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com
33rd International Conference of the
TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com 18 ‐ 19 October 2017, Cape Town, South Africa

Inspiring and Managing people


in a TOC Company

André Tustin, Aerosud, South Africa


Konrad Bartel, OpsLogik Solutions, South Africa
19 October, 2017

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

Konrad Bartel

Konrad Bartel studied Industrial


Engineering & MBA, has 20 years
experience as Production Manager /
Director in the manufacturing
environment and 16 years TOC
Consulting experience in Marketing &
Sales, Supply Chain, Manufacturing
and CCPM Implementation. He
worked with Goldratt Consulting on
Viable Vision Projects. Konrad is also
an Ontological Business Coach and
implements TOC at organizations
throughout South Africa and Mobile: +27 83 262 0062
internationally Office: +27 21 843 3103
konrad.bartel@opslogik.com

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

André Tustin
Continual Improvement Manager

• Associate – Charter Institute of Management Accountants
(Bean counter)
• 15 Years Financial Experience and CFO of Aeronautical Co.
• Lecturer – University of Pretoria 
• 3 Years TOC experience 
• Mentors: Konrad Bartel, Philip Marris, Bill Dettmer & 
Etienne du Plooy 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

Inspiring and Managing People

Harmony is gained by aligned 
company, team and individual 
ambitious goals 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

Contents

• What to Change?
– What is the Problem?
– What are the elements of an S&T?
• What to Change To?
– The S&T Framework
– Important Entities
• How to Cause the Change?
– S&T Roll‐Out

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change?

Implementing TOC in Businesses does not reach 
it’s full potential if the people factor is not 
addressed in the S&T. 

As people “resist change that they have a good 
reason to resist”, EFFORT is required to remove 
the layers of resistance for people to adopt the 
required changes voluntarily and with 
enthusiasm. 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change?

Growing 
Empower, Motivate 
Capabilities &  
and Upskill people
Relationships
Business, Dept. 
and Individual 
Goal Alignment
Systemic &  Ensure procedural 
Procedural  compliance and play 
Control the blame game

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change?
Because empowering, motivating and up‐skilling people unlocks 
the infinite potential of the individual for the benefit of the  Empowering and up‐
individual and the business. skilling staff and control 
for procedural compliance  
is in conflict because:
Growing  • we(I) lack knowledge on 
Empower, Motivate 
Capabilities &   how our(my) behavior 
and Upskill people
Relationships impacts on the 
Business, Dept.  Company, team and my 
and Individual  individual goal.
Goal Alignment • there is misalignment 
between Company, 
Systemic &  Ensure procedural  team and Individual 
Procedural  compliance and play  goals.
Control the blame game

Because variability introduced by people must be substantially limited.  The combination of 
environmental and individual differences significantly increase the unpredictability and 
magnitude of variability. Leadership has the biggest environmental impact. 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change?
A Good S&T must create a company culture for the 
“Engines of Harmony” to exist:
•“Knowing exactly how I should contribute and knowing that my 
contribution will be recognized.
•Knowing exactly how others will contribute and knowing that 
their contribution will be recognized.
•All “rules” are aligned with the goal and strategy of the 
company.
•Gaps between responsibility and authority are systematically 
identified and removed.
•Constraint focused continuous improvement process and 
culture is in place”.

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change to?

S&T Elements
4:12
Inspiring &
Managing
People

5:12:1 5:12:2 5:12:3 5:12:4 5:12:5 5:12:6 5:12:7 5:12:8


Managing Management Eliminating Goal Performance, Problem Person to Remuneration
People Roll- Change Blame Communication Recognition & Solving Position Match
out Corrective Culture
Action

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change To?
Important Entities: Management Change
Management has changed – Respect is the
Strategy new MOO and the potential of the company,
team, manager and individual is unlocked.
• Set the Local Goal(s),
• Agree there is an Improvement gap, at the
personal level, as well as team/department level,
Tactic • Agree I can solve all problems – Use Clouds &
TP,
• Enable performance, leading from the front,
• Live the No-blame & 9 layers of buy-in way.
33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change To?
Important Entities: Eliminating Blame
Quote from The Choice:
"Blaming another person is not a solution . . ."
I interject, "But it does point in the direction of the solution."
"That is exactly the problem," he says. "In too many cases 
blaming points us in the wrong direction, in a direction where we 
will not find a good solution. Even if the person will be removed, 
in most cases the problem will stay."

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change To?
Important Entities: Eliminating Blame
A blameless environment where high levels
Strategy of candor is commonplace. People feel
they are making a positive contribution.
Find the Win:Win solution:
Capacitate people with the TOC TP tools to:
1. Effectively deal with day‐today and chronic 
Tactic conflicts, 
2. Effectively deal with half‐baked solutions
3. Alignment of responsibility with authority.

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change To?
Important Entities: Goal Alignment
Every person know what the company
Strategy ambitious goal is, the connection between
their contribution and the company goal

Implement a Goal communication method


Tactic that inform people on what they must
contribute and how their contribution will be
measured.

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

What to Change To?
Business 
Important Entities:  Goal

Goal Alignment Business Business Business 


CSF 1 CSF 2

NC 1 NC 2 NC 3


(Dept Goal)

Department  Dept  Dept


/ Team CSF 1 CSF 2

Dept NC 1 Dept
NC 2
(Personal Goal)

Personal Personal
Person CSF 1 CSF 2

Personal Personal Personal


NC 1 NC 2 NC 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Implementation Strategy:
Hypothesis 1:
•Leaving a strategy document on a Manager’s desk will not 
have the desirable result.
•To make the change sustainable, people need to go though 
self convincing leaning.

Hypothesis 2:
•Using existing solutions and aligning them with the S&T 
will speed up implementation.

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Implementation Strategy:
• For each S&T block we either selected an aligned 
existing ‘vehicle’ or developed material so support the 
S&T
• To assist in informing and involving people of the 
change  appoint change Partners that is trained on the 
S&T modules.
• Change Partners train the rest of the company on 
various modules at each appropriate level in the 
business.

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Plan
Set up CCPM plan for 
S&T

Act Do
Corrective action on  Execute S&T Steps per 
UDE “Vehicle” 

Check
Do survey to test 
success of 
implementation

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Plan

Though CCPM we managed the implementation of the S&T 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Do 4:12
Inspiring &
Managing
People

5:12:1 5:12:2 5:12:3 5:12:4 5:12:5 5:12:6 5:12:7 5:12:8


Managing Management Eliminating Goal Performance, Problem Person to Remuneration
People Roll- Change Blame Communication Recognition & Solving Position Match
out Corrective Culture
Action

GRID Module Goal Tree G2G QRPI Patterson G2G


Training on
Blame

Tools to Implement Change

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

How to Cause the Change?

Check

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

Thank You

Questions ?

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA

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