Corporate Training

TOC – FUNDAMENTALS

  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

PROJECTS – Critical Chain Project Management (CCPM)

  • 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

DISTRIBUTION AND SUPPLY CHAIN

  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

FINANCE & MEASUREMENT

  • 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

THINKING PROCESS

  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 WAY OF SALES

  • 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 Talwar, is an outstanding personality with vast knowledge in various spheres of business. We had been facilitated with his services through CGR Minds, His performance and deep seeded knowledge has helped our performance in marketing for Solomon healthcare products. We wish him all the best.”

Rajendra Trakru
Group CEO, Solomon Group

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