http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
21.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are natural systems Fragile, Robust or An/-‐ Fragile? E.G. a Meadow, a Person, a Community of Bees • Incorporate aspects of all 3 • Simultaneously, even in the ‘same’ aspect/dimension http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
22.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are natural systems Fragile, Robust or An>-‐ Fragile? Are manmade systems Fragile, Robust or An/-‐ Fragile? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
23.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Are manmade systems Fragile, Robust or An/-‐ Fragile? • Fragile & Robust, possibly simultaneously in ‘same-‐ish’ dimensions • But un>l now not focused on An>-‐Fragility http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
24.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. What about Organisa/ons? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
25.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. What about Human Organisa/ons? • Have characteris>cs of both manmade & natural systems http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
26.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Nature Got There First • Natural systems have An>-‐Fragile features • Un>l now, we have only focused on making human systems Robust. • But now we know beCer! http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
27.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Fragility of Human Organisa/ons
28.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Is it GeRng Worse? • Professor Richard Foster from Yale University states that the average lifespan of a company listed in the Standard and Poor’s 500 index (S&P) of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today. • Foster es>mated that by 2020, more than three-‐quarters of the S&P 500 will be companies ‘that we have not heard of yet’. • There is no proof that age makes a company any more profitable than younger companies; If the S&P 500 were made up of only the companies that were part of the index in 1957, overall performance would be some 20 per cent worse. • The immediate causes of failure are numerous; changing markets, simple insolvency, corporate crime, inability to adapt. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Fragility of Human Organisa/ons
29.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. • Organisa>onal failures are now commonplace, including those of iconic firms • Conven>onal management and management systems have proved inadequate to protect both private and public sector organisa>ons from catastrophic incidents, adverse publicity and failure • Fragility associated with: Ø Vola>le Environment Ø Weaknesses in Systems & Processes Ø Weaknesses in Behaviours & Management Ø Rush to Efficiency Organisational Failures – The Failure of Management & Management Systems http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
30.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
31.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. The Problem of Risk Management • Numerous repeated and well publicised failures of Risk Analysis and Management – Inherent Flaw in the Approach: Much of Risk Analysis and Management as we know it today is part of the problem, not of the solu4on • Reac/ve Approach – Uncertainty & Risks will occur; we need to predict & reduce/contain it. – We have to be able to conceive the risk. • Ignores aspects of the internal and external condi>ons in the system, including its complexity and loading, & assumes stability. • Assumes full /mely informa/on, cri/cal awareness & senior management aCen/on • Assumes no “Black Swans” http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
32.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Enterprise Risk Management – A New Business School Discipline – Great Poten>al, But… – In its infancy – Not Being Used, Not Being Used Well – Educa>on & Governance Issues – Risk silos http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
33.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. The Desire for Robust Systems Ø Whilst they exist to protect people, organisa>ons and communi>es, human systems are naturally fragile. Ø They fail individual people & stakeholders, and some>mes they fail systema>cally & some>mes drama>cally. Ø Weaknesses are caused by people, by processes and by environment excess. Ø We try to make such systems robust, but how can we establish that they are robust enough since a robust system just waits for something more powerful than it to overcome it? Like the Thames Barrier the robust is always wai>ng for a wave that is bigger than it, that will destroy it. Ø Robustness may imply Rigidity http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
34.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. The Problems with Robustness http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
35.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Problems with Robustness
36.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. There is no prac/cal level of robustness that is `Strong enough` http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Problems with Robustness
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Robust systems don’t themselves get beCer There is no prac/cal level of robustness that is `Strong enough` http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Problems with Robustness
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Forensic Accounting, Fraud & Mismanagement • Forensic Accoun>ng is a Safeguard, But.. • Can be a bit late.. • The Whole Governance Issue – Shortcomings of Current Prac>ce – Arguable; Different Perspec>ves on Risk & ‘Skin in the Game’ – Board Responsibility, Understanding, Educa>on, Knowledge & Access to Informa>on • The Tip of the Iceberg? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Where Fragility Exists • At all Levels/Layers… – Strategy & Governance – Opera>ons, Processes & Supply Chain – People & Culture – Informa>on & Technology – Markets, Products & Services • Global & Local Fragility/Macro & Micro http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Some Sources of Anti-Fragility • Learning • Awareness of environment & internal condi>ons • Informa>on systems • The ability to take decisions & act • Flexibility & Agility • Good decision making • Shared & spread risk • An>-‐Fragility (or not) is defined by the Organisa/onal Strategy, Structure and Systems, its People, Rela/onships and its Culture. We can then Build An>-‐Fragility (or not) into our products & services, use of informa>on and technology base. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. • Safeguarding Systems – All organisa>onal and system informa>on gathering and feedback loops, that poten>ally use current performance as the basis for control and/or change, represent An/-‐Fragility Features. • Strategy Review; Risk Management; Budgetary Control; Internal & External Audit; Quality Control; Quality Assurance; Developmental and Evalua>ve Performance Appraisals; HSE Assurance; Con>nuous Improvement, Kaizan, Six Sigma, Lean Improvement, Agile Deployment, & Organisa>onal Assessment against the EFQM or Baldrige Excellence Models. An/-‐Fragility Features of Organisa/ons and Systems http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. • A key part of the An>-‐Fragile mechanism in all these cases is the human role. • Risk Management is an An/-‐Fragility Feature of our organisa>ons and systems. But, this An>-‐Fragility Feature, is itself oVen implemented in a Fragile way. (Second Level Fragility) • Lack of a holis4c approach to Fragility Minimisa0on and Management in current prac4ce in organisa4onal or system design and opera4on. Anti-Fragility Features of Organisations and Systems http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. But the limitations are in how these Safeguarding Systems are implemented – Owen designed for Robustness, not An>-‐Fragility – Incomplete informa>on flow – Assume some stability & no “Black Swans” – OVen delegated to middle management, formalised and standardised, so in danger of becoming compliance-‐driven rituals, with incomplete informa>on; with most importance being given to the integrity of the paper trail for audi>ng purposes, & inadequate senior management a^en>on. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Is an An/-‐Fragile Organisa/on possible? • High Reliability Organisa>ons (HROs) • Japanese Shinise – more than 20,000 companies in Japan that are more than 100 years old – a handful that are more than 1,000 years old – small, mostly family-‐run – focus on a central belief or credo that is not solely >ed to making profit – focus primarily on the Japanese market – avoide the mergers and acquisi>ons http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. A Basic Fragility Test for Your Organisation (Score out of 100; (0-10 :10=maximum optimisation) • How good is our current Approach? (0-‐10) • Do we include deliberate Diversity of Approach and Deployment? (0-‐10) • How Aware are we of our Environment? (0-‐10) • Do we Learn? (0-‐10) • Do we Implement what we Learn? (0-‐10) • Do we Learn fast? (0-‐10) • Do we have the Infrastructure to Learn? (0-‐10) • Do we Evolve? (0-‐10) • Do we have the Infrastructure to Evolve? (0-‐10) • How Op>mised are Our Processes? (0=highly op>mised) http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Ten Ways An Organisation Can Become More Anti-Fragile 1. Don’t think you are there; Realise that Never Completely get there/never completely not there. 2. Be aware, scan the external & internal environment, risks, scenarios & possible black swans. 3. Be joined up & nimble, keep learning, apply. 4. Avoid rigidity, ultra efficiency & relying on robustness. 5. Don’t automate, engage. 6. Reduce the fragility of an>-‐fragile systems. 7. Use diversity. 8. Apply precau>onary principles. 9. Fail owen & small. 10. Stress test. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Where Can We Start? • How ideal is your world? • The Board. • Execu>ve management. • Opera>ons management. • Supply chain. • Front line. • Risk • The Quality Department-‐ organisa>onal quality/TQM/excellence http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Getting Started • Take stock. • Further develop the vision & business case. • Plan & Manage Change. • Help develop the influencers. • Constant review. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Anti-Fragility as an Holistic Theory of the Firm • No single current Business School Discipline unifies our view of the Organisa/on • Also tells us that a naive focus on Op/mising Efficiency, or even Effec/veness, is Wrong • Unifies and provides both structure around, and safeguards in applying, change, improvement & quality approaches such as Lean, Six Sigma, EFQM Excellence Model, Benchmarking, QA etc. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. © The An>-‐Fragility Academy 50 Efficiency Fragility Robustness An/-‐Fragility Process Throughput rate, OEE No. Of breakdowns, lost >me Up>me Rate of decline in no. of breakdowns & lost >me People U>lisa>on, output per head Absenteeism, turnover A^endance, reten>on Rate of decline in absenteeism, turnover Technology U>lisa>on, Output Failure rate, non availability Availability Rate of decline in Failure rate & non availability Informa>on Timely, reliable, accurate. Delay, inaccuracy. Timely, reliable, accurate. Rate of decline in Delay, & inaccuracy. Supply Chain Throughput rate, OEE. No. of breakdowns in supply, unsa>sfied demand. Con>nua>on of supply. Rate of decline in number of breakdowns in supply, & unsa>sfied demand. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Stress or Time in Denominator of Rate of Decline? • Using >me enables us to establish easy to measure metrics, which can be used to monitor the an>-‐fragility of the organisa>on • Like “nega>ve velocity” • Stress may also be useful in specific “red flag” condi>ons. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Anti-Fragility & the Theory Of Constraints • TOC op>mises system throughput • Op>mised throughput… … stresses the system & may cause fragility • Opportunity to extend the TOC Model to incorporate An>-‐Fragility
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Tony Bendell, Services Limited and The An>-‐Fragility Academy England `Every day organisa>ons fail, unnecessarily, with massive financial and human cost. We need to change. An>-‐Fragility is the most important poten>al breakthrough in business thinking in my career. It provides a language and unifica>on for all of the improvement and produc>vity methodologies I have been assis>ng companies with for over 20 years. It makes us realise that our current op>misa>on criteria are wrong and efficiency, and even effec>veness, are not such a good idea. It unifies our business model, giving a new coherence to the disjoint func>onal specialisms in our business schools. Go out and tell people, they need to know what you know .. and soon.` http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Exercise -‐ Ques/on 1: • Why should I consider developing An4-‐ Fragility within my organiza4on? • What does that mean in prac4ce?, and • Why is a focus on robust safeguards insufficient protec4on? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Ten Ways An Organisation Can Become More Anti-Fragile 1. Don’t think you are there; Realise that Never Completely get there/never completely not there. 2. Be aware, scan the external & internal environment, risks, scenarios & possible black swans. 3. Be joined up & nimble, keep learning, apply. 4. Avoid rigidity, ultra efficiency & relying on robustness. 5. Don’t automate, engage. 6. Reduce the fragility of an>-‐fragile systems. 7. Use diversity. 8. Apply precau>onary principles. 9. Fail owen & small. 10. Stress test. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Issues with Developing An>-‐Fragility within an Organisa>on • Understanding objec>vely the current state, complacency & lack of awareness • Overreliance on Human Role & Lack of Systema>c Processes for An>-‐Fragility • Paradigm issues with pursuing ultra efficiency & relying on robustness • Paradigm issues in using diversity within the organisa>on, pursuing precau>onary principles, & encouraging broad stress tes>ng & failure • Paradigm issues in challenging current governance, vested interests • Danger of introducing Second Order Fragility http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Issues with Developing An>-‐Fragility within an Organisa>on • GeRng Started • S>cking to it http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Where Can We Start? • How ideal is your world? • The Board. • Execu>ve management. • Opera>ons management. • Supply chain. • Front line. • Risk • The Quality Department-‐ organisa>onal quality/TQM/excellence http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Ten Common Pi`alls of Fragile Organisa/ons 1. Not knowing that they are fragile. 2. Not being joined up. 3. Knowing, not doing 4. Doing Risk Management incorrectly. 5. Too much emphasis on money and short-‐termism. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Ten Common Pi`alls of Fragile Organisa/ons 6. Bureaucracy and emphasis on control. 7. Badly managing change. 8. Weak processes or an emphasis on ini>a>ves. 9. Non-‐transparent decision making. 10. Naive offshoring and ignoring customers. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Has Management of Constraints added to Fragility? • Managing constraints can reduce process fragility • But TOC op>mises system throughput • Op>mised throughput… … stresses the system & may cause fragility • Opportunity to extend the TOC Model to incorporate An>-‐ Fragility
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Exercise • Which, if any, of the 10 Common Pi{alls of Fragile Organisa>ons Apply to Our Organisa>ons? • How Can We Get Around/Manage These? • Where & How Should We Start to Apply An>-‐Fragility? • How Does this Impact on Management of Constraints? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Getting Started • Take stock. • Further develop the vision & business case. • Plan & Manage Change. • Help develop the influencers. • Constant review. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 64 Change includes: • Developmental: correc>ng exis>ng aspects of an organisa>on • Transi4onal: to achieve a known desired state that is different from the exis>ng one: • unfreezing • moving and • refreezing • Transforma4onal: radical, may result in a different organisa>on http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 65 Resistance to Change • Fear: • Personal standing • Loss of job • Increases in workload • Change is being ‘imposed:’ • Not chosen • Lack of faith in those making the change: • Limited respect • Something has been overlooked: • Own insight or area of exper>se • Habit: • ‘we have always done it this way’ • Economic implica>ons: • Pay and condi>ons of service http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 66 An Approach for Managing Change -‐ Force Field Analysis • Based on the concept of ‘forces’ • driving forces • restraining forces • Three fundamentals • Increasing driving forces can result in an increase in restraining forces • Reducing resis>ng forces is preferable • Group norms are an important force http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. D R I V I N G F O R C E S R E S I S T I N G F O R C E S MANAGERIAL PRESSURE NEW PEOPLE NEW TECHNOLOGY FEAR COMPLACENCY ESTABLISHED WORK PATTERNS SKILLS DEFICIT V29 67 COMPETITION http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk CURRENT STATE DESIRED STATE
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. DISPOSITION RESPONSE TO CHANGE Commitment Want change to happen, will work to this goal, create whatever structures, systems and frameworks Enrolment Want change to happen, will devote time & energy within given frameworks. Genuine compliance See virtue in what is proposed, do what is asked of them, act within the letter of the framework Formal compliance Can describe the benefits of what is proposed and not hostile to them. Do what they are asked but no more Grudging compliance Do not accept benefits, do not go along with it, voice opposition, hope for failure Non-compliance Do not accept benefits, have nothing to lose by opposing the proposition, will not do what is asked of them Apathy Neither in support nor in opposition, just serving time. V29 68 http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. CURRENT STATE DESIRED STATE 1. Creating a sense of urgency 2. Put together a guiding team 3. Create vision and strategy 4. Communicate the changing vision 5. Empowerment 6. Short-term ‘wins’ 7.Consolidation V29 69 8. Culture http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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Conference © 2015 TOCICO. All Rights Reserved. 70 Kotter’s Recipe for Successfully Managing Change § Establish a sense of urgency: changes necessitate motivation § Create a guiding team: forming a powerful group of enthusiasts § Create vision and strategy: create a vision that will help to direct and guide the change § Communicate for buy-in: use every medium and vehicle possible to constantly communicate the new vision and strategies § Empower people: removing the obstacles, appropriate support and resources http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 71 Kotter’s Recipe for Successfully Managing Change § Short-term wins: creating short-term organisational and personal wins § Consolidating achievements: build momentum through consolidating gains § Implant the new approaches into the organisational culture: unless part of culture long-lasting results may not be achieved http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 72 Exercise: Successfully Managing Change Towards Anti-Fragility § How will you manage change towards Anti-Fragility, what are the challenges for you? Use a SWOT analysis to help § Identify the Driving and Resisting forces to change for Anti-Fragility and construct a Force Field Analysis § What responses to change do you expect and who is crucial to managing change for Anti-Fragility? § What strategies will you use to overcome resisting forces and people? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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Conference © 2015 TOCICO. All Rights Reserved. Day 1 pm Guest Speaker(s) http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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Conference © 2015 TOCICO. All Rights Reserved. Day 2 am (& pm) • Answering Ques>on 2 -‐ Extending TOC What is the rela4onship between An4-‐Fragility and the Theory of Constraints (TOC)? • Answering Ques>on 3 -‐ Organisa>onal stocktake How and where do I start applying this? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 75 Theory of Constraints • All systems have constraints that constrain/control flow • In a process there are only a few capacity constraint resources • We put buffers in front of these to keep them working • Types of constraints -‐ physical -‐ policy -‐ paradigm
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 76 -23- ‘BUFFER MANAGEMENT – CARDIFF & VALE NHS TRUST Split the patients journey to discharge into 3 zones: green, amber, red Actively manage patients in the amber buffer zone. Patients n the Red buffer zone to be ‘expedited’ (advance) through their journey to prevent breaching into Black buffer zone Green Amber Red Black
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 77 CARDIFF & VALE NHS TRUST Buffer Mee>ngs • Weekly mul>disciplinary ward mee>ng • Top 5 delayed pa>ents or pa>ents who are predica>vely delayed – project plan/escalate • Monthly mee>ng to address system constraints • Monthly health community execu>ve mee>ng – commissioning & policy issues & top pa>ents to test new ideas/ways of working
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 78 An underlying premise of TOC is that organiza/ons can be measured and controlled by varia/ons on three measures: THROUGHPUT -‐ The rate at which the system generates money through fulfilling customer requirements INVENTORY -‐ Everything that the system invests in that it intends to use to fulfil customer requirements OPERATING EXPENSE -‐ All the money the system spends in turning inventory into throughput
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Managing Constraints Allows Us to Increase Throughput BUT, are these: • The Wrong Set of Constraints?, or • The Wrong Way of Looking At Them? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Managing Constraints Allows Us to Increase Throughput BUT, are these: • The Wrong Set of Constraints?, or • The Wrong Way of Looking At Them? IS TOC TOO ONE DIMENSIONAL? http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Has Management of Constraints added to Fragility? • Managing constraints can reduce process fragility • But TOC op>mises system throughput • Op>mised throughput… … stresses the system & may cause fragility • Opportunity to extend the TOC Model to incorporate An>-‐ Fragility
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 83 Spreading troops means high inventory. Closely packed troops means lower inventory. INPUTS JOBS COMPLETED Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 84 Put the slowest soldiers at the front and the strongest ones in the rear. In other words, restructure operations so that the most loaded operations (the primary capacity constraints) are at the first operations and have the operations with large excess capacity downstream 1 Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 85 Put a drummer at the front to set the pace Have the sergeants constantly urge the soldiers to close any gaps e.g. in manufacturing, the sergeant is the expeditor and the drummer is the computerised material management system. 2 Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 86 Policy & Paradigm Constraints Typically the drum beats according to unrealis>c assump>ons…. Like: • Fixed, constant batch sizes • Predetermined lead >mes • Infinite capacity http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Classical TOC
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 87 3 Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 88 Synchronized Opera/ons Assembly Lines and Kanbans Predetermined inventory buffers (limited by space, number of cards etc.) regulate the rate of processing for opera>ons and Kanban systems. The instruc>on given to the worker is “Stop working when the buffer is filled!” The work is synchronized, inventory is low… but any significant disrup>on will cause the en>re system to stop http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Classical TOC
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 89 The drum is held by the excess capacity of the gating operations (strong soldier in front) RESULT: § Inventory is high § Current throughput is protected § Future throughput is in danger § MUDA! Inputs Jobs completed Just-‐in-‐Case System (Tradi/onal) http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 90 The drum is held by customer demand RESULT: § Inventory is low § Current throughput is in danger § Future throughput is increased § FRAGILE! Inputs Jobs completed Just-‐in-‐Time System (Lean) http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
91.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 91 § To prevent spreading, tie weakest soldier to the front row § To protect overall pace, provide some slack in the rope (time buffer) § Note that only one soldier is tied to front row Drum-‐Buffer-‐Rope 4 Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
92.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 92 A Rope tying the Gating operation to the Buffer Inputs Jobs completed Synchronised Opera/ons/ Drum-‐Buffer-‐Rope Major Capacity Constraint Time buffer Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk 4
93.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 93 Time buffer The Capacity Constraint Resource should dictate the schedule based on demand and its own potential The schedule for succeeding operations should be derived accordingly The schedule of preceding operations should support the time buffer and thus be derived backwards in time from the C.C.R. schedule rope FINAL OPERATION (assembly) Devising a DBR System for Synchronized Operations Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
94.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 94 Assuring High Due-Date Performance § All other operation schedules must support the final operation schedule § To avoid harm due to disruptions, they should support a time buffer in front of any final operation (assembly) that is based on a CCR operation § Inventory is low, but nevertheless any disruption that can be overcome within the buffer time will not affect the throughput of the plant rope rope rope Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
95.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 95 In any process there are few capacity constraint resources CUSTOMERS FINAL OPERATIONS (ASSEMBLY) OPERATIONS Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
96.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 96 • Iden/fy the constraint of the system • Exploit the constraint • Subordinate everything else to the above decisions • Elevate the constraint • Prevent iner/a, go back to the first step • Do not focus your people, 4me and money on a NON-‐CONSTRAINT opera4on within the process. It will only increase WIP prior to the constraint and it will not improve the cost effec4veness of the process, in fact it will achieve the opposite Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
97.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 97 • The view of the organisa/on as a series of dependent links – a chain • Only strengthening the weakest link improves the whole • Most improvements, in most links, has no effect on the whole • The chain starts in the supply base and ends with the customer • Global management is different to the sum of the local management Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
98.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 98 Iden/fy the Constraint • What is controlling the flow? – What is the rate limi>ng factor? • Informa>on? Resource? Skill? Demand? • If external, select an internal control point Classical TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
99.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Extending TOC http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk We don’t want them to spread, but the faster a weak soldier goes, the more likely he is to fall over & the harder is coordina>on..
100.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk 1 Low Throughput & Low Fragility But may not meet demand, so meta system fails.
101.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk 2 Increased Fragility due to increased features & Complexity • Process failure (job not delivered) & • System failure (systema/c e.g. system stops) Put a drummer at the front to set the pace Have the sergeants constantly urge the soldiers to close any gaps.
102.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 102 3 http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Assembly line & Kanban Fragile • Low inventory implies process fragility • Loaded system implies system fragility
103.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 103 A Rope tying the Gating operation to the Buffer Inputs Jobs completed Synchronised Opera/ons/ Drum-‐Buffer-‐Rope Major Capacity Constraint Time buffer http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk 4 Less fragile than Assembly line & Kanban, but s/ll fragile due to Loading & low inventory.
104.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The TOC Model
105.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model
106.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model EXAMPLES?
107.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk Managing Buffers in TOC to Feed BoClenecks & Increase Flow Buffer Stocks
108.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints Increases Loading The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk BUT….. Buffer Stocks
109.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model Buffer Stocks Increases Loading
110.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model Buffer Stocks Increases Loading EXAMPLES?
111.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model BoClenecks may protect the system from failure & degrada/on: A bo;leneck has a purpose
112.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. Capacity Constraints • Volume Constraints Bo^lenecks Constrain Flow & Throughput System Failure&/or Degrada>on • Time Constraints The TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk The Extended TOC Model BoClenecks may protect the system from failure & degrada/on: A bo;leneck has a purpose EXAMPLES?
113.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 113 • Iden/fy the constraint of the system – Now, NOT just in rela/on to Flow, but also Fragility • Exploit the constraint – Management of Constraints is now seen as Two Dimensional • Subordinate everything else to the above decisions • Elevate the constraint – Now, NOT just in rela/on to Flow, but also Fragility • Prevent iner/a, go back to the first step • Do not focus your people, 4me and money on a NON-‐CONSTRAINT opera4on within the process AND do not ignore Fragility in considering constraints. Extended TOC Model http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
114.
2015 TOCICO International
Conference © 2015 TOCICO. All Rights Reserved. 114 • What are the possible implica>ons and unintended consequences of the applica>on of the Theory of Constraints within an organiza>on? • What changes/ addi>ons need to be made in applying TOC within an organisa>on bearing in mind fragility? • How can we do this in prac>ce? EXERCISE http://www.theanti-fragilityacademy.com/ http://servicesltd.co.uk/ tony@servicesltd.co.uk tony@theanti-fragilityacademy.co.uk
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