Using Strategic and Tactic
to
MAKE TOC MAINSTREAM
Summer EM 534 Contemporary Topics in Constraints
Management
PRESENTED BY
Dr. Eliyahu M. Goldratt
June 19, 2002
All materials © E. M. Goldratt, 2002
Obj.
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Tx
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T1
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Page 1
Level 1
STEP 1-1-1
STRATEGY
TOC becomes the main way of managing
organizations.
PARALLEL ASSUMPTIONS
- The switch from conventional to the TOC way is
composed of many paradigm shifts and
institutionalizing even a single paradigm shift is not
easy.
- The common-sense logic of TOC and the magnitude of
results it brings make TOC the perfect candidate for
becoming the main way.
TACTIC
Build what is necessary and sufficient to ensure TOC
becomes the main way of managing organizations.
SUFFICIENT ASSUMPTION
For TOC to become the main thing we don’t need to wait
until most organizations fully implement it.
It’s enough to reach the stage that most professionals and
managers say that TOC should be implemented.
STEP 1-1-1
2-1-1
Page 2 - Level 2 - Group 1
NECESSARY ASSUMPTION
To turn TOC into the
main way many
organizations must
implement it but almost
no organization will
embark on a hazardous,
bumpy road.
STRATEGY
There is a structured,
credible process for
organizations to lead
them from ignorance to a
full switch to the TOC
way.
PARALLEL ASSUMPT.
- For all practical purposes such a full process
currently does not exist.
- There is enough
knowledge and ability to
construct, launch,
support and polish such
a process.
TACTIC
Build “Goldratt
Consulting” to launch
and supervise a robust
process that streamline
organizations on TOC
SUFFICIENT ASSUMPT.
2-1-5
NECESSARY ASSUMPTION
2-1-3
2-1-2
NECESSARY ASSUMPTION
No movement becomes
a main movement if the
professional community
continues to ignore it.
STRATEGY
NECESSARY ASSUMPTION
To rapidly make TOC the
main way its strength
should be exploited and
the strength of TOC is its
unique knowledge.
STRATEGY
The professional
TOC knowledge is readily
community supports TOC. available.
PARALLEL ASSUMPT.
- The spoken opinion of
most professionals in the
field (consultants) is
impacted more by self
interest than their
objective evaluation.
TACTIC
“Goldratt Consulting”
brings hefty deals to the
consultant companies,
while all Goldratt
companies remove
obstacles that cause
professionals to
ignore/object to it.
SUFFICIENT ASSUMPT.
PARALLEL ASSUMPT.
- Today there is limited
access to more than just
shallow knowledge in
TOC.
TACTIC
Build “Goldratt schools”
and “Goldratt
Marketing” to make TOC
knowledge readily
available in various depth
the market needs.
SUFFICIENT ASSUMPT.
2-1-4
NECESSARY ASSUMPTION
To rapidly make
TOC the main way
its impact should be
exploited.
STRATEGY
Implementations
are made known
PARALLEL ASSUMPT.
Trying to monopolize
the market will
considerably delay the
time until TOC
becomes main stream.
STRATEGY
We will build only the
entities which we can not
reasonably expect that
others can be persuaded
to do (correctly).
PARALLEL ASSUMPT.
- The functions to be
performed by each of these
three companies cannot be
reasonably expected to be
done (correctly) by others.
TACTIC
- Given the existence of
“Goldratt Consulting”
these three companies,
establishes rules and
other entities can be
procedures that will
persuaded to do all other
ensure that implementarequired elements well .
tions are documented
TACTIC
and published.
We build only “Goldratt
consulting”, Goldratt
SUFFICIENT ASSUMPT.
Schools”, and “Goldratt
Marketing” as detailed by
the rest of the S&T tree.
TOC huge
successes are the
best kept secret.
SUFFICIENT ASSUMPT.