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.

Obj. Obj.

Obj. Obj.
 Sx
Tx

S1 S2 S3
T1 T2 T3
 STEP 1-1-1
Page 1
Level 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 Page 2 - Level 2 - Group 1
2-1-1
NECESSARY ASSUMPTION

To turn TOC into the 2-1-5

main way many NECESSARY ASSUMPTION
organizations must Trying to monopolize
implement it but almost 2-1-3 2-1-4 the market will
no organization will 2-1-2 NECESSARY ASSUMPTION NECESSARY ASSUMPTION considerably delay the
embark on a hazardous, NECESSARY ASSUMPTION
To rapidly make TOC the time until TOC
bumpy road. To rapidly make
No movement becomes main way its strength TOC the main way becomes main stream.
STRATEGY a main movement if the should be exploited and its impact should be STRATEGY
There is a structured, professional community the strength of TOC is its exploited.
credible process for continues to ignore it. unique knowledge. We will build only the
organizations to lead STRATEGY STRATEGY
entities which we can not
STRATEGY
them from ignorance to a reasonably expect that
The professional TOC knowledge is readily Implementations
full switch to the TOC others can be persuaded
community supports TOC. available. are made known
way. to do (correctly).
PARALLEL ASSUMPT. PARALLEL ASSUMPT. PARALLEL ASSUMPT. PARALLEL ASSUMPT. PARALLEL ASSUMPT.

- For all practical purp- - The spoken opinion of - Today there is limited TOC huge - The functions to be
oses such a full process most professionals in the access to more than just successes are the performed by each of these
currently does not exist. field (consultants) is shallow knowledge in best kept secret. three companies cannot be
- There is enough impacted more by self TOC. reasonably expected to be
knowledge and ability to interest than their TACTIC TACTIC done (correctly) by others.
construct, launch, objective evaluation. - Given the existence of
Build “Goldratt schools” “Goldratt Consulting”
support and polish such TACTIC these three companies,
and “Goldratt establishes rules and
a process. “Goldratt Consulting” other entities can be
Marketing” to make TOC procedures that will
brings hefty deals to the persuaded to do all other
TACTIC knowledge readily ensure that implementa-
consultant companies, required elements well .
available in various depth tions are documented
Build “Goldratt while all Goldratt the market needs. and published.
TACTIC

Consulting” to launch companies remove We build only “Goldratt

and supervise a robust obstacles that cause consulting”, Goldratt
SUFFICIENT ASSUMPT. SUFFICIENT ASSUMPT.
process that streamline professionals to Schools”, and “Goldratt
organizations on TOC ignore/object to it. Marketing” as detailed by
the rest of the S&T tree.
SUFFICIENT ASSUMPT. SUFFICIENT ASSUMPT. SUFFICIENT ASSUMPT.