Jelena Fedurko-Cohen, Humberto Baptista & Oded Cohen: Talking about Thinking Processes for Supply Chain
Part 1: Understanding the Core Cloud for Supply Chain
In the recent webinar The Layers of Supply Chain Synchronization, Humberto touched upon several issues regarding TP for Supply Chain, and the two webinars presented on this page are the continuation of this discussion.
Webinar Part 1 is the exchange of views between Jelena and Humberto. Jelena presents her analysis of the Supply Chain Core Cloud – what is apparent it it and what is ‘between the lines’:
- looking in detail into the well-known assumptions behind the arrow B-D,
- making the analysis of the logical clusters,
- presenting and classifying more assumptions behind B-D.
Jelena and Humberto also discuss the need for more precision and disciplined thinking in working with TP.
Webinar Part 1 recording
The sound of Part 1 is not great at the start of the recording, but then gets better. The sound of recording of Part 2 is OK.
Webinar Part 2: Constraint, Thinking Processes and 5 Focusing Steps
Webinar Part 2 is an active discussion between Humberto, Jelena and Oded and important issues of:
- 5 Focusing Steps as a Thinking Process on its own,
- what is Constraint and what is not,
- difference between a Constraint and an Obstacle,
- the content and the meaning of each of 5 Focusing Steps in relations to specific Thinking Processes tools
- discussion about the difference between the TP tools that can be used for 5 Focusing steps in the process of developing a solution vs applying a solution.
Webinar Part 2 recording
Humberto Baptista: The Layers of Synchronization of Supply Chain
Good session, Humberto. Layer 1 visibility is a neat description.
Robert Bolton
Great job, Humberto.
Henry Camp
Debi Roberts: Using TOC for suicide prevention. The Elliot Strickland Lecture.
“It fills my heart with optimism and compassion to hear that the Elliot Strickland lecture is making such an impact.”
Elliot’s Mum, Zoe Strickland
TOCPA thanks Goldratt Japan, the Japanese regional company of Goldratt Consulting, for their project to put Japanese subtitles on the presentation and disseminate it in Japan in order to share Debi Robert’s experience and knowledge to help people who are facing crisis situation.
Andrew Kay: Using CCPM to stay on course and stay calm in a volatile project environment
The pdf of the material used in the webinar
In continuation of the discussion
Jim Heffernan
Hi Andrew, I really enjoyed your presentation this evening. You may remember me; we met briefly in Chicago at TOCICO. I worked for more than thirty years in the Telecoms environment in diverse Service Management, Operations, Project Management and Transformation roles. I really understand and appreciate the concrete nature of the issues and obstacles that you highlighted. (I have some of the scars to prove it.) I also spent 8 years as an independent consultant mainly on public service transformation. In 2004, I implemented CCPM in Telecom Eireann in conjunction with Kevin Fox, Ray Immelmann and Sanjeev Gupta. We deployed the Concerto product. Since then I have judiciously applied TOC principles and some Lean Six Sigma over the years but always trying to apply sound project management principles. Often apart from brief reference to bottlenecks or applying the Cloud and PRT, I may not mention TOC at all except to a vital few. Service environments can be very challenging. – High variation, high touch time and often no awareness of the concept or importance of process.
The main point of my question was that many discussions and papers on CCPM seem to centre on in the detail estimating tasks times, buffers etc. essentially trying to manage within the noise, without appreciating fully the importance of Project Organisation, Stakeholder Management, Risk planning and risk Management (as opposed to variance management, for which I think buffers do a reasonable job.
Great job and thank you.
Mickey Granot: Thoughts about the Buy-In Process
The pdf of the material used in the webinar
See more on Change and People Management on TOCPA
Comments and questions discussed at the end of the webinar:
Making a sell to an organization is often a process of several layers. How do you achieve emotional connection when there are several people who need to come together and make the decision?
Tal Aviv
Leaving aside Israeli jokes (I have known Mickey a long time), how do you determine that what you want people to do is what they actually should do? To clarify: For me, it’s not a question of right or wrong. It’s a question of whether it’s their solution, or yours, or both (the “society,” if you like). Because if it’s just your solution, then in my experience it’s much harder to get their passion behind it. But, as you say, if they’re part of the same “society” then in a sense they are part of the decision-making. I expect the places you (and I) have trouble is where we are not part of the same society.
Rob Newbold
So the path you propose is firstly to focus on the Psychological side of people or persons, to achieve the true commitment to follow through the different paradigms shifts that TOC generally suggests. So focusing means to pay more attention to people rather than the logic that we supposedly Know to the bone.This subject is not only necessary at the beginning,to get the commitment, but in my eyes much more relevant into the implementation itself, where all the feelings the ones we didn´t see, are to be the norm in the client current reality. you finally become some to some extent their herder as in ancient tribes. This is key to continue to achieve their emotions into play.
Jorge Ramirez
The best to get the buy in is to empower the manager to work with his people on the suggested solution. How to teach the client to teach his own people about the need to change?
Alejandro Fernandez
