Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
How to Identify and Unlock inherent potential within government to achieve mo...commonsenseLT
Dr. Alan Barnard, CEO, Goldratt Research Labs (South Africa) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
Original title: How to Identify and Unlock inherent potential within government to achieve more with less in less time
- A large and growing gap between the growth in demand for basic services and limited supply capacity.
- How to identify how capacity and time is lost?
- resolve conflicts to capitalize on capacity opportunities
- TOC approach in both City Councils in Africa as well as from local government agencies in the USA.
More information - http://pse.lt
Pest world 2013 managing people for profitDonnie Shelton
PestWorld presentation that I gave in Phoenix AZ. The presentation focuses on how to manage your people to establish a culture of performance and accountability.
Beyond Value Streams: Experimental Evolution in ActionClaudio Perrone
These are the slides from my keynote for Lean Agile Scotland 2013. In this session, I shared stories, workflows and practical thinking tools that illustrate how the act of deliberately capturing and evolving "learning streams" (as opposed to - or rather in addition to - the more conventional value streams) can lead to surprising consequences.
How to Identify and Unlock inherent potential within government to achieve mo...commonsenseLT
Dr. Alan Barnard, CEO, Goldratt Research Labs (South Africa) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
Original title: How to Identify and Unlock inherent potential within government to achieve more with less in less time
- A large and growing gap between the growth in demand for basic services and limited supply capacity.
- How to identify how capacity and time is lost?
- resolve conflicts to capitalize on capacity opportunities
- TOC approach in both City Councils in Africa as well as from local government agencies in the USA.
More information - http://pse.lt
Pest world 2013 managing people for profitDonnie Shelton
PestWorld presentation that I gave in Phoenix AZ. The presentation focuses on how to manage your people to establish a culture of performance and accountability.
Beyond Value Streams: Experimental Evolution in ActionClaudio Perrone
These are the slides from my keynote for Lean Agile Scotland 2013. In this session, I shared stories, workflows and practical thinking tools that illustrate how the act of deliberately capturing and evolving "learning streams" (as opposed to - or rather in addition to - the more conventional value streams) can lead to surprising consequences.
How to Achieve Superior Performance Improvement by Integrating Constraints Ma...commonsenseLT
Dr. Bahadir Inozu, CEO, NOVACES, LLC (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Focusing on everything is synonymous with not focusing on anything.
- Flow concept in public sector.
- Complementary features of Integration of best practices.
- Purpose, focus and application guidelines of Constraints Management, Lean and Six Sigma.
- Reaching operational excellence: systematic tools that turn any organisation into Best-In-Class one.
More information - http://pse.lt
Do you understand constraints?
The goal of every "for profit" business needs to be "make money now, and more in the future" according to Dr. Eli Goldratt.
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
B. den Haak. How to make OKRs Lean AgainAgile Lietuva
OKRs are a goal-setting, strategy execution tool that involves setting ambitious goals that lead to measurable results. The thing is, over the years, OKRs have gotten too complicated - they need to be put on a diet - and that’s where Lean OKRs step in. They are hyper-focused on one single OKR to rule all others. Often, OKRs are not set up for success and thus tossed aside.
There are four (and a half) common reasons why your OKRs aren’t working. Among them, the importance of finding a rhythm for making OKRs part of your way of working, leading teams with trust, and getting the foundation in place so teams aren’t running before they learn how to walk.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
A3 reports are known as a way to capture problem-solving activities following the PDCA (Plan-Do-Check-Act) cycle and also to focus problem-solvers’ thinking, helping them understand the problem deeply and uncover hidden root causes leading to effective countermeasures. This session demonstrates the potential of A3 Thinking as an evolutionary improvement method in organizations that can complement existing process and improvement methodologies, such as Agile, Kanban or ITIL.
The session contains a story of a “data centre crisis” in a software company, when multiple departments, each using different processes and improvement methods, came to work together to learn deeply about their common problem, address its root causes, drastically reduce the downtime and lock in lasting improvements. The story is used to reinforce several key aspects of A3 Thinking, to demonstrate its evolutionary nature, and to explore its relations to organizational complexity. The story also has a number of stopping points, highlighting several key coaching behaviours important to Lean/Kanban change agents, including: the non-judgmental attitude, avoiding resistance to change, working with the existing culture, validated learning, and the ability to lead improvements with safe-to-fail experimentation.
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, IDEO studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully.
The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders.
A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team.
Download the additional resources that are available for this presentation at https://info.adaptivex.ca/innovation-toolkit
How to Achieve Superior Performance Improvement by Integrating Constraints Ma...commonsenseLT
Dr. Bahadir Inozu, CEO, NOVACES, LLC (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Focusing on everything is synonymous with not focusing on anything.
- Flow concept in public sector.
- Complementary features of Integration of best practices.
- Purpose, focus and application guidelines of Constraints Management, Lean and Six Sigma.
- Reaching operational excellence: systematic tools that turn any organisation into Best-In-Class one.
More information - http://pse.lt
Do you understand constraints?
The goal of every "for profit" business needs to be "make money now, and more in the future" according to Dr. Eli Goldratt.
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
B. den Haak. How to make OKRs Lean AgainAgile Lietuva
OKRs are a goal-setting, strategy execution tool that involves setting ambitious goals that lead to measurable results. The thing is, over the years, OKRs have gotten too complicated - they need to be put on a diet - and that’s where Lean OKRs step in. They are hyper-focused on one single OKR to rule all others. Often, OKRs are not set up for success and thus tossed aside.
There are four (and a half) common reasons why your OKRs aren’t working. Among them, the importance of finding a rhythm for making OKRs part of your way of working, leading teams with trust, and getting the foundation in place so teams aren’t running before they learn how to walk.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
A3 reports are known as a way to capture problem-solving activities following the PDCA (Plan-Do-Check-Act) cycle and also to focus problem-solvers’ thinking, helping them understand the problem deeply and uncover hidden root causes leading to effective countermeasures. This session demonstrates the potential of A3 Thinking as an evolutionary improvement method in organizations that can complement existing process and improvement methodologies, such as Agile, Kanban or ITIL.
The session contains a story of a “data centre crisis” in a software company, when multiple departments, each using different processes and improvement methods, came to work together to learn deeply about their common problem, address its root causes, drastically reduce the downtime and lock in lasting improvements. The story is used to reinforce several key aspects of A3 Thinking, to demonstrate its evolutionary nature, and to explore its relations to organizational complexity. The story also has a number of stopping points, highlighting several key coaching behaviours important to Lean/Kanban change agents, including: the non-judgmental attitude, avoiding resistance to change, working with the existing culture, validated learning, and the ability to lead improvements with safe-to-fail experimentation.
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, IDEO studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully.
The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders.
A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team.
Download the additional resources that are available for this presentation at https://info.adaptivex.ca/innovation-toolkit
Infografía explicativa sobre Growth hacking. En que consiste, que es un growth hacker y cuales son las principales etapas de un proceso de growth hacking.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Theory of Constraints (TOC) is an overall management philosophy introduced by Dr. Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goal.[1] The title comes from the contention that any manageable system is limited in achieving more of its goal by a very small number of constraints, and that there is always at least one constraint. The TOC process seeks to identify the constraint and restructure the rest of the organization around it, through the use of the Five Focusing Steps.
- Source: Wikipedia
Increasing Sales Productivity with Social SellingKurt Shaver
For sales managers and sales leaders from Kurt Shaver of The Sales Foundry. Get a free assessment of your sales team's LinkedIn skills at http;//bit.ly/Assess_My_team
Radically increase your process and project throughput with the theory of con...Jonathan Sapir
In a dynamic environment where the product mix and customer requirements are continuously changing, it is critical to quickly identify what is constraining the enterprise from being responsive and from delivering ever increasing value at a reasonable cost to customers.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
Digging one level deeper into the details of Idea Flow Learning Framework, we'll do this second session as a group troubleshooting game! After we play the game, we'll do an "Experience Review" and analyze the causes of diagnostic difficulty, the nature of decision-making, and discuss strategies for making better decisions.
**The Troubleshooting Game:** I'll split the audience into two teams. Team 1 will stealthily hide a bug in the code. Team 2 will have to track down the bug in as little time as possible. Then Team 2 will have their chance to stump Team 1. The team that troubleshoots the bug the fastest will walk away with an exciting prize!
After we play the troubleshooting game, we'll do an "Experience Review" with each team's coding experience. Rather than optimizing the code, we'll focus on optimizing the problem-solving process. We will:
1. Visualize and discuss the differences between code sandwiches
2. Identify the major factors that caused diagnostic difficulty
3. Discuss the troubleshooting strategies used by each team and what made them more or less effective.
While it's certainly challenging to understand how we think and make decisions, it's an incredible opportunity to learn. By recognizing the inputs to our decisions, and how we evaluate trade-offs, we can compare our internal decision-making logic with our peers. With objective feedback on the consequences of our decisions, we can systematically optimize developer experience.
Learn how to master the art of software development with Idea Flow Learning Framework!
More Information:
http://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC), developed by Dr. Eliyahu Goldratt, is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.
TOC adopts the common idiom "a chain is no stronger than its weakest link." This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Theory of Constraints PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
A p r i l 2 0 0 5 I S T R AT E G I C F I N A N C E 5 1A.docxransayo
A p r i l 2 0 0 5 I S T R AT E G I C F I N A N C E 5 1
A
re you familiar with the Theory of
Constraints (TOC)? Physicist Eliyahu
M. Goldratt introduced this manage-
ment technique in 1986 in the best-
selling novel The Goal. TOC is another
operation improvement technique centered on an innov-
ative decision-making process. Just like ABM, BPR, CI,
and TQM (Activity-Based Management, Business Process
Reengineering, Continuous Improvement, and Total
Quality Management), TOC is founded on its own phi-
losophy and has its own buzzwords. And like the other
operation improvement programs, TOC considers speed,
waste reduction, capacity, direct labor use, and the like
according to its own unique perspective. But its foremost
appeal is its simplicity. TOC is based on three logical,
straightforward premises:
1. The only reason that companies do anything is to
make money.
2. Anything that a company does to speed up the processes
that generate money is appropriate.
3. Each business operation is one big process with many
subprocesses.
According to TOC, companies that keep these three
things in mind will prosper.
T O C TA L K
TOC’s basic vocabulary emphasizes its philosophy and its
three performance measures. Throughput equals sales rev-
enue minus direct materials cost—it measures the speed
at which the company makes money. Inventory is the raw
materials value tied up in work in process and finished
goods. Large amounts of inventory are undesirable
because it means that the company has spent money for
production that hasn’t generated revenue yet. Operating
expenses are all of the costs of operations other than
direct materials costs. Under the Theory of Constraints,
operating expenses are fixed and therefore irrelevant to
any TOC decision. Of the three terms, throughput is the
most important. It tells the company that it is achieving
its goal of making money. Moreover, increases in
Business Management
TOCFOR YOU?IS
IF YOUR COMPANY IS CONSIDERING
THE THEORY OF CONSTRAINTS,
HERE ARE FIVE QUICK THINGS TO REMEMBER.
B Y L I N D A E . H O L M E S , C M A , A N D
A N N B . H E N D R I C K S , C M A , C P A
throughput mean that the rate at which the company is
making money is increasing.
P R O C E S S I M P R O V E M E N T P R O C E D U R E
According to Goldratt, there are five basic steps to opera-
tions improvement:
1. Identify the system’s constraint(s), and prioritize them
according to importance.
2. Exploit the system’s most critical constraint.
3. Subordinate everything else to the action taken in Step 2.
4. Elevate the system’s constraint(s).
5. Repeat Steps 1-4, focusing on the new constraint.
(These are paraphrased from The Goal, p. 307.)
What these steps accomplish are incremental improve-
ments in the operation as a whole. In Step 1, an assess-
ment of the entire process identifies the slowest
subprocess. This subprocess is called the constraint or the
bottleneck. Identifying the const.
NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Top mailing list providers in the USA.pptxJeremyPeirce1
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
How to better exploit (not waste) a company’s scarcest resource Management Attention
1. How to better exploit (not waste) a company’s scarcest resource
Management Attention
Dr. Alan Barnard
CEO, Goldratt Research Labs
23rd October, 2013
22. UNDERSTANDING WHY MULTI-TASKING IS SO BAD…
Multi-tasking delays project flow …and distracts our attention
SCENARIO #1: No Capacity Constraints
Project X
Project Y
Project Z
0
10
20
BASIC ASSUMPTION CHALLENGED
“The earlier we start… the earlier we finish” / Its unfair to prioritize
VS.
“The later we start... the earlier we finish” / Its unfair not to prioritize
SCENARIO #2: PLAN - Multi-tasking
Project X
Project Y
Project Z
End
Earlier?
Start
Earlier
10
0
20
30
40
50
60
Finish
Later
70
80
SCENARIO #2: ACTUAL - Multi-tasking with Distraction Delays
Project X
LATE
FINISH!
Project Y
Project Z
0
10
20
30
40
50
60
70
80
SCENARIO #3: PLAN - No Multitasking
Project X
Project Y
Project Z
Start
Later
0
10
Finish
Earlier
20
30
40
50
60
70
80
SCENARIO #3: ACTUAL - No Multitasking
Can safely reduce
Project buffer by 50%
Project X
Project Y
Project Z
EARLY FINISH
0
10
20
30
40
50
60
70
80
90