23rd International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 21-22 March, 2016, Tennessee, USA

Fast TOC
How to Implement CCPM & DBR
In One-Third of the Time
With Team Buy-In

Gerry Kendall & John Zahora, TOC International, USA

March, 2016
 Gerry Kendall / John Zahora

• 22 years successfully implementing TOC

worldwide after 25 year business career
• Author of 5 TOC books;
• Married to Jackie;
• 5 Children & 7 Grandchildren, so far!
gerryikendall@cs.com
• TOC, Lean, Six Sigma Expert;
• Extensive experience implementing all
TOC applications
• 25+ years success with focused system
improvement;
• Lead singer in a Rock Band!
jczahora@aol.com
www.tocpractice.com 23rd International Conference of the TOC Practitioners Alliance - TOCPA
 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

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 CCPM – Pre-work

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

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 CCPM – Rapid S&T

Overlapped Teams Working in Parallel

Technical Team

• Project Networks & templates • Synchronization • Resource Pools

• Schedule analysis / compression • Software • What if Analysis
• Buffering • Software updates • Software reporting

Organization Team

• Fast Track Issue Resolution • Daily Updating • Full Kit

• Project Recovery • Freeze • Task time estimating
• Synchronization control • Training & Audits • Task assignment
• Resourcing of projects • Single Priority System • Long term resourcing

Full Rapid S&T Available – Request from Gerryikendall@cs.com

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 CCPM – Day 1

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

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 CCPM – Day 2 → Go Live

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.

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 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 curve
starts on Day 2 and builds, Client does all the software
work from Day 1 with no formal software training, Full
Live within 2 months.

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 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.
Knowing the team, I am sure that they have all thanked you for
bringing this new way of operating to us. However, let me thank
you as well on behalf of all of us – you have most certainly
exceeded our expectations.”
Erik Nachbar, President, Helion Technologies
February 2016

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 DBR – Fast and Good

Whole Parts Whole

Pain/Purpose $/
Base / Plan / Plan Plan/
Process/Metrics/ Approval/ Scary
Buy-In Date/ Audit/
R&R’s
Improve

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 Whole Whole
Pain/Purpose $ -
Parts Approval/ Scary
Base - Go/ Team Plan Plan/ Process/ Date/
Buy-In / Plan Metrics/ R&R’s Audit/Improve

Understand the Purpose $-

Team Buy-In training/ Implementation Plan- review
Pain Base- Go

HELP !! • High Level DBR • DBR training- simulator

overview
• T ; I ; OE
The predicted impact
if we implement DBR
Logic- Root Cause = DBR
• relate to “our” system
• Review implementation plan
• “block”, “adds” for us
• Duration thoughts
• Rough outline high level current state flow/policies
• how things flow , under what rules

• Look at operation as a “system”
• 1st time, global view
• Understand what is driving issues
• stop hurtful “symptom” chasing
Understand the Pain
Phone calls
with ops
leader; ½ day
visit (maybe)
• Base understanding of DBR and
“T” Acct.
• scratch their heads on some
decisions, now and future, might
hold off or change some
decisions immediately
Purpose/ go
1 Day
with Staff
• Gain understanding of DBR and “T” Acct. and how it applies to us.
• Production Mgr’s; production Control; Floor leaders start to
understand how the system will work and how certain policies are
killing flow. They start thinking about T;I;OE measures and look
very hard at: Batching rules; need for immediate lean mfg help
THINGS START TO CHANGE
Team Buy-In/ Plan
3 Days

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 Whole Whole
Pain/Purpose $/
Parts Approval/ Scary
Plan Plan/Process /
Plan/ Buy-In Date/ Audit /
Metrics/R&R
Improve

Future/To-Be
Current
Metrics/R&R’s Sustain Audits/
State/As-IS Design Approval Design "Turn on"
/ IT Improve
Current System

Clear roadmap for implementation

Parts
Plan Plan/Process / Metrics/R&R

1 Week 1 Week 1 Week 1 Week 2 days

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

 Whole Whole
Pain/Purpose $/
Parts Approval/ Scary
Plan Plan/Process /
Plan/ Buy-In Date/ Audit /
Metrics/R&R
Improve

Future/To-Be
Current
Metrics/R&R’s Sustain Audits/
Base Training State/As-IS Design Approval Design "Turn on"
/ IT Improve
Current System

FAST alignment:
DBR Process Swim Lane Very clear Roles and
Responsibilities to sustain to-
be system, who does what,
when, in the DBR operating
system.
Many times the 1st time ever
the “System” has been
aligned.
( does it matter ?)
• Catch “holes “ in implementation (people, documentation, IT needs, ect.)
• “Thinking” shifts even more
• “How do I fit” ( that’s all I really care about)

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

 Whole Whole
Pain/Purpose $ - Parts Approval/ Scary
Base - Go/ Team Plan Plan/ Process/ Date/
Buy-In / Plan Metrics/ R&R’s Audit/Improve

Current Future/To-Be
Base State/As-IS Metrics/R&R’s Design Design Sustain Audits/
Training Current / IT Approval "Turn on" Improve
System

Step 1;2;3….
T + 30%; I- (25%); OE- (0)
Go LIVE 4/26

• Design approved
• Additional training
• Future state documented • Metrics changed
• Impact estimated • Policies; R&R’s updated Focused…Sustainable…
• “Go Live” date agreed upon • IT / support working
Bottom Line impact
• Valium script filled
Audit--Improve
Approval/ Date

3-4 Days
3-6 weeks 2 days

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 DBR – Summary- so how long?

No piecemeal, NO false starts. Plan upfront, implement as planned---- go big or go home

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 DBR – Typical Results

We all know,
Question is why more
companies aren’t taking
this path to great results

After a successful implementation, what next ?

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 Celebrate with a good band….

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 Questions

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