SlideShare a Scribd company logo
1© 2014TOCICO. All rights reserved.
TOCICO 2014 Conference
REAL TOC
Why Successful
Implementations Fail, Fade or
Revert and What to Do About It
Presented By: Humberto R. Baptista
Date: June, 11th 2014
2
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
From Eli
• Three laws of good administration:
1. Be
Paranoid
2. Be
paranoid
3. Don’t be
Hysterical
Be sure the
initiative will
succeed
Be sure its
SUCCESS will
succeed
Stop looking for
negatives
3
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
The problem
Successful
TOC
Implementation
Fades
Stagnates
Reverts
No Real
POOGI
(not even
close)
Time
4
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
The Hypothesis
So many different
and diverse cases
present the same
behavior
A common and
systematic failure
cause
5
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Core problem
• Not abide to (at least) one of the Core TOC Values:
Simplicity
Consiste
ncy
Respect Variability Change
Newton (Principia)
N&S # 2, The Choice, …
SLP # 7,
The Choice
TQM,
Intro to
Science of
Management
The Choice,
Never Say
“I Know”,
SOSOG,…
6
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Case 1
Construction fixtures company (Brazilian branch of an
international group):
• Successful production functional implementation (up to the point
the production manager (youngest top manager locally) became
the Americas Production Director of the group)
• Sold by one consulting company with me as the lead consultant
• No continuation (failure to sell the natural continuation)
My personal dilemma
• Approach the company to sell the next step (Sales & Marketing)
• Let them be
Result Dismantling of the of local company and loss of knowledge
and jobs
7
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Cloud 1
Be Moral
Respect
the original
Contractor
Refrain from
selling the next
step
Try to sell the
next step
Help the
company
Consistency?
8
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Case 2
Large department store
• Beautiful (and difficult) pilot (significant increase in turns,
decrease in inventory, etc.)
• Strong champion
• Systems unable to deal with SKU on all the mix
My personal dilemma
• Change the S&T keel (possibly dulling it)
• Insist on the “standard” first entities on the S&T
Result Deceleration and distortion of implementation small results
See my presentation on TOCICO
2009 (Anatomy of a VV S&T)
See Silverio’s and mine presentation
on TOCICO 2014 (Pilots TOC:
navigating the Change)
10
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Cloud 2
Strong
Implemen-
tation
Support
Champion
Wait for SKU
system to be
programmed
Start
implementation w/o
full SKU support
Quick
results
(CfGS #5)
Variability?
See my presentation on TOCICO 2011
(Retail TOC – Get Your Hands Dirty on the
Implementation
11
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Case 3
Large apparel factory (integrated into a retail) :
• Strong implementation (unusual environment, quick results)
• Strategic position of the factory (supplied 45% of the retail’s
sales with – now – very short LTs)
My personal dilemma
• Fight the decision to lay off an entire shift (and more) or
• Take care of the many other important aspects in the
implementation
Result Deceleration of improvement (almost halted POOGI)
and 8.000 lost jobs.
12
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Cloud 3
Ever
Flourishing
Company
Protect the
project
Cater to other
elements of the
implementation
Make a stand
against layoffs
Protect
Company’s
future
Respect?
13
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Core Cloud
Long
Lasting
Impact
Secure
Relationships
Tolerate TOC
value(s)
violation
Be adamant
about TOC
values
Secure
Future
14
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Core Assumptions
Long
Lasting
Impact
Secure
Relationships
Tolerate TOC
value(s)
violation
Be adamant
about TOC
values
Secure
Future
- To be liked we must tolerate what other people do
- Unconditional love means accepting everything
- Without any of the TOC values wasting human potential is certain
- All TOC values are necessary to allow a very fast growth and high stability
15
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Evaporating
• Challenge the assumption:
• With:
• Therefore:
- Unconditional love means accepting everything
- Unconditional love means accepting everyone
Tolerate TOC
value(s)
violation
Protect people
from self-
mutilation
16
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
What can prevent the problem
To implement:
we need:
• A clear shared CRT of the damage of tolerating TOC values
violation (have you ever done it?)
• Meet each significant potential violation (or past violation) with
unconditional love, meaning: making clear the damage
sustained by the person and
• Draw the persons’ cloud (as a dilemma, never as an
interpersonal conflict)
• Evaporate it and demonstrate Qualitatively and Quantitatively
(T.I.OE. if applicable) the superiority of the injection compared
with previous actions for the person.
Protect people from self-mutilation
17
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
Thank You
• Comments, questions?
18
© 2014 TOCICO. All rights reserved.
TOCICO 2014 Conference
About Humberto
• Husband and father changing the
world one person at a time
• Scientist seeking to apply science
to people’s endeavors
• Hunter of hidden assumptions
• Teacher, student and colleague of
students
• Strong believer of values over tools
• Practicing atheist and skeptic
humberto@vectis-solutions.com

More Related Content

Viewers also liked

The 3 Layers of Logic
The 3 Layers of LogicThe 3 Layers of Logic
The 3 Layers of Logic
HumbertoRB
 
An After Thought on the After Market
An After Thought on the After MarketAn After Thought on the After Market
An After Thought on the After Market
Vector Consulting Group
 
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic Vector Consulting Group
 
может ли создатель (бог) управлять ежедневным процессом (на земле)
может ли создатель (бог) управлять ежедневным процессом (на земле)может ли создатель (бог) управлять ежедневным процессом (на земле)
может ли создатель (бог) управлять ежедневным процессом (на земле)Darius Radkevicius
 
витальная сфера или метафизическая задница
витальная сфера или метафизическая задницавитальная сфера или метафизическая задница
витальная сфера или метафизическая задницаDarius Radkevicius
 
Ar iseitis bendra pasauline valdzia
Ar iseitis bendra pasauline valdziaAr iseitis bendra pasauline valdzia
Ar iseitis bendra pasauline valdziaDarius Radkevicius
 
Supply Chain Services - Business Risk & Management
Supply Chain Services - Business Risk & ManagementSupply Chain Services - Business Risk & Management
Supply Chain Services - Business Risk & Management
Andrew Styles
 
Using Theory of Constraints in Services
Using Theory of Constraints in ServicesUsing Theory of Constraints in Services
Using Theory of Constraints in Services
Business901
 
органическая архитектура и офис
органическая архитектура и офисорганическая архитектура и офис
органическая архитектура и офис
Darius Radkevicius
 
Increasing Sales Productivity with Social Selling
Increasing Sales Productivity with Social SellingIncreasing Sales Productivity with Social Selling
Increasing Sales Productivity with Social Selling
Kurt Shaver
 
Tata Motors Limited - Vendors Meet 2017
Tata Motors Limited - Vendors Meet 2017Tata Motors Limited - Vendors Meet 2017
Tata Motors Limited - Vendors Meet 2017
Vector Consulting Group
 
Aukso amžiaus paieškos pagal Darių Radkevičių
Aukso amžiaus paieškos pagal Darių RadkevičiųAukso amžiaus paieškos pagal Darių Radkevičių
Aukso amžiaus paieškos pagal Darių Radkevičių
Darius Radkevicius
 
About vector consulting group
About vector consulting groupAbout vector consulting group
About vector consulting group
Vector Consulting Group
 

Viewers also liked (13)

The 3 Layers of Logic
The 3 Layers of LogicThe 3 Layers of Logic
The 3 Layers of Logic
 
An After Thought on the After Market
An After Thought on the After MarketAn After Thought on the After Market
An After Thought on the After Market
 
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic
Leveraging Franchisees for Profitable Growth in Retail Part 2: Infographic
 
может ли создатель (бог) управлять ежедневным процессом (на земле)
может ли создатель (бог) управлять ежедневным процессом (на земле)может ли создатель (бог) управлять ежедневным процессом (на земле)
может ли создатель (бог) управлять ежедневным процессом (на земле)
 
витальная сфера или метафизическая задница
витальная сфера или метафизическая задницавитальная сфера или метафизическая задница
витальная сфера или метафизическая задница
 
Ar iseitis bendra pasauline valdzia
Ar iseitis bendra pasauline valdziaAr iseitis bendra pasauline valdzia
Ar iseitis bendra pasauline valdzia
 
Supply Chain Services - Business Risk & Management
Supply Chain Services - Business Risk & ManagementSupply Chain Services - Business Risk & Management
Supply Chain Services - Business Risk & Management
 
Using Theory of Constraints in Services
Using Theory of Constraints in ServicesUsing Theory of Constraints in Services
Using Theory of Constraints in Services
 
органическая архитектура и офис
органическая архитектура и офисорганическая архитектура и офис
органическая архитектура и офис
 
Increasing Sales Productivity with Social Selling
Increasing Sales Productivity with Social SellingIncreasing Sales Productivity with Social Selling
Increasing Sales Productivity with Social Selling
 
Tata Motors Limited - Vendors Meet 2017
Tata Motors Limited - Vendors Meet 2017Tata Motors Limited - Vendors Meet 2017
Tata Motors Limited - Vendors Meet 2017
 
Aukso amžiaus paieškos pagal Darių Radkevičių
Aukso amžiaus paieškos pagal Darių RadkevičiųAukso amžiaus paieškos pagal Darių Radkevičių
Aukso amžiaus paieškos pagal Darių Radkevičių
 
About vector consulting group
About vector consulting groupAbout vector consulting group
About vector consulting group
 

Similar to Real TOC: why implementations fail and what to do about it.

Test automation workshop slideset
Test automation workshop slidesetTest automation workshop slideset
Test automation workshop slideset
Towo Toivola
 
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference FrankfurtTLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
MARRIS Consulting
 
Transition to the New SystemS Y S T E M S A N A LY S I S .docx
Transition to the New SystemS Y S T E M S  A N A LY S I S .docxTransition to the New SystemS Y S T E M S  A N A LY S I S .docx
Transition to the New SystemS Y S T E M S A N A LY S I S .docx
turveycharlyn
 
Hi600 ch13_text_slides
Hi600 ch13_text_slidesHi600 ch13_text_slides
Hi600 ch13_text_slides
ljmcneill33
 
Cobis and Oikosofy 5 Innovation shots for the banking industry
Cobis and Oikosofy 5 Innovation shots for the banking industryCobis and Oikosofy 5 Innovation shots for the banking industry
Cobis and Oikosofy 5 Innovation shots for the banking industry
Vasco Duarte
 
13 0716 session 1 & 2 webinars-final
13 0716 session 1 & 2 webinars-final13 0716 session 1 & 2 webinars-final
13 0716 session 1 & 2 webinars-final
CleantechOpen
 
13 0716 session 1 & 2 webinars-product & market fit
13 0716 session 1 & 2 webinars-product & market fit13 0716 session 1 & 2 webinars-product & market fit
13 0716 session 1 & 2 webinars-product & market fit
CleantechOpen
 
AcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_AfterAcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_After
nForm User Experience
 
Solving the Professional Services Dilemma
Solving the Professional Services DilemmaSolving the Professional Services Dilemma
Solving the Professional Services Dilemma
Justin Roff-Marsh
 
20 Tools of Six Sigma.pptx
20 Tools of Six Sigma.pptx20 Tools of Six Sigma.pptx
20 Tools of Six Sigma.pptx
minhajulislam90
 
Overview of the Implementing Innovation Course
Overview of the Implementing Innovation CourseOverview of the Implementing Innovation Course
Overview of the Implementing Innovation Course
Brad Power
 
13 0911 session 1 & 2 webinars-all slides
13 0911 session 1 & 2 webinars-all slides13 0911 session 1 & 2 webinars-all slides
13 0911 session 1 & 2 webinars-all slides
CleantechOpen
 
How to Drive Change
How to Drive ChangeHow to Drive Change
How to Drive Change
Panos Efsta
 
Toc service industry
Toc service industryToc service industry
Toc service industry
Krishna Sivaramakrishnan
 
Change Management
Change ManagementChange Management
Change Management
Reactivador Fantasma
 
1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx
Mimmaafrin1
 
Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1
Ravi Yadav
 
jerry.metcalf.102516.pptx
jerry.metcalf.102516.pptxjerry.metcalf.102516.pptx
jerry.metcalf.102516.pptx
titatis74
 
Lean New Product Introduction
Lean New Product IntroductionLean New Product Introduction
Lean New Product Introduction
guest0631f5e
 
Cross selling complete with notes
Cross selling   complete with notesCross selling   complete with notes
Cross selling complete with notes
Sophie A.
 

Similar to Real TOC: why implementations fail and what to do about it. (20)

Test automation workshop slideset
Test automation workshop slidesetTest automation workshop slideset
Test automation workshop slideset
 
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference FrankfurtTLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
TLS: TOC Lean Six Sigma - TOCICO 2013 Annual conference Frankfurt
 
Transition to the New SystemS Y S T E M S A N A LY S I S .docx
Transition to the New SystemS Y S T E M S  A N A LY S I S .docxTransition to the New SystemS Y S T E M S  A N A LY S I S .docx
Transition to the New SystemS Y S T E M S A N A LY S I S .docx
 
Hi600 ch13_text_slides
Hi600 ch13_text_slidesHi600 ch13_text_slides
Hi600 ch13_text_slides
 
Cobis and Oikosofy 5 Innovation shots for the banking industry
Cobis and Oikosofy 5 Innovation shots for the banking industryCobis and Oikosofy 5 Innovation shots for the banking industry
Cobis and Oikosofy 5 Innovation shots for the banking industry
 
13 0716 session 1 & 2 webinars-final
13 0716 session 1 & 2 webinars-final13 0716 session 1 & 2 webinars-final
13 0716 session 1 & 2 webinars-final
 
13 0716 session 1 & 2 webinars-product & market fit
13 0716 session 1 & 2 webinars-product & market fit13 0716 session 1 & 2 webinars-product & market fit
13 0716 session 1 & 2 webinars-product & market fit
 
AcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_AfterAcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_After
 
Solving the Professional Services Dilemma
Solving the Professional Services DilemmaSolving the Professional Services Dilemma
Solving the Professional Services Dilemma
 
20 Tools of Six Sigma.pptx
20 Tools of Six Sigma.pptx20 Tools of Six Sigma.pptx
20 Tools of Six Sigma.pptx
 
Overview of the Implementing Innovation Course
Overview of the Implementing Innovation CourseOverview of the Implementing Innovation Course
Overview of the Implementing Innovation Course
 
13 0911 session 1 & 2 webinars-all slides
13 0911 session 1 & 2 webinars-all slides13 0911 session 1 & 2 webinars-all slides
13 0911 session 1 & 2 webinars-all slides
 
How to Drive Change
How to Drive ChangeHow to Drive Change
How to Drive Change
 
Toc service industry
Toc service industryToc service industry
Toc service industry
 
Change Management
Change ManagementChange Management
Change Management
 
1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx
 
Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1
 
jerry.metcalf.102516.pptx
jerry.metcalf.102516.pptxjerry.metcalf.102516.pptx
jerry.metcalf.102516.pptx
 
Lean New Product Introduction
Lean New Product IntroductionLean New Product Introduction
Lean New Product Introduction
 
Cross selling complete with notes
Cross selling   complete with notesCross selling   complete with notes
Cross selling complete with notes
 

Recently uploaded

Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
Alexey Krivitsky
 
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdfResource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
FeteneA
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Rob Healy
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
dsnow9802
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
strikingabalance
 
Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
stuwilson.co.uk
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Alexey Krivitsky
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Bill641377
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
8p28uk6g
 
Risk-Management-presentation for cooperatives
Risk-Management-presentation for cooperativesRisk-Management-presentation for cooperatives
Risk-Management-presentation for cooperatives
bernanbumatay1
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
Ahmed AbdelMoneim
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
GanpatiKumarChoudhar
 
Myrna Story of Leadership and Management
Myrna Story of Leadership and ManagementMyrna Story of Leadership and Management
Myrna Story of Leadership and Management
Waleed Kamal
 
Strategy for E-Types - Strategy Formulation.pptx
Strategy for E-Types - Strategy Formulation.pptxStrategy for E-Types - Strategy Formulation.pptx
Strategy for E-Types - Strategy Formulation.pptx
KarthikRaghu8
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Pierre E. NEIS
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
spandane
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Dr. Nazrul Islam
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
TulsiDhidhi1
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Matthew Sinclair
 
Employment Practices Regulation and Multinational Corporations
Employment PracticesRegulation and Multinational CorporationsEmployment PracticesRegulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
RoopaTemkar
 

Recently uploaded (20)

Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
 
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdfResource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
 
Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
 
Risk-Management-presentation for cooperatives
Risk-Management-presentation for cooperativesRisk-Management-presentation for cooperatives
Risk-Management-presentation for cooperatives
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
 
Myrna Story of Leadership and Management
Myrna Story of Leadership and ManagementMyrna Story of Leadership and Management
Myrna Story of Leadership and Management
 
Strategy for E-Types - Strategy Formulation.pptx
Strategy for E-Types - Strategy Formulation.pptxStrategy for E-Types - Strategy Formulation.pptx
Strategy for E-Types - Strategy Formulation.pptx
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
 
Employment Practices Regulation and Multinational Corporations
Employment PracticesRegulation and Multinational CorporationsEmployment PracticesRegulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
 

Real TOC: why implementations fail and what to do about it.

  • 1. 1© 2014TOCICO. All rights reserved. TOCICO 2014 Conference REAL TOC Why Successful Implementations Fail, Fade or Revert and What to Do About It Presented By: Humberto R. Baptista Date: June, 11th 2014
  • 2. 2 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference From Eli • Three laws of good administration: 1. Be Paranoid 2. Be paranoid 3. Don’t be Hysterical Be sure the initiative will succeed Be sure its SUCCESS will succeed Stop looking for negatives
  • 3. 3 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference The problem Successful TOC Implementation Fades Stagnates Reverts No Real POOGI (not even close) Time
  • 4. 4 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference The Hypothesis So many different and diverse cases present the same behavior A common and systematic failure cause
  • 5. 5 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Core problem • Not abide to (at least) one of the Core TOC Values: Simplicity Consiste ncy Respect Variability Change Newton (Principia) N&S # 2, The Choice, … SLP # 7, The Choice TQM, Intro to Science of Management The Choice, Never Say “I Know”, SOSOG,…
  • 6. 6 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Case 1 Construction fixtures company (Brazilian branch of an international group): • Successful production functional implementation (up to the point the production manager (youngest top manager locally) became the Americas Production Director of the group) • Sold by one consulting company with me as the lead consultant • No continuation (failure to sell the natural continuation) My personal dilemma • Approach the company to sell the next step (Sales & Marketing) • Let them be Result Dismantling of the of local company and loss of knowledge and jobs
  • 7. 7 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Cloud 1 Be Moral Respect the original Contractor Refrain from selling the next step Try to sell the next step Help the company Consistency?
  • 8. 8 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Case 2 Large department store • Beautiful (and difficult) pilot (significant increase in turns, decrease in inventory, etc.) • Strong champion • Systems unable to deal with SKU on all the mix My personal dilemma • Change the S&T keel (possibly dulling it) • Insist on the “standard” first entities on the S&T Result Deceleration and distortion of implementation small results See my presentation on TOCICO 2009 (Anatomy of a VV S&T) See Silverio’s and mine presentation on TOCICO 2014 (Pilots TOC: navigating the Change)
  • 9. 10 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Cloud 2 Strong Implemen- tation Support Champion Wait for SKU system to be programmed Start implementation w/o full SKU support Quick results (CfGS #5) Variability? See my presentation on TOCICO 2011 (Retail TOC – Get Your Hands Dirty on the Implementation
  • 10. 11 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Case 3 Large apparel factory (integrated into a retail) : • Strong implementation (unusual environment, quick results) • Strategic position of the factory (supplied 45% of the retail’s sales with – now – very short LTs) My personal dilemma • Fight the decision to lay off an entire shift (and more) or • Take care of the many other important aspects in the implementation Result Deceleration of improvement (almost halted POOGI) and 8.000 lost jobs.
  • 11. 12 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Cloud 3 Ever Flourishing Company Protect the project Cater to other elements of the implementation Make a stand against layoffs Protect Company’s future Respect?
  • 12. 13 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Core Cloud Long Lasting Impact Secure Relationships Tolerate TOC value(s) violation Be adamant about TOC values Secure Future
  • 13. 14 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Core Assumptions Long Lasting Impact Secure Relationships Tolerate TOC value(s) violation Be adamant about TOC values Secure Future - To be liked we must tolerate what other people do - Unconditional love means accepting everything - Without any of the TOC values wasting human potential is certain - All TOC values are necessary to allow a very fast growth and high stability
  • 14. 15 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Evaporating • Challenge the assumption: • With: • Therefore: - Unconditional love means accepting everything - Unconditional love means accepting everyone Tolerate TOC value(s) violation Protect people from self- mutilation
  • 15. 16 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference What can prevent the problem To implement: we need: • A clear shared CRT of the damage of tolerating TOC values violation (have you ever done it?) • Meet each significant potential violation (or past violation) with unconditional love, meaning: making clear the damage sustained by the person and • Draw the persons’ cloud (as a dilemma, never as an interpersonal conflict) • Evaporate it and demonstrate Qualitatively and Quantitatively (T.I.OE. if applicable) the superiority of the injection compared with previous actions for the person. Protect people from self-mutilation
  • 16. 17 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference Thank You • Comments, questions?
  • 17. 18 © 2014 TOCICO. All rights reserved. TOCICO 2014 Conference About Humberto • Husband and father changing the world one person at a time • Scientist seeking to apply science to people’s endeavors • Hunter of hidden assumptions • Teacher, student and colleague of students • Strong believer of values over tools • Practicing atheist and skeptic humberto@vectis-solutions.com