2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016

8/18/2019 2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016

1/18

23rd International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 21-22 March, 201, Tennessee, !"A

Fast TOCHow to Implement CCPM & DBR

In One-Third of the Time

With Team Bu-In

Gerry Kendall & John Zahora, TOC International, USA

March, 2016


2/18

23rd International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com

!err "endall # $ohn %ahora

• 22 years successfully implementing TOCworldwide after 25 year business career

• Author of 5 TOC books;• Married to Jackie;• 5 Children & 7 Grandchildren, so far!

[email protected]

[email protected]

• TOC, Lean, Six Sigma Expert;• Extensive experience implementing all

TOC applications• 25+ years success with focused systemimprovement;

• Lead singer in a Rock Band!


3/18


The Premise

Assumption: We have enough application knowledge to last

the next 20 years.

The constraint of any TOC implementation is the speed :

• To fully implement

• To get top management and implementation team buy-

in

• For the organization to absorb knowledge

All of the above impacts the time needed to get bottom line

results


4/18


CCPM Pre-wor'

1. Data Gathering: Prove the benefits, get ammunition for

top management.

2. Top Management Buy-In: 4 hours, I use a combination of

Vision (based on past results), Statistics (Exepron

Simulators) and Multitasking Exercise.

3. CCPM Training: Maximum 1 Day. Don’t kill them with

everything you know, just enough to get started.

4. Homework for top executive:

• Set the Goal Statement in terms of T, I, OE, Project metrics

• Define the implementation team and free up 33% capacity for 8

weeks


5/18


CCPM Rapid (&T

• Project Networks & templates • Synchronization • Resource Pools

• Schedule analysis / compression • Software • What if Analysis

• Bufferin • Software updates • Software reportin

Overlapped Teams Working in Parallel

Technical Team

Organization Team

• !ast "rack #ssue Resolution • $aily %pdatin • !ull it

• Project Reco'ery • !reeze • "ask time estimatin

• Synchronization control • "rainin & Audits • "ask assinment

• Resourcin of projects • Sinle Priority System • (on term resourcin

Full Rapid S&T Available – Request from [email protected]


6/18


CCPM Da )

1. 4-8 Hours Network Building First Project: They are

already implementing their first project on Day 1!

2. Activate the project in Exepron.

3. If the Project Manager is not on the implementation team,

train them to do the daily updates and provide feedback

(30 minutes).

4. Both the Technical and Organization Teams participate,

since the first step of Network Building requires “Full Kit”,

stakeholder goals, scope and tangible success criteria,impact on T, I, OE.

See Advanced Multi-Project Management – Kendall & Austin


7/18


CCPM Da * + !o ,ie

1. Set ‘Go Live’ Date.

2. Technical Team does Technical Work – split and

allocated to team members. If there are many projects,

train more team members in Network Building

3. Organization Team does Organization Work – split

policies between team members.

4. Reconvene joint meetings every few days to share and

get feedback.

5. Full Go Live, with all projects and policies activated -Maximum 2 months after kick-off.

Implementation Team is engaged from the beginning.


8/18


CCPM Results

1. 1998 – My First CCPM Implementation – 8 months, half

the time struggling with software.

2. 2009 - Many implementations later – 4 months, painful

S&T, still struggling with software, batch updates, all

technical work done by consultants for first 3 months.

3. 2016 – Live on Day 2 with one project, big learning curvestarts on Day 2 and builds, Client does all the software

work from Day 1 with no formal software training, Full

Live within 2 months.


9/18


CCPM Results

“Thanks for the great recap and what I believe has been a great

growth and learning experience for the Project Team at Helion.

Your commitment to our successful implementation is inspiring.

nowing the team! I am sure that the" have all thanked "ou for

bringing this new wa" of operating to us. However! let me thank

"ou as well on behalf of all of us # "ou have most certainl"exceeded our expectations.$

Erik Nachbar, President, Helion Technologies

February 2016


10/18


DBR Fast and !ood

%holePain&Purpose '&(ase & Plan &

(u")In

%holePain&Purpose '&(ase & Plan &

(u")In

PartsPlan Plan&

Process&*etrics&

+,+-s

PartsPlan Plan&

Process&*etrics&

+,+-s

%hole pproval& /car"

0ate& udit&

Improve


0ate& udit&

Improve


11/18


%holePain&Purpose ' )

(ase ) 1o& Team

(u")In & Plan


(ase ) 1o& Team

(u")In & Plan

PartsPlan Plan& Process&

*etrics& +,+-s


*etrics& +,+-s


0ate&

udit&Improve


0ate&

udit&Improve

%nderstand the

Pain

H23P 44

(oic) Root *ause + $BR

Phone calls

with ops

leader5 6 da"

visit 7ma"be8

%nderstand the Pain

, (ook at operation as a -system.

, st time0 lo1al 'iew

• %nderstand what is dri'in issues• stop hurtful -symptom. chasin

9 0a"s

"eam Buy)#n/ Plan

Purpose 2)

Base) 3o

• High 3evel 0(+overview

• T 5 I 5 :2

The predicted impact

if we implement 0(+

, Base understandin of $BR and

-". Acct4

, scratch their heads on some

decisions0 now and future0 miht

hold off or chane some

decisions immediately

"eam Buy)#n trainin/ #mplementation Plan) re'iew

$ay

with Staff

Purpose/ o

• 0(+ training) simulator • relate to “our$ s"stem

• +eview implementation plan• “block$! “adds$ for us• 0uration thoughts

• +ough outline high level current state flow&policies• how things flow ! under what rules

, 3ain understandin of $BR and -". Acct4 and how it applies to us4

, Production 5r6s7 production *ontrol7 !loor leaders start to

understand how the system will work and how certain policies are

killin flow4 "hey start thinkin a1out "7#789 measures and look

'ery hard at: Batchin rules7 need for immediate lean mf help

";#N3S S"AR" "8 *;AN39


12/18


%holePain&Purpose '&

Plan& (u")In


Plan& (u")In

PartsPlan Plan&Process &

*etrics&+,+


*etrics&+,+


0ate& udit &

Improve


0ate& udit &

Improve

*urrent

State/As)#S

*urrent System

!uture/"o)Be

5etrics/R&R6s

/ #"$esin Appro'al $esin


13/18



Plan& (u")In


Plan& (u")In


*etrics&+,+


*etrics&+,+


0ate& udit &

Improve


0ate& udit &

Improve

Base "rainin

*urrent

State/As)#S

*urrent System

!uture/"o)Be

5etrics/R&R6s

/ #"$esin Appro'al $esin


14/18



(ase ) 1o& Team

(u")In & Plan


(ase ) 1o& Team

(u")In & Plan


*etrics& +,+-s


*etrics& +,+-s


0ate&

udit&Improve


0ate&

udit&Improve

Base

"rainin

*urrent

State/As)#S

*urrent

System

!uture/"o)Be

5etrics/R&R6s

/ #"

$esin

Appro'al

$esin

=GF?7 89) >E?

3o (#H9 /=

• !uture state documented• #mpact estimated

• -3o (i'e. date areed upon

• $esin appro'ed• Additional trainin• 5etrics chaned• Policies7 R&R6s updated

• #" / support workin• Halium script filled

!ocusedCSustaina1leC

(ottom 3ine impact


15/18


DBR (ummar- so how lon./

No piecemeal0 N8 false starts4 Plan upfront0 implement as planned)))) o 1i or o home


16/18


DBR Tpi0al Results

We all know0>uestion is wh" more

companies aren-t takingthis path to great results

After a successful implementation0 what neIt J


17/18


Cele1rate with a .ood 1and23


18/18


4uestions

2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016

Documents

Transcript of 2 - Kendall & Zahora_jz Add_23 TOCPA_USA_21-22 March 2016