Building on Success 2017

In his keynote presentation, Rami Goldratt offers in conceptual and pragmatic terms the fundamental mindset and wisdom on which the Theory of Constraints is built. His message resonates at both professional and personal levels.

Boeing is pushing the envelope as it drives for ever more innovation and a culture of operational excellence. Charles Toups shares their increasing focus on the importance of "full kit" as a way to generate speed and productivity, and how TOC has become embraced by the company culture.

In his keynote, Ret. Lt. General Busch shares his experience leading the implementations of improvement initiatives. He shares his insigts for leading and sustaining change in large and complex organizations.

The promise of change and innovation is exciting! But the excitement often fades as we begin to implement changes and breakthrough results seem impossible to achieve. Dr. Yishai Ashlag explores major misconceptions regarding innovation and change, and how to avoid them.

Organizations tend to go through one change after another without achieving a single breakthrough. Lisa Scheinkopf guides us through the leadership attributes necessary to create a positive culture for change.

Alex Knight outlines the core problem that health care systems are experiencing and shows how using TOC achieves remarkable results in a short timeframe.

Delta was faced with a unique challenge: to simultaneously create an upscale culinary experience and improve relations with their catering partners. Using Theory of Constraints, Delta has been able to create collaboration where there was conflict - improving performance and value for both sides.

Yazdi Bagli shares how the Theory of Constraints has led P&G Global Business Services projects to be completed faster and deliver greater value to the business, their customers and their shareholders.

Yuji Kishira explains how the Miyazaki Prefecture used TOC to create a more effective and innovative system of governing. He will share the challenges and successes of implementing tax-payer focused initiatives and offers next steps.

Hear the story of a DevOps transformation inside the world’s largest healthcare company. Mark Landy and Jabe Bloom explain how Johnson & Johnson used TOC and enterprise architecture to leverage challenges, identify and manage constraints and become a highly resilient, customer-centric delivery organization.

Alaska Airlines is repeatedly named among the best in the business. Faced with a challenge of significant fleet growth, Kurt Kinder explains how Maintenance and Engineering uses TOC to keep Alaska Airlines at the top of its game in operational performance.

Bill Best walks through the WR-ALC journey of how it accelerated the flow of aircraft maintenance while transforming its culture and administrative processes using the Theory of Constraints.

After implementing the Theory of Constraints almost 10 years ago, Penguin Random House has significantly reduced the number of returns and shortages. Annette Danek and Larrry Perlov walk us through the journey to become the supply chain leader in the publishing industry and lessons learned along the way.

In the Enterprise IT landscape, software development turns into an assembly line of small testable and deployable features that require constant identification of its constraints, much like the Five Focusing Steps in the Theory of Constraints. Yoav Ziv shares how Enterprise DevOps brings the best of all Operations Research together.

Sayumi Ishibashi shares her story of going from a housewife to one of the top executives in Japan. Though she began with little management experience, Ms. Ishibashi implemented the Theory of Constraints and brought Uniflow back out of a severe financial crisis. She shares their challenges and describes the tools that helped increase their sales and profit.

Releasing organizations from their orthodoxies, or old ways of thinking, is the real challenge holding us back from breakthrough results and innovation. Miguel Abuhab shares his insights to break out of "the way it’s been done” and utilize the power of TOC and technology to create the change.

Continuous improvement initiatives can be challenging and confusing for organizations to sustain. To create long-lasting change, there needs to be buy-in at all levels. Jaideep Srivastav provides examples of the metrics needed to drive culture shifts and how to demonstrate physical changes to promote buy-in.

Maintenance organizations are under constant pressure to satisfy customer expectations in terms of delivery, performance, and quality all while reducing costs. This creates conflicts while making both strategic and day-to-day tactical decisions. Sridhar Chandra discusses how to meet these competing business needs without making unsatisfactory compromises.

As leaders, we usually have many active initiatives and not enough time to address them all. They end up delegated and watered down. Ajai Kapoor demonstrates how to use Throughput Accounting to select and manage your initiatives, ensuring on-going improvement and capacity management.

When companies cannot create a real differentiation, they end up in the "red ocean” where the only differentiator is price and profit margins continuously go down. Making the change to get out of the "red ocean" requires stamina, determination, and a clear vision that is commonly believed to require an external mindset or practice. Masayuki Nagatake shares TOMY’s transformation from within.

Imagine trying to manage the operations of nearly 5,000 flights per day, carrying over 2 million passengers per year, with almost 800 aircraft. After implementing TOC, Delta has experienced visible and quantifiable results, bringing simplicity and focus to complex issues.

Lufthansa Technik AERO Alzey (LTAA) is one of the leading independent service providers for turboprop and turbofan engines. In this challenging and competitive industry, LTAA needed a flexible production model to satisfy different customer needs. Thomas Hoffmann shares how they used the Theory of Constraints to synchronize the flow of engines through its facility.

TOC for Education was initially developed for academia, but we all know that family and workplaces will benefit from “thinking clearly”. Ms. Uga shares the tremendous progress that has been made in Japan and some insights into to re-thinking the way we work.

Delivering IT projects on time, within budget, and with the right requirements is simply a necessary condition of the true goal - delivering business value. Technology brings value only when it solves a significant business limitation. Ajai Kapoor and Steve Cutbert share the right business questions to ask before any technical work begins in order to realize the full value of an IT investment.

Traditional project management has not been able to significantly reduce delays and can be difficult to sustain. Brad Cartier introduces Simplified CCPM or S-CCPM, a breakthrough that embeds the TOC principles in your current system and metrics to produce significant improvements.