Corporate Training

  1. The Five Focusing Steps
    • Focus
      • Simple and Complex Systems
      • 5 Focusing Steps
      • Constraints and non-Constraints
  2. The Thinking Process
    • Overview of Thinking process (TP)
    • The Nature of other Approaches to Problem-solving and decision making
    • Evaporating Cloud
    • Current Reality Tree
    • Core Conflict
    • Future Reality tree
    • Negative Branch Reservations (NBR)
    • Pre-requisite Tree (PRT)
    • Transition Tree (TrT)
    • Strategy & Tactic Tree
  3. Throughput Accounting
    • Throughput (T)
    • Investment (I)
    • Operating Expenses (OE)
    • Net Profit (NP)
  4. TOC Generic Solutions
    • Operations –
      • Drum-Buffer- Rope
      • Simplefied Drum Buffer Rope
      • Buffer Management
    • Finance & Measurements
      • Five Focusing Steps (5FS)
    • Projects – Critical Chain
    • Logistics – Pull replenishment
    • Marketing – “Urefusable” Offers
    • Sales
      • “Buy-in” process
    • People – “Empowerment”
    • Strategy
  5. Necessary & Sufficient questions on Technology
  6. Strategy and Tactic (S&T) Tree
  • Review the Fundamentals
    • What are projects / a project manager / a project team?
    • What is an Executive sponsor and a Project sponsor?
    • Difference between Projects , Programs and Portfolios
    • What are Project Management processes?
  • Define the Project work
    • Defining Project scope
    • Aligning project deliverables with company objectives
    • Risks, Issues and Assumptions
    • Develop a Project Charter and Project Management Plan
  • Build and Manage the project schedule and budget
    • Create a Work Breakdown Structure (WBS)
    • Estimate the effort
    • Sequence the activities
    • Assign resources
    • Estimate Project duration and cost
    • Balance schedule and resources and add milestones
    • Manage changes to schedule and Budget
  • Managing Projects in TOC way (What to Change?)
    • Concentrating on lowering uncertainty, various projects Issues
    • The Core Conflict of Projects
    • The direction of solution
    • Safety in realistic estimations
    • Parkinson’s Law
    • Gains not getting transferred
    • Multi Project Environment
  • Solution (What to change to?)
    • Multitasking Vicious Cycle and its resolution
    • Dealing with Vicious Cycle
    • Cause and Effect of Vicious cycle
    • Convention
    • Resource contention (People shuttle between tasks, killing productivity and stretching projects).
    • Human Behavior (people at every level hide safety in their commitments)
    • Staggering
    • Concentrating the Safety Buffers
  • Critical Chain Method
    • TOC Focusing Steps
    • Critical Path Vs Critical Chain
    • Late Start Vs Early Start
    • Identifying the Critical Chain
    • Project Planning Adjustments
  • Buffer Management
    • Drum, Buffer
    • Managing Buffers
    • Buffer Consumption
    • Feeding Buffers
    • Resource Buffers
    • Guidelines & Mechanism to set priorities
  • Measurement
    • Criteria to judge the status of the project
    • Conventional Measurements
    • Measuring the Progress of the Project(S)
    • Project Status reports and reporting
  • Communications
  1. What to Change?
  2. The Challenge
    • Core Conflict
    • What is Distribution?
    • Using TOC Focusing Steps
    • The Prime parameters to determine the inventory target
      • Level of Consumption
      • Inventory & replenishment time
        • Impact of Variability in Consumption
        • Variability in replenishment time
      • Batching
      • Order lead time
      • Production lead time
      • Transportation lead time
    • Inventory jeopardizing sales
    • Underlying Assumptions
  3. What to change to?
    • The relative accuracy of Forecast uniform throughout the system
    • Warehouses concept
    • Ordering cycle and frequent replenishments
    • Dealing with shops and slow movers
    • Measurements of execution of solution
    • Implications on a plant that feeds a distribution system
    • Synchronizing a supply chain
    • Internal supply chain
  4. How to cause the change?
    • Implementation process
  • Review of TOC Fundamentals
  • The Thinking Process
  • Strategy and Tactic (S&T) Tree
  • The Goal of organization
  • Operational Measurements
  • Measurements
  • Financial Measurements
  • Productivity Measurements
  • Measurements Relationships
  • Decision Making – Including Operational Decisions
  • Cost World & its Local Impact
  • Global Impact of Throughput world
  1. Review of TOC Fundamentals
  2. The Thinking Process
    • Overview of Thinking process (TP)
    • The Nature of other Approaches to Problem-solving and decision making
    • Evaporating Cloud
    • Current Reality Tree
    • Core Conflict
    • Future Reality tree
    • Negative Branch Reservations (NBR)
    • Pre-requisite Tree (PRT)
    • Transition Tree (TrT)
  3. Strategy and Tactic (S&T) Tree
  • TOC Fundamentals
    • The Five Focusing Steps
    • Focus
      • Simple and Complex Systems
      • 5 Focusing Steps
      • Constraints and non-Constraints
    • Thinking Process
      • Overview of Thinking process (TP)
      • The Nature of other Approaches to Problem-solving and decision making
      • Evaporating Cloud
      • Current Reality Tree
      • Core Conflict
      • Future Reality tree
    • Sales and Marketing
      • Client’s Vs Supplier’s Perception of Value
      • Devising a Winning Offer
      • Transition to Sales
      • How we can bring change in everybody’s life by bringing little change in our selling process?
    • Layers of Resistances
      • Pealing the layers of resistance off
    • TOC way of Sales Process
      • Selling the winning offer
      • Increasing the chances of conversions
    • Mafia Offers in Sales
      • Various types of offers in Sales (TOC way)
        • How to identify which offer to work in which environment?
        • Offer Model Workshop
      • Rolling out of the offer in the company
        • Sizing Up the Opportunity
        • The Inventory Turn Strategy & Tactic Tree
        • Implementation Considerations
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Ramneek Kumar
Vice President

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