3 - Oded Cohen-Jelena Fedurko_26 TOCPA_Japan_19 May 2016_Eng_upgr

8/16/2019 3 - Oded Cohen-Jelena Fedurko_26 TOCPA_Japan_19 May 2016_Eng_upgr

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 19-20 May 2016 !"#"o#a $apan

Development of

TOC Thinking Processesand their application for

companies & individuals

Oded Cohen & Jelena Fedurko

Estonia & Israel

TOC Strategic Solutions

tocExpert

19 May 2016


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 2

Oded Cohen

Oded has over 35 years of experience in developing,teaching and implementing TOC methodology,solutions and implementation processes workingdirectly with Dr. Goldratt all over the world. Among the

countries to which Oded brings his expertise are theUSA, Canada, Japan, India, China, the UK, Poland,Russia, Ukraine, Colombia, Chile, Peru, Turkey andmany others.

Oded has authored multiple TOC articles and

contributed to numerous TOC books.

Oded is the author of Ever Improve – A Guide to Managing Production the TOC Way , published in June2010. Oded co-authored the book Deming & Goldratt: The Theory of Constraints and the System of

Profound Knowledge – The Decalogue.

Together with Jelena Fedurko Oded has co-authoredthe book Theory of Constraints Fundamentals.

Oded is International Director of TOC StrategicSolutions Ltd and Founder and Co-President of

TOCPA.

[email protected]

www.toc-strategicsolutions.comwww.tocpractice.com


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Jelena Fedurko is a Co-Founder and Co-President ofTOC Practitioners Alliance TOCPA and InternationalDirector of TOC Strategic Solutions.

Jelena has been involved in TOC since 1999. She is aTOC expert, trainer and consultant, and provides TOCimplementation support in production, supply chainand project management. Jelena has worked in variouscountries all over the world, including Japan, Poland,Germany, Switzerland, Turkey, Italy, Russia, Ukraine,

India, China, Chile, Colombia, Mexico.

Jelena is the author of four advances books on TOCThinking Processes: Behind the Cloud (2011), Through Clouds to Solutions (2013), Typical mistakes in working with TOC Logical Tools (2014), A Good

Strategy & Tactic Tree (2016). Together with OdedCohen Jelena has co-authored the book Theory of Constraints Fundamentals (2012). She has contributedto a number of books on TOC, and has manypublications. Jelena translated and edited severalmajor TOC books.

[email protected]

www.toc-strategicsolutions.comwww.tocpractice.com

Jelena Fedurko


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What is unique about TOC

1. Search for a logical reasoning

The use of Cause & Effect relationships to structure our thinking,

record our analysis and understand the suggested solution forany problem (based on Convergence)

2. Resolve conflicts

A strong belief that there should be no conceptual conflict withinour reality – hence – striving to find a win-win solution to anyperceived “no solution situation” (Local & Global)

3. Seek for collaboration and contribution

The use of TOC logical tools logic to communicate to ourselvesand thereafter to the team with the view of working together to

achieve the desired improvement (based on Respect)


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Development of

TOC Thinking Processes


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!rief "istor# of the Development of

The TOC Thinking Processes

1983 – The realization of the Green Curve & Red Curveof improvement patterns

1985 - The use of Cause and Effect (C&E) in NegativeTrees (for problems) and Positive Trees (for thesolutions)

End 1985 – Strategy & Tactic structure (discontinued)

1986 – the formalization of the 5 steps of focusing 1987 – the “Jonah Program” (production based) 1990-1992 – the development of the TP Map:

CRT – Current Reality Tree Core Cloud

FRT – Future Reality Tree PrT - Prerequisite Tree

TrT – Transition Tree


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!rief "istor# of the Development of

The TOC Thinking Processes 1993 – Clouds for individual’s problems

1995 – MSW – Management Skills workshops – Daily TP

1995-1997 – TP maps for the TOC Logistical Solutions

2001 – Strategy & Tactic Tree – round 2

2006 – S&T Tree formalized

2006 – The U-Shape

2007-2009 – Standard S&T trees for DCE 2008-2010 – Formalizing sets of injections for standard solutions

2008-2010 – Injection implementation knowledge – Ever Improve

2011 – Mistakes and Rules for Working with Assumptions –

Behind the Cloud 2013 – Working with UDEs and UDE Clouds for system analysis –

Through Clouds to Solutions

2014 – Mistakes and Difficulties in working with TOC Logical Tools

2016 – A Good S&T Tree


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$sing Thinking Processes Tools

To create and enhance thinking/learning skills

To gain better decision-making To handle dilemmas and conflicts with more

confidence and better outcome

To assist in evaluating conditions for achieving adesired outcome

To assist in relationship between subordinates and

bosses


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1. Disagreement on what the problem is

2. Disagreement with the direction of solutions

3. Disagreement that the solution will bring thedesired benefits

Yes, but…4. Fear that the solution will result in negative

consequences (Risks)5. Obstacles to implementation seem to be

impossible to overcome

6. Say “Yes” and do nothing

% a#ers of

'esistance to Change

A p p l i c a t i

o n o f t h e

T O C

T h i n k i n

g P r o c e s s e s


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TOC Logical Tools

for building thinking skills


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• Comprehension – understanding the meaning,interpretation, ability to state a problem in one’s own

words (while knowledge is ability to recollect andreproduce data and information)

• Analysis – breaking down material/concepts intocomponents to detect relationship among the parts or theparts and the whole (requires comparing and contrasting);distinguishing between facts and inferences; recognizinglogical fallacies in reasoning

• Synthesis – forming a whole through buildingup/connecting elements to create a larger and morecoherent pattern

• Creative thinking – ability to devise innovative solutions

(a)or Thinking *kills


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Comprehension

COMPREHENSION is ability to understand the meaning,interpret, and state a problem in one’s own words.

D

D’

The need that issatisfied by the

action in DThe common objective

achieved by havingB and C

A

C

B

Action 1

Action 2

The CloudUnderstanding and verbalizing the situation in which a person or a systemis caught between two mutually exclusive actions or modes of behaviour.

Conflict

The need that issatisfied by the

action in D’

In the Cloud we state what for we want to take an action, and what for wewant to satisfy the need. With that we claim that if we do something – it will

give us a certain effect.


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D

D’

Retain keyaccounts

Prevent disciplinedeterioration in thesales department

Ensure smoothfunctioning ofthe company

A

C

B

Fire “the star”sales person

Do not fire“the star”salesperson

To achieve what?

To achieve what?

Toachievewhat?

D

D’

Cloud + ,-ample

Dilemma of a *ales Director


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D

D’

Retain key

accounts

Prevent disciplinedeterioration in thesales department

Ensure smoothfunctioning ofthe company

A

C

B

Comprehension

What keeps this Dilemma in place

Fire the “star”

sales person

Do not fire

the “star”sales person

Assumptions behind the arrows in the Cloud

B-D: Seeing no punishment of the “star” sales person,

the other sales people will do the same.

C-D’: The ke a!!ounts "u from the !ompan not"e!ause of the produ!t, ser#i!e, or relia"ilit, "ut

"e!ause of the “star” sales person.

D-D’: $ !annot predi!t the

response ofthe kea!!ounts to firing “their”

sales person


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Comprehension

The Negative Branch

Understanding and verbalizing possible negative outcomes of a

decision/action.

Decision/action

Possible negative outcome

will happen

will happen

will happen

Exists/ will happenindependently




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.nal#sis and *#nthesis

Analysis – breaking down material/concepts intocomponents to detect relationship among the parts orthe parts and the whole (requires comparing andcontrasting); distinguishing between facts and

inferences; recognizing logical fallacies in reasoning.

Synthesis – forming a whole through buildingup/connecting elements to create a larger and morecoherent pattern.


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.nal#sis and *#nthesis

A major TOC tool to assist with

Analysis and Synthesis – the U-Shape

C

u r r e n t R e a l i t y

F u t u r e R e a l i t y

Low PerformanceMeasurements

Low PerformanceMeasurements

TOC InjectionsTOC Injections

High PerformanceMeasurements

High PerformanceMeasurements

TOCdirection of

solution

TOCdirection of

solution

P/0OT

TOC

UDE

UDE

UDE

UDEUDE

UDE

DD D’D’

CCBB

AA

DE

DE

DE

DEDE

DE

NBRs


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Creative thinking

Creative thinking – ability to devise innovative solutions.

Major TOC tools to assist withCreating Thinking:

• Developing Injections to theCloud

A

%

C

• Developing SupportingInjections to trim identified

Negative Branches

Injection

Injection

Possible negativeoutcome

+

+

+

SupportingInjection


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Is there any differencebetween

• the full set of TOC TP,• the TOCfE’s tools, and

• the Management Tools?


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• NO DIFFERENCE in the basic

assumption – they all proceed from the sameunderstanding of the governing role of

cause and effect in the behavior ofsystems and individuals

• NO DIFFERENCE in the source – they are all “packages” of the TOC TP

/n 1hich areas there is

2O difference


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• The width – how many TP tools each ‘package’contains

• The depth – the level and the amount of detailed work and precision required

• The practical purpose – for what ‘the packages’ is used

/n 1hich areas there

.', D/FF,',2C,*


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• Full TOC TP – The full set of thinking processes tools fordealing with all problems and managerial challenges:Dealing with comprehensive and strategic issues as well as

daily and local issues.

• The Jonah Program – is geared towards recording thecurrent reality to present or discover a system solution.

• TOC for Education – focuses on TACT – Thinking AndCommunication Techniques with the view of developingskills and applications of 3 basic TP tools: clouds, NBRs andambitious targets (a variation of IO maps).

• TOC Management Tools – lays the foundation for therigorous construction of the basics of TP especially in theproper use of raising assumptions and finding injections. Itstarts with daily problems and progresses to a full systemsolution

TOC TP + Jonah + TOCf, +

TOC (anagement Tools 3(T4


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Why a person who has studied and uses one specific ‘package’ will benefit fromlearning other packages:

A Jonah or a person who is working with TACT (TOCfE) will enjoy 5 level TOC

Management Tools (MT) – because of the new detailed knowledge and practicaltechniques on:

- Typology of mistakes in building clouds (MT-1)

- Different patterns of constructing different cloud types (MT-1)

- Typology of mistakes and sets of rules for working with Assumptions (MT-1)- Typology of mistakes working with UDE Clouds (MT-1)

- Consolidation process in the 3-UDE Cloud method to develop a Core Cloud(MT-1)

- Necessity and Sufficiency Logic in logical trees (MT-2)- Solving a two-sided conflict cloud by converting it into a series of inner

dilemma clouds (MT-3)

- Building a good Strategy and Tactic Tree (MT-4)

- Algorithm of checking and validating justification for decisions (MT-5)

2OT /2 CO(P,T/T/O25


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Why a person who has studied and uses one specific ‘package’ will benefitfrom learning other packages:

A person who has completed TOC MT programs of different levels will enjoy• a Jonah program - because of the deep immersion into their specific area of

system analysis,

• studying TOCfE tools – because of learning the specifics of transferring the

knowledge of basic TP Tools in the educational process and ability to impacta learning process of children and adults.

2OT /2 CO(P,T/T/O25


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Strategy: Management enhance their ability to improve the performanceof the system under their responsibility

Tactics: Management employ the TOC Management Tools

The (anagement Tools

Mindset & Basics

Commitment toLogic based

Management

Current Reality

Understandingthe problem

WHAT to Change

• U-Shape

• C&E

• CLR• Inner Dilemma/Conflict Cloud

• UDEs

• UDE Cloud

• ConsolidatedCloud

• Core Cloud

• CRT

Future Reality

Establishing theSolution

What to Change TO

• Pivot

• Direction

• Injections• DE

• NBR

• FRT

Transition

Implementing theSolution

HOW to Change

• AmbitiousTarget

• PRT

• Detailed plan

• S&T

POOGI

ContinuousImprovement

How to Grow

• Fire-FightingCloud

• Inner Dilemma/Conflict Cloud

Copyright © 2016 by Oded Cohen & Jelena Fedurko

Documents

3 - Oded Cohen-Jelena Fedurko_26 TOCPA_Japan_19 May 2016_Eng_upgr