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33rd International Conference of the
TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com 18 ‐ 19 October 2017, Cape Town, South Africa
33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com
Konrad Bartel
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
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
33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com
What to Change To?
Business
Important Entities: Goal
Dept NC 1 Dept
NC 2
(Personal Goal)
Personal Personal
Person CSF 1 CSF 2
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
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