Using Theory of Constraints in Services


Published on

The Business901 Podcast Transcription features John Arthur Ricketts, a distinguished engineer at IBM Corporate Headquarters. As a consulting partner and technical executive, he has dealt with many services management issues, including those faced by clients in their own services businesses. His work in applied analytics led him to become a focal point on Theory of Constraints (TOC), and then to delve deeply into its potential for services management.

John is very informative with a practical approach to applying TOC to services. I believe anyone involved in continuous improvement field will benefit from this podcast.

Published in: Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Using Theory of Constraints in Services

  1. 1. Business901 Podcast Transcription Implementing Lean Marketing SystemsUsing the Theory of Constraints in Services Guest was Dr. John Ricketts, author of Reaching the Goal Related Podcast: Using the Theory of Constraints in Services Using the Theory of Constraints in Services Copyright Business901
  2. 2. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Dr. Ricketts is an IBM distinguished engineer. Formerly a consulting partner in IBM Global Services, John is currently a technical executive in the IBM CIO’s office, but will soon move to IBM Software Group. His prior experience includes manufacturing operations, business school professor, director of software engineering, executive consultant, director of professional development, and national service delivery executive.John’s doctorate is in Information Systems, Computer Science,and Behavioral Science. He has received awards for his researchand teaching from the Decision Sciences Institute and theAssociation to Advance Collegiate Schools of Business, as well asIBM.John is also a practitioner and innovator in thefield of Theory of Constraints. His book,Reaching the Goal: HowManagers Improve aServices Business Using Goldratt’s Theory ofConstraints, was published in 2008 by IBMPress. Reviewers on soon gave it afive-star rating. And Dr. Eli Goldratt, founder ofthe Theory of Constraints, said it’s one of thebest books ever written on TOC.John is also the author of “Theory of Constraints for Professional,Scientific, and Technical Services,” a chapter in the Theory ofConstraints Handbook published in 2010. Using the Theory of Constraints in Services Copyright Business901
  3. 3. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Thanks, everyone, for joining us. This is Joe Dager,the host of the Business901 podcast. Today, I have Dr. JohnRicketts, an IBM distinguished engineer, and former consultingpartner in IBM Global Services. John is currently a technicalexecutive in the IBM CIOs office, and wrote a chapter in therecent "TOC Handbook." John also authored the book "ReachingThe Goal: How Managers Improve a Services Business UsingGoldratts Theory of Constraints." John, Id like to welcome you,and could you give me a brief outline about your writing so far?Dr. John Ricketts: Good day, Joe. Thanks for having me ontoday. As you just indicated, the first really public publication thatI did on Theory of Constraints was my book, "Reaching TheGoal." Prior to that, though, I did a number of publications thatwere used internally at IBM, and we reached a point where wefelt like we had enough information that it was worth sharing withthe world, and thats what led to the book. Of course, wevecontinued to work in this area since then, and the chapter in theTOC Handbook -- thats the "Theory of ConstraintsHandbook" -- is one of the more recent manifestations ofadditional publishing work that were doing. In parallel with that,theres another chapter coming out in another book in a fieldcalled Services Science, which is our contribution to Theory ofConstraints in that domain.Joe: Is there a big difference between the chapter that youwrote and the book?John: Well, the core content is the same, but just due to thesize limitations, theres necessarily some difference. Theres alsoa difference in emphasis. What I mean by that is that the bookthat I wrote a couple years ago goes into a fair amount of detailon the problems that are faced by practitioners in theprofessional, scientific, and technical services sector, and thenhow traditional TOC applications dont really work as well in thatsector as they do in the industrial sector or the distribution sector Using the Theory of Constraints in Services Copyright Business901
  4. 4. Business901 Podcast TranscriptionImplementing Lean Marketing Systemswhere they originated. It tells the story of how we came tomodify those applications so that theyre still recognizable, buttheyre much more adapted and workable in this new servicessector.What the chapter in the TOC Handbook does is it talks a lot moreabout principles behind TOC, to help people understand theessence of why TOC is different from conventional wisdom. Sothere are less of the nuts and bolts of how to do it, and more ofan explanation of why it really matters.Joe: You made a great comparison chart in the book, where youhad TOC for goods and TOC for services in two separate columnsthere. There is really a difference, a big difference, which thatpage outlines on there, because to apply TOC theres a lot moreexternal work than internal work, is it not?John: That can be true. Im glad you picked that example,because that arena is where we actually started our serious workon TOC some years ago. What Im referring to is: for thosepeople who know what theory of constraints is about, theyllrecognize that Joe and I are talking about something called"replenishment" here. Replenishment is, in a nutshell... ...theTOC application for dealing with distribution and distribution ofgoods, predominantly. We attempted to use that in our servicesbusiness, and as you correctly perceived, Joe, we ran into theproblem almost immediately, because one of the fundamentalassumptions on how you do distribution in a goods environmentis: you have goods produced by a manufacturer, and then theygo into a distribution chain, which is, in a sense, kind of the flipside of a supply chain, when viewed from the providerperspective, and the goods move from there through a series ofdistributors and warehouses and ultimately wind up in retailestablishments where they can be purchased by consumers. Using the Theory of Constraints in Services Copyright Business901
  5. 5. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsThe notion of a one-way flow through that process is reallycentral to the replenishment solution, because, essentially, oncethe goods flow out to the retail location, they very rarely comeback. They dont flow the opposite way. As you correctlyperceived, Joe, in the services business and not just professional,scientific, and technical services, but in any servicesbusiness -- whatever youre using to provide the service doesntnecessarily get consumed in the course of delivering that service.Now, in the case of professional services, were talking aboutpeople like lawyers or accountants or consultants who getassigned to a customer engagement, deliver their service, andonce theyve completed that work, then they -- to use the lingothat we use in the services business -- they come back to thebench, which simply is slang for: they sit there waiting foranother assignment.In fact, they may not actually sit on a bench at all. There may beanother assignment waiting, in which case they go directly fromclient A to client B, but that doesnt invalidate the notion thatpeople return from whatever assignment theyve been given andthey need to be reassigned.Given that thats the way services work, we couldnt really applythe original replenishment application without some modification.One of the modifications has to do with how you manage thebuffer. In theory of constraints, a buffer is some spare capacitythat you have specifically to manage the availability of whateverresource it is youre trying to manage.In the case of professional services, when a customer signs acontract, what they dont want to hear from the service provideris, "Well be happy to start work on this in three months." Whatthey really want to hear is, "Well have somebody on a plane or atrain or in an automobile, and theyll be at your site on Monday,and well get this project going." Using the Theory of Constraints in Services Copyright Business901
  6. 6. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsWell, that means that the service provider typically has to havesome spare capacity to be able to deploy resources that quickly. Imean, its not practical to go out and hire somebody on less thana weeks notice, and get them trained and onboard and out at aclient site.So, its fairly natural in the professional services business to havea bench of some amount, and one of the struggles thatprofessional services organizations have perennially is: do theyhave too big a bench or too small a bench? As you saw in thebook, Joe, the two pulls in this classic struggle are: "Well, wewont have a bench at all, well just go find people when we sell anew engagement, and we hope that customers dont notice thedelayed start." At the other end of the spectrum, theres asituation where the provider has a huge bench, which is itself asignificant cost, because when people are on the bench theyrenot bringing in revenue for the provider.What we did with TOC in the replenishment solution is weimplemented a third solution that is at neither end of thatspectrum. It does use a bench, or a buffer, but it sizes it basedon the actual demand that the enterprise is experiencing. Itmakes the enterprise much more responsive to customers, whileat the same time reducing the size of the bench that theytypically have to have.Now, having said all that, one of the things that came to lightafter the book was published is that this problem of havingenough spare resources to satisfy a request for services ondemand is not really limited to professional, scientific, andtechnical services. It has equal applicability in some other arenaswhere theres inventory that you might think would make thatenterprise able to use the original TOC replenishment application,when in fact they cant. Using the Theory of Constraints in Services Copyright Business901
  7. 7. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: When you apply TOC to professional services, its still aboutmanaging the buffer, and you have to build a flexible buffer tohandle that. Correct?John: Anytime youre talking about a TOC application, youretalking about some form of buffer management. One of the thingsthat makes the buffer in this replenishment for servicesapplication different, however, is its explicitly a bidirectionalbuffer. And for that statement to make sense, let me explainwhat the traditional TOC buffer would look like in a replenishmentarena.Conventionally, the buffer, and you could think of this as aproduct sitting on a shelf in a warehouse. The buffer is expressedin the computer somewhere and its color coded based on thenumber of items sitting on the shelf. If the number of itemssitting on the shelf is so few that youre likely to sell out beforeyou can get another shipment from the manufacturer, then thebuffer level is said to be low or in the red zone. The typicalmanagement action would be to reach out to the manufacturer toexpedite delivery of more of that product so that you dont runout.If you have somewhat more inventory than what I just described,youve got enough that you probably wont run out but you cantreally be sure, theres still a little risk there, it would be said thatthat buffer is in the yellow zone. You would not take explicitaction there. You would simply watch it and if it strayed downinto the red zone, you would expedite. Otherwise, you just simplycontinue to monitor any buffer thats in the yellow zone.The third and final level in the conventional replenishmentapplication is the green level. Essentially, green means youve gotmore than enough product to handle the next few days worth ofsales, or few weeks worth of sales. Theres really no actionrequired. For most of the products that would exist in the Using the Theory of Constraints in Services Copyright Business901
  8. 8. Business901 Podcast TranscriptionImplementing Lean Marketing Systemswarehouse you would find that they would be in the green zone,some in the yellow zone and relatively few in the red zone.One of the important contributions that TOC makes is it focusesmanagement attention on those aspects that really require theirattention, i.e. the products with buffer levels down in the redzone.Whats unstated in that conventional view of a buffer is therereally is a downside to having too many instances of the productin the green zone. In other words, if for some reason themanufacturer shipped you twice as much as you had ordered andyou accepted that order and you had just mountains of thatproduct sitting in your warehouse and you had paid themanufacturer for that, that would be a situation where you reallyhad too much of a good thing because as you implement TOC, itdrives inventory levels down to help make the enterprise leanerand not tie up so much of its capital in unneeded inventory.So, I dont want to leave anybody with the idea that just becauseyoure in the green zone theres no problem. If you truly haveexcess inventory, its a problem. However, when we switch overto the services side of implementing replenishment, and Imgetting back now to what I was saying before about this being abidirectional buffer, the color coding in the buffer for a servicesbuffer in this arena is red, green, red, which means if you havetoo few people on the bench, you may sell an engagement thatyou cant staff and therefore, you have customer dissatisfactionbecause you have a delayed start.If you have just enough consultants on the bench ready to bedeployed or accountants or whatever the service providers coreskill is, if youve got enough of them, its in the green zone. But ifyou happen to be in, lets say a seasonal business, and youve gotmore resources coming back from engagements than beingdeployed onto engagements, or if youre in an era where the Using the Theory of Constraints in Services Copyright Business901
  9. 9. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsoverall economy is sliding into recession and youre not sellingwork quite at the same rate that you did before, here again, thenumber of people coming back for reassignment exceeds thenumber going out, and that can tip the buffer level into the redzone on the excess end of that scale.So what Im saying is that in TOC for services, we have anexplicit bidirectional buffer and you want either too few or toomany instances of whatever it is youre trying to manage in thebuffer. And, that really is, because its explicit, thats differentfrom the original incarnation of replenishment buffer for goods.Joe: I think thats a great explanation of it. You could even havefive sections. You could have red, yellow, green, yellow, red. Youcould look at where youre kind of in danger if you wanted toreally complicate things?John: Well you know, Im glad you brought that up because wetoyed with a five level buffer and we backed off that and stuckwith the red, green, red taxonomy because its sufficient. Whatwe found was that the five level taxonomy was more complicatedthan we really needed for it to be. One of the principals that yousee talked about in the chapter that I wrote for the TOCHandbook -- and a very endearing characteristic of Theory ofConstraints -- is we make things no more complicated than theyhave to be. Just enough to get the management decisions goingin the right direction. Thats what we did here with the three levelbuffer.Joe: It allows you visually to see it. How do you take the nextstep to do something good for your business out of thisvisualization?John: What we havent talked about yet is service delivery.Thats where there is a project manager or project executive andpeople with various skills being deployed out onto a project tohelp customers. Typically, theres another role that has affect Using the Theory of Constraints in Services Copyright Business901
  10. 10. Business901 Podcast TranscriptionImplementing Lean Marketing Systemshere and thats the resource manager. The resource managerbasically manages the resource and watches those buffer levels.When the buffer gets too low, they go out and hire more peopleor acquire people from subcontracting firms. When the buffergets too high, then they look hard for other places to deploythose resources or if its the case of subcontractors, then theymay release them back to their parent organization.But, theyre basically trying to... The analogy that I use in thebook is that its like driving down a winding road where youretrying to avoid running off the cliff into the chasm on one side orcrashing into the sheer rock face on the other side. So, theresource manager is watching these buffers and making sure thatthey have the right number of people available for engagementsas they come along. The resource manager then works with theproject manager to get those people onto the right tasks on theirprojects.Theres a separate TOC application for project management. Itgoes by the name of critical chain. Just as there was a differencebetween how replenishment works in a goods environment versushow replenishment works in a services environment, we alsofound that we needed to make some changes on how we wouldemploy critical chain.Joe: When you applied critical chain to that process, what didyou find out?John: Well, the conventional approach to critical chain projectmanagement works one project at a time in the sense that youuse it to solve some of the big project management problemsthat are endemic throughout our industry. The original criticalchain application on an individual project level worked OK for us.We couldnt find anything that needed to be changed or improvedthere to make it work for professional, scientific or technicalservices. That said, however, when you begin to scale up and you Using the Theory of Constraints in Services Copyright Business901
  11. 11. Business901 Podcast TranscriptionImplementing Lean Marketing Systemslook at how this applies across multiple projects, then we ran intosome difficulty. And let me just pause and say, when I saymultiple projects, IBM in its consulting business does about10,000 projects per year. Thats globally. Just in one part of ourconsulting business. So, Im not talking about a handful ofprojects here. Im not talking about a dozen or two. The problemthat we ran into was: how do you manage this when youve gothuge numbers of projects going on and likewise, huge numbers ofpeople?For our replenishment solution, we have hundreds of skill groups.So those buffers that I was describing earlier -- representingpeople on the bench or not -- apply to each one of thoseindividual skill groups. Where we have people that have multipleskills, then theyre assigned to a primary skill group, but we canalso see their secondary skills in other skill groups. If its the casethat were sold out on the people who have a particular skill astheir primary skill, the odds are pretty good that we can findsomebody in another skill group who has the skill that were shorton as, at least, a secondary skill.Thats good for the employees because it gives them diversity intheir experience. Its good for customers because we can beresponsive to their needs. Its also good for how we manageprojects, because it gives us flexibility in how we can assignpeople onto those projects.Now, in a conventional TOC-for-goods kind of application ofcritical chain, its being used in an environment where the activitythats being managed is fundamentally something like productdevelopment. Or it could be product maintenance. In fact, letstake the example of product maintenance, because its easy forpeople to visualize.If you can visualize an airplane depot, where the service beingprovided is aircraft maintenance, and they have a hangar that Using the Theory of Constraints in Services Copyright Business901
  12. 12. Business901 Podcast TranscriptionImplementing Lean Marketing Systemscan accommodate one airplane at a time, then you could view thework done on an individual airplane as being a project, meaningtheres a specific sequence of tasks that have to be undertaken tocomplete the service on that aircraft.Some of those steps might be accomplished outdoors, but assoon as you begin taking off cowlings and so forth, and youexpose the insides of the airplane to the weather, thats notsomething that you would want to do outside. Not only is it proneto dust and contaminants like that, its also prone to insectinfestation and birds and so forth, so theres a certain amount ofwork that really is best done inside the hangar.If that hangar accommodates one plane at a time, and eachplanes maintenance is an individual project, then themulti-project view of how all that works essentially looks like astair step when you lay out those projects, because as you movefrom plane A to plane B to C to D to E and so forth, youll be ableto see in the project plan the specific intervals of time when thoseparticular aircrafts will occupy the hangar and get that portion oftheir maintenance.That stair step pattern to multi-project critical chain is sort of aTOC classic way to handle multiple projects, and it makes a greatdeal of sense if you have a single constrained resource like I justdescribed. I just used the example of airplane hangar, but thesame example applies if youve got a person whos a key skill.In our business, for instance, where were delivering informationtechnology services, oftentimes our constrained resource is an ITarchitect, whos a very experienced, senior person who basicallyhas the overarching view of what needs to be accomplished in theproject, and everybody else needs to subordinate, or make surethat they dont waste any of the IT architects time, because thatperson is really key to the project. Using the Theory of Constraints in Services Copyright Business901
  13. 13. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsSo its conceivable that when we have multiple projects, youcould tie them together in a stair step fashion using the ITarchitect as the constrained resource. I say its conceivable. Inpractice, it turns out to be really difficult to do that, because ofthe dynamic nature of the projects that we provide. Not only dowe provide IT implementation services, but we also provideresearch services, and we also provide technical services: thingslike building data centers, or doing maintenance on equipment,and so forth.When you have projects that require a lot of diversity in theskills, its difficult to pick just one skill and say, "This is the skillaround which Im going to organize thousands of projects." Sothe solution that we came around to was not to use the stair steppattern, but instead to find a way to improve our flexibility sothat we could start projects on demand, or finish them ondemand, depending on which end of the project the customerwas really most focused on.To get that flexibility, what we had to do was marry thereplenishment solution that I described earlier with this criticalchain solution, so that whenever a project manager says thatthey need another person with a particular skill, the resourcemanager can look at their buffer level, and find somebody thatcan be assigned with that skill to keep a project on schedule.Joe: When youre looking at developing this type of strategy, isthis overwhelming at first, to someone? I mean, were talkingproject management at a pretty high level.John: Well, I wouldnt say its overwhelming. What I would say,however, is: it requires a different way of thinking. Thats astatement that really applies to all of TOC, because many ofus -- as weve grown up in whatever our career path has taken ustoward -- have learned from others, weve seen best practices,and in the course of all that learning, what we tend to do is Using the Theory of Constraints in Services Copyright Business901
  14. 14. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsgravitate towards conventional wisdom. That is, thegenerally-accepted way to do things. Thats both good and bad.Its good in the sense that it eliminates the search for a lot ofsolutions that might prove to be fruitless. On the other hand, itsbad in the sense that sometimes we get stuck looking at things acertain way, and when another alternative comes along, it can behard to get unstuck.So with TOC, a large part of the implementation actually startswith the buy-in process, wherein you have to help peopleunderstand what their core problem is, and then understand whatcould be done to remedy that core problem.One of the things that I love about TOC is: unlike otherapproaches to continuous improvement, which tend to pursue aboil-the-ocean approach, and by that I mean: we go look for painpoints. Well go interview customers, and well talk to theirmanagers, and their managers have long, long lists of placeswhere they feel pain. But if you get under the covers of all that,and you look at how their processes work, typically a lot of thosepain points are the result of just one, maybe two core problems.If you can use TOC to have sort of a laser-like focus on the coreproblems, in the course of addressing those core problems, youalleviate a lot of pain points.Its that ability to focus and to get leverage that reallydistinguishes TOC from some other very well-known approachesto continuous improvement. Im referring to things like Lean andSix Sigma, which are very commendable approaches. They havelots of good things to offer, but one of the things that have givenme a little heartburn with them over the years is they tend not tobe focused. They tend to strive to create performanceimprovements everywhere, including places where theimprovements dont move the needle at the enterprise level. Using the Theory of Constraints in Services Copyright Business901
  15. 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsSo, one of the criteria that we use for TOC implementations is,"Are we making a change thats really going to have beneficial,measurable impact at the enterprise level? And are we avoidinginstances of improvement that really arent going to havemeasurable benefit?"Joe: Im always frustrated when I hear the words of "thelow-hanging fruit." Low-hanging fruit can hang low if everybodysa midget. I mean, if it isnt going to resolve anything, why goaround picking it?John: We sometimes speak of forbidden fruit because it getsyou into exactly the situation you described, Joe. Just because itslow hanging doesnt mean you should pick it.Joe: Sometimes that low hanging fruit does serve a purposesomewhere and if its not bothering anything, just leave it alone.You raise an interesting thing is that: are you using TOC then inmarketing and sales and is it something that can be used there?John: We have used TOC for marketing and sales. Weve used itfor measurements. Weve used it for process improvement. Soyes, we do use TOC. As a TOC advocate, Ill have to be honestwith you and tell you that its penetration isnt anywhere nearwhat I would like for it to be. We continue to push on that andcontinue to gain ground.Joe: I think theres a deeper meaning in sales and marketingarena for TOC when youre talking about matching to thecustomer needs are pretty imperative in todays world, isnt it?John: In fact, if you look at the traditional way that TOC hasbeen applied to marketing and sales -- which by the way is veryeffective -- fundamentally what you have to do is help yourcustomer identify their core problem and solve their coreproblem. If you can help them do that, then youve become theirbusiness partner in improving their business. Lets take the Using the Theory of Constraints in Services Copyright Business901
  16. 16. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsexamples of hospitals. Ive been using examples fromprofessional scientific and technical services because thats whereI happen to work. A lot of these TOC principles apply equally wellin other services business and hospitals are a handy example.If you conceive of the treatment for an individual patient as aproject, and I think, at least in some arenas thats a very, veryvalid approach, what you wind up with is a series of actions thathave to be undertaken, i.e. tasks in the project, to be able toproduce a desired output, i.e. health of the patient. It’s not a bigstretch to view patient treatment as a form of projectmanagement.If, as a service provider, I can go to a hospital administrator andthe doctors that practice in that hospital and show them ways tomodify their business process to cut significant time out of thatproject which represents patient treatment, they get higherthroughput through their enterprise, meaning they can treatmore patients with the same doctors, the same clinical facilities,the same technical staff that they have today.There have been some recent cases published of work done in thehospital arena where there have been just astoundingimprovements in the throughput through hospitals by applyingTOC principals.Joe: Is TOC a problem solving solution?John: Its that and more. As we were saying moments ago,buy-in is a key element of TOC. Because TOC doesnt really fitconventional wisdom, nobody is going to willingly sign up for ituntil they understand how its going to make their world better.Thats the challenge that we all face no matter what kind ofprocess improvement were trying to help our customers or ourcolleagues within our own enterprise adopt. Its getting people tobuy in and understand how whatever youre proposing is going tomake things better. Using the Theory of Constraints in Services Copyright Business901
  17. 17. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsOnce you can do that, then things slide along pretty well.Joe: You discussed the pain points before, and you talked aboutthat there was a conventional way to doing it. UDEs, orundesirable effects, is the conventional TOC way to do it?John: Right. There are some diagramming techniques in TOC,and given that this is an audio podcast and I cant draw you apicture, we wont go too far down that path, but let me justsuffice it to say that there are existing diagramming techniquesand those techniques do, indeed, begin with what you referred toas UDEs, or thats initials UDE for undesirable effect. That is theplace that the creation of the current reality tree begins.Ultimately, though, what we want to do is create a differentversion of that tree, the future reality tree that shows how weregoing to go from the current state of affairs that contains thoseundesirable effects to the future state that contains desirableeffects.Part of the difference in mapping from the first one to the secondone is to figure out where to do something different. In our case,the something different was adopt replenishments for servicesinstead of hiring to deal or hiring to forecast.Another part of our solution was to adopt critical chain formulti-projects instead of continuing to do critical path projectswith hire to deal kinds of resource reaction.Joe: Was that a difficult concept for you to teach in yourorganization or to get people familiar with using logic trees?John: Well, it depends. Creating these trees is a lot harder thanreading them. So what we have are some people who are skilledat creating the trees and then a lot of other people who arecertainly able to read the trees but wouldnt necessarily be ableto draw one on their own. It is a learned skill. Like mostconsulting engagements, its one of the tools that our consultants Using the Theory of Constraints in Services Copyright Business901
  18. 18. Business901 Podcast TranscriptionImplementing Lean Marketing Systemscarry around in their kit bag. Often times the production of a newdiagram is a collaborative process. I have seen, for instance...Well let me give you a specific example.Almost 10 years ago when we got involved with Theory ofConstraints, Eliyahu Goldratt came to an IBM location and wewere trying to decide whether to sponsor one of his seminarseries at the time. About a dozen of us sat around a conferencetable and we actually built the current reality tree and the futurereality tree collaboratively with Eliyahu himself.Joe: Has that been applied throughout IBM? I mean, would youcall IBM a Theory of Constraints company?John: I would say that IBM has been on the forefront of someinnovations of TOC. But, there are lots of people in IBM who donot practice TOC, to be honest. Thats why I said earlier that wecontinue to work on the buy-in process and we continue to getsome additional adoptions. But, it would not be correct to saythat IBM is fundamentally a TOC company, yet.Joe: What has been the difficulty of getting people to buy in toTOC?John: Well, the difficulties that we face are the same difficultiesthat any multinational corporation faces. We have 400,000 peopleoperating in 150 different countries. We have 15,000 hardwareproducts, 800 software products in about 8,000 differentconfigurations. And to be honest, I dont know how many serviceofferings we have but Im sure its in the thousands, as well. Justthe sheer size and complexity of that means that it is difficult togo out and reach everyone at once. The typical rule of thumbthats used for TOC implementation is when you get to about 15percent buy-in amongst the employees; youve reached thetipping point where TOC can take off. Its been a long road. Wehavent quite reached that point yet, but we continue to work onit. Using the Theory of Constraints in Services Copyright Business901
  19. 19. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: Practical experience, it is so important. One of the things,when someone gets it and that light bulb comes on for them,where is that tipping point for a person? Where have you seenthat where someone kind of finally sits back and says, "TOC is,Im buying into it, this is a good thing." Is there a certain tippingpoint? Is there a certain time that a light bulb comes on forsomeone?John: It comes on in a lot of different ways. We did Jonahclasses. For those of your listeners that might not be familiar, ifyou go all the way back to one of the original TOC books, itsentitled "The Goal", its written by Eliyahu Goldratt, its a businessnovel that tells the story of a beleaguered factory manager who isreally facing oblivion and he figures out how to apply TOC in hisorganization and basically saves the day. Its a fun read as wellas an educational read. One of the central characters in that bookis named Jonah. Hes essentially the TOC expert that whispers inthe ear of this factory manager and guides him. Ever since thepublication of that book, people who have been trained in TOCand are avid practitioners of it are known as Jonahs and we helda Jonah class and, of course, for people in that class the lightbulb went on during the first couple of weeks.Then most people became emissaries and began working onfinding ways to apply TOC elsewhere. And they were working withpeople who were not Jonahs.We used a variety of ways to get people to buy-in to TOC. In thecase of the resource managers, we actually built a simulator thatshowed them, that allowed them to look at how replenishingresources would work under TOC versus how it would work ifdone conventionally. And they were actually able to see how theprocess was going to be improved and their life was going tobetter, their work life was going to be better, when they adoptedthis new approach. Using the Theory of Constraints in Services Copyright Business901
  20. 20. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAs I said earlier, the key part of getting buy-in is to help peopleunderstand what the core conflict is and then understand whatneeds to change to move from the current to the future reality.Thats the point and time when the light bulb goes on and whenthey can see the benefits and taste the benefits, then we getbuy-in.A third way that the light bulb goes on for people is more andmore nowadays, people are being exposed to TOC in their collegecurriculum. So we actually have college graduates or peoplecoming with Masters degrees out of universities who have beenexposed to TOC and are hungry to apply it and unfortunately theytend to run headlong into conventional wisdoms. So, when wecan find instances of people who are actively interested into applyTOC, we may mentor them and give them opportunities to applythat.So, thats just three ways, Joe.Joe: When you learn something in continuous improvement, youseem to struggle or go even backwards a little bit, then at once,everything clicks and everything starts working. To get past thatpoint, to get to that plateau, is a struggle because its seems likeyoure not getting anywhere till you get there and all of thesudden it clicks and it happens. Thats why people give up, I thinka lot of times, on continuous improvement.John: Backsliding is a problem. Weve seen instances amongstour customers where are better solution was implemented butthen the manager who was the advocate of the better solutiongets promoted or moves to another position somewhere else.When the successor comes in, if theyre not taken throughfundamentally the same buy-in process, theyre confronted with anew solution that doesnt fit their conventional wisdom headset,and they may be inclined to rip it out just because they dont Using the Theory of Constraints in Services Copyright Business901
  21. 21. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsunderstand it. So, its important to have a transition there tomaintain the continuity so that you dont slide backwards.Joe: When you write a book, you learn so much from, I think,afterwards, from the comments about it and the application ofthe things in the book that the people comment back to you.What have you learned from writing a book?John: Well, one of the pleasures from writing a book is you getto read chapters to friends and acquaintances and pick theirbrains on a variety of topics. One of the resources that I had was,of course, other “IBMers.” But another important resources waspeople out in industry or in academia who are members of anorganization called The Theory of Constraints InternationalCertification Organization, or TOCICO for short. Nearly ten yearsago, IBM was the host for the founders conference of TOCICO.So we have some history going back with that organization andas its name applies its an organization that has tests, haseducation, and they certify people in the practice of TOC. I wasable to pick the brains of some of the best-known minds on TOCin the world, who are also members of TOCICO, and wemaintained those relationships over the years.In fact, the next international TOCICO conference, which will beheld in 2011, will be held in an IBM site we have in Palisades,New York. The TOCICO has basically rented the entire facilitywhich is a relatively sizable facility that has a hotel attached to aconference center. And I think the reason that that site appealsto the TOCICO that its fairly academic and collegial in its feeleven though its a facility thats owned and run by a majorcorporate entity.Joe: There have been a lot of inroads outside of industry withTheory of Constraints and in Academia. Do you see that as apositive outcome of TOC? Using the Theory of Constraints in Services Copyright Business901
  22. 22. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJohn: I do. In fact, IBM has a strategic initiative called ServicesScience, Management & Engineering or SSME for short. Its anattempt to achieve for the services factors what was achieveddecades ago for computer science. I dont know if youre familiaror not, but if you look back at what was happening in thecomputer field back in the 50s and 60s, there really wasnt anyacademic program for what we now view as computer science. Sothere was an initiative undertaken to increase awareness and iteventually led to the professionalization of that as a legitimateacademic field. Ironically, you know, nowadays here we are in the21st century. We live in a world where over 70% of thedeveloped world economies are in services factors, and yet we goto universities and you look at their curricula, and you look at thetraining theyre providing their students, it tends to be orientedtowards careers that are really 20th century careers.So were working with universities to help them turn that corner,update their curricula, and one of the options that we offer themis help with theory of constraints as a way of getting into aservices sciences mindset.Joe: IBM is, of course, a huge software company. I am familiarwith the Agile Movement and Scrum is part of my background insoftware development. Does IBM use other disciplines like thatwithin their software development to your knowledge?John: We do make extensive use of Agile, yes. We do not onlydo that on internal development projects, but we also do that inengaging with customers. If you look at IBMs businessnowadays, the business model has changed dramatically over thedecade in a sense that if we had to go back 50 years, the bulk ofthe business was hardware and software came along with thehardware and services was something that we did but we didntreally talk about it as separate. That model is completely turnedaround now in that services are more than half of IBMs revenue. Using the Theory of Constraints in Services Copyright Business901
  23. 23. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsSoftware is a very, very large share. Hardware is still important,but percentage-wise its down from what it was decades ago. Wedo use Agile methods in not only in our internal projects, but alsoexternal projects with customers, wherever were dealing withsoftware or hardware.By the way, we used TOC in our manufacturing environment aswell. I didnt explicitly acknowledge that earlier, but we have usedthe very conventional approaches to TOC for goods in ourhardware business.Joe: Using Agile methods does that meld with TOC or have youexperienced that all?John: Well, it can, but it doesnt necessarily. What I mean bythat is if you look at how TOC does its critical chain application, itchanges how projects are estimated. Conventionally -- and this istrue even with some implementations of Agile -- you wind up withcontingency in every one of the tasks in the project plan. Sopeople tend to want to take exactly the amount of time toperform that task that they estimated, and thats true regardlessof whether youre doing a conventional approach to projectmanagement or an Agile method. TOC takes a different approachto that altogether. It says, "Lets do task-level estimates that areat the 50% confidence level and lets build a buffer at the end ofthe project that basically brings together that entire contingencyin one place so that we can manage it in such a way that itprotects the overall project.You can do that with Agile or you can do that with conventionalproject management. But you have to have that project levelbuffer to really be legitimately doing critical chain, and the wayyou get the project buffer is to change how you do the task-levelestimates.Another area, though, where I think the thinking behind criticalchain and TOC, and the thinking behind Agile is completely Using the Theory of Constraints in Services Copyright Business901
  24. 24. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsaligned what TOC calls the roadrunner mentality. Roadrunnermeans when you start a task you focus on that one task; you goas fast as you can to get it done, you dont get distracted bymultitasking on multiple tasks within the project or multiple tasksthat cross projects. That latter point is one where the people whoare performing the task, I think, can buy into it pretty easy.But you also have to get buy-in from the project executive andfrom the partner who has sold the engagement and from theclient and from a lot of other people who, with the best ofintentions, may take you down the wrong path in the sense thatthey view multitasking as a way to get higher productivity.That is the trap, because multitasking has been shown, I thinkpretty definitively, to not improve productivity, but to actuallydecrease productivity. So, the second thing that you need to doto implement TOC -- be it an Agile environment or in aconventional environment -- is the roadrunner approach. Driveout the bad multitasking and allow people to go as fast aspossible when they have work to do.Joe: In the same idea of Agile and TOC is there Six Sigma andLean incorporated at IBM at all?John: Yes, in fact, we have practices that do that kind ofconsulting. We have Black Belts.Joe: Do they incorporate TOC as part of their process?John: Well, if Im involved, they sure do. But for the reasonsthat we talked about earlier, it gives you that focus and gets youaway from boiling the ocean.Joe: I think very few Lean Six Sigma practitioners would notadhere to TOC. I think it does require that they just use it asunderneath their umbrella rather than TOC being the umbrella forthem. Using the Theory of Constraints in Services Copyright Business901
  25. 25. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJohn: Right, fair enough. One of the things that can actuallyturn people off to TOC is that word "theory". Thats unfortunate,because its oftentimes misunderstood. When managers hear theword "theory", they oftentimes think, "Well, this is just a bunch ofidle thoughts of someone whos in an ivory tower somewhere,and really doesnt connect to my world." So, in those instanceswhere people are going to be put off by the word "theory" and"theory of constraints", we often times just leave the word out.We talk about constraints management. That seems to resonate alot better with managers.Joe: One of the things that you talked about is the book "TheGoal". It was such a good novel, and an easy read for people thatit also, branded TOC unfairly. It limited its scope to operationsand constraint management, versus really the different thinkingprocesses and the different ways the Theory of Constraints canbe applied, and I think the TOC handbook has helped that.John: Right. You know, the TOC handbook that you referred to,is actually, I think, a landmark publication. In the sense, that itbrings together the writings of 44 experts from around the world,including Eliyahu Goldratt himself. The work that Jim Cox andJohn Schleier did in finding those authors and then shaping themso that they would have consistent messages, I think is a realachievement, and its a landmark, because it really... Itsevidence of a certain level of maturity in the theory of constraintscommunity. Those people who are close to the community couldfeel it, but now that this book is out in the public domain, a lot ofother people, I think, are going to picking up this book, andreading a chapter or two, and realizing that...When they read "The Goal", they got an introduction and a littleexposure to TOC, but theres this huge world out there ofadditional applications and additional domains to which thoseapplications can be applied. So, I think for people that pick up thehandbook, theyre going to be pleasantly surprised, because Using the Theory of Constraints in Services Copyright Business901
  26. 26. Business901 Podcast TranscriptionImplementing Lean Marketing Systemstheres a lot of new information thats been published in thishandbook that has never before been in print.I mean, its been talked about from expert to expert, but itsnever actually been in print. So, if you look at the level ofknowledge per page that is being provided in a book nowadays, Ithink, the TOC Handbook really pretty much floats to the top ofthat list in terms of bang to the buck.Joe: I have to be honest with you, John. Its not a good airplanebook. I dont recommend it for that?John: There is an alternative for those people who have aKindle. You can get individual chapters, and I think that makes itmuch more amenable for airplane reading.Joe: Where do you think TOC is going at IBM?John: I continue to be a TOC focal point. We continue to dopublication there. We continue to educate internally so that theycan in turn work with our customers. So, I think its following arelatively conventional path in the sense that we continue to addconverts both from our university hires, and also from ourinternal work. Hopefully one of these days we will reach thattipping point where you and I can do another podcast and I canproclaim that IBM is a TOC company through and through.Joe: I wish you the best of luck in doing that, John. I want tothank you very much for being on the podcast. This podcast willbe available on the Business901 blog site and the Business901iTunes store. So, thank you very much, John.John: Thanks, Joe. Enjoyed it. Using the Theory of Constraints in Services Copyright Business901
  27. 27. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Lean Six Sigma Black Belt Ph: 260-438-0411 Fax: 260-818-2022 Email: Web/Blog: Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joes ability to combine his expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost effectively and withingenuity. A brilliant mind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive company providingdirection in areas such as Lean Marketing, Product Marketing, ProductLaunches and Re-Launches. As a Lean Six Sigma Black Belt,Business901 provides and implements marketing, project and performanceplanning methodologies in small businesses. The simplicity of a singleflexible model will create clarity for your staff and as a result betterexecution. My goal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could start with aconsulting style utilizing an individual from your organization or a virtualassistance that is well versed in our principles. We have capabilities toplug virtually any marketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s role supporting theprocess as needed. The goal of implementing a system is that the processeswill become a habit and not an event. Business901 Podcast Opportunity Expert Status Using the Theory of Constraints in Services Copyright Business901