Jelena Fedurko - ENG - 17 TOCPA - Vilnius - 15 May 2015

17th International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
15 May 2015, Vilnius, Lithuania
How to make implementation

easy, quick and painless
Jelena Fedurko
TOC Strategic Solutions, Estonia
15 May 2015
Jelena Fedurko
Jelena Fedurko is a Co-Founder and Co-President of
TOC Practitioners Alliance TOCPA and International
Director of TOC Strategic Solutions.
Jelena has been involved in TOC since 1999. She is a
TOC expert, trainer and consultant, and provides
TOC implementation support in production, supply
chain and project management. Jelena has worked
in various countries all over the world, including
Japan, Poland, Germany, Switzerland, Turkey, Italy,
Russia, Ukraine, India, China, Chile, Colombia,
Mexico.
Jelena is the author of the books Behind the Cloud,
Through Clouds to Solutions, Typical mistakes in
working with TOC Logical Tools. Together with Oded
Cohen Jelena has co-authored the book Theory of
Constraints Fundamentals. She has contributed to a
number of books on TOC, and has many
publications. Jelena is the translator and editor of
jelenafedurko.gs@gmail.com
many books on TOC.
www.toc-strategicsolutions.com
www.tocpractice.com
Copyright 2015 Jelena Fedurko & Oded Cohen
www.tocpractice.com
17th International Conference of the TOC Practitioners Alliance - TOCPA
Implementation curve
When we bring in a new way of operation
Honeymoon Phase
High enthusiasm
Enthusiasm
Mood
Honeymoon
Independence
Emotions
Recovery
Crisis
Looking forward to the

new experience
High energy
Differences to the home
culture are viewed as
exciting and intriguing
Self-confidence
High willingness to learn
and develop new things
Time
www.tocpractice.com
Enthusiasm
Mood
Honeymoon
Independence
Emotions
Recovery
Crisis
Crisis Phase
after a few days or weeks
Feeling confused and
insecure
Feeling lack of control
Frustrated by unforeseen
difficulties
Irritated about some of the
rules of the new culture
Feeling disappointed
Time
www.tocpractice.com
Enthusiasm
Mood
Honeymoon
Independence
Emotions
Recovery Phase
Having worked out how
Recovery
to operate in a new
environment
Feeling more relaxed
Feeling more in control
Crisis
Time
www.tocpractice.com
Enthusiasm
Mood
Honeymoon
Independence
Emotions
Independence Phase
Feeling of selfassurance and more
complete understanding.
Confident about handling
most or all situations.
Recovery
Crisis
Time
www.tocpractice.com
What is the meaning of

easy, quick and painless?
Enthusiasm
Mood
Independence
Honeymoon
Emotions
Recovery
Crisis
Time
PreImplementation
Implementation Roll-Out
Completing Roll-Out and

Moving to Full Execution
www.tocpractice.com
Phases of
an Implementation Project
Enthusiasm
Mood
Honeymoon
Independence
Emotions
Recovery
Crisis
Pre- Implementation:
Time
Implementation Roll-Out:
Content and logic of what

will be implemented
Determining the list of
procedures
Developing the
Implementation plan
Internal training
Executing the implementation plan

Developing and implementing
procedures
Monitoring, analyzing and
adjusting procedures
Working a lot with people to get
their collaboration
www.tocpractice.com
Completing Roll-Out and

Moving to Full Execution:
Finalizing and formalizing

procedures and documentation
Ensuring adherence to the
procedures throughout the
involved department
Ensuring top management
involvement on routine basis
Importance of
the Pre-Implementation Phase
Determining and agreeing on the EXACT SCOPE of the
implementation
Preparations determining procedures
Building the implementation plan
Getting formalized approval of the scope and
duration of the project by the Top Management
Internal training knowledge transfer to the internal
implementation team
www.tocpractice.com
Pre-Implementation:
Preparation
The better the preparation is done in Pre-Implementation the
easier and smoother the Implementation Phase.
Expressing the content of the required change in the form of welldefined TOC Injections
www.tocpractice.com
Pre-Implementation:
Preparation
Determining and agreeing on the exact scope of implementation
through meetings and discussions with relevant people:
In Production Production Director/Manager, Heads of major shops,
Head of Production Planning and Control, Procurement Manager,
Internal Logistics Managers (stores and material handling), relevant IT
specialists
In Distribution and Retail Purchasing Managers, Product Managers,
Central/Regional Warehouses Heads, Stores Managers, Logistics
Managers (warehousing and transport), relevant IT specialists
In Projects Projects Director, Development Director, Project
Management Office Director, Shared Resources Manager, Resource
Pool Manager, relevant IT specialists
www.tocpractice.com
Pre-Implementation:
Preparation
Ensuring that all relevant people will get
a clear vision of how the organization/department will be
operating in the on-going mode AFTER the implementation
through having clear understanding of the content, mechanics
and interaction of the solution injections
clear understanding of the content and proceedings of the
transition
www.tocpractice.com
Common confusion between the

decision to implement and buy-in of the
people who are assigned to implement
The pre-decision stage

The decision is made
to implement the change
Idea
Relevant people evaluate change and

raise reservations/concerns/suggestions
The post-decision stage

Decision
PREIMPLEMENTATION
IMPLEMENTATION
ROLL-OUT
FULL EXECUTION
In the post-decision stage there is no room any more to persuade people

to implement. The decision to implement has been made by people who
are authorized by the company to make such decisions.
www.tocpractice.com
Common confusion between the

decision to implement and buy-in of the
people who are assigned to implement
6 Layers of Resistance
Addressing 6 Layers of Resistance
Layer 1: Not agreeing on the problem
1. Reaching agreement on the problem.
Layer 2: Not agreeing on the direction of

the solution
2. Reaching agreement on the direction

of the solution
Layer 3: Not agreeing that the solution

will bring the desired benefits
3. Reaching agreement that the change

will bring tangible benefits.
Yes, but
Layer 4: Fear of negative ramification

Layer 5: Fear about how to implement
the solution (obstacles)
Layer 6: Unexplained fear (people say
yes but do nothing)
Decision
PREIMPLEMENTATION

will not bring negative side effects.
is doable that all known obstacles
can be removed.
IMPLEMENTATION
ROLL-OUT
FULL EXECUTION
Not addressing the 6 Layers of Resistance in the post-decision stage

leads to frustration and insecurity of people assigned to implement.
www.tocpractice.com
Getting buy-in in
the Pre-Implementation Stage
Steps of the TOC process:
Relevant tools and knowledge:
1. Reaching agreement on the

problem.
Showing that performance measurements are low;

showing the Gap and demonstrating the cause-effect
behind the existence of the UnDesirable Effects.
2. Reaching agreement on the

direction of the solution (the
suggested change).
Presenting detailed knowledge of the Injections;

indicating the there are standard procedures that will
be adapted for the specific implementation area;
3. Reaching agreement that the

change will bring tangible
benefits.
Showing how the injections bring the Desired Effects

and high performance measurements for the area.

change will not bring negative
side effects.
Recording reservations in Negative Branch

Reservations (NBRs) and identifying injections to trim
NBR.

change is doable that all
known obstacles can be
removed.
Assisting in developing procedures and miniimplementation plans.
www.tocpractice.com
Getting buy-in in
the Implementation Stage
Steps of the TOC process:
Relevant tools and knowledge:
1. Reinforcing that the problem

was identified correctly.
Monitoring that UDEs are disappearing and the Gap is

closing.
2. Reinforcing that the direction

of the solution has been
chosen correctly (the
suggested change).
Monitoring that the injections bring the DEs and

improve performance measurements of the area and
that this is visible to all people in the system.
3. Bringing evidence that the

change brings tangible
benefits.
4. Bringing evidence that the
change is not bringing
negative side effects
Regularly checking that the NBRs that were raised

during the pre-implementation process are not
appearing.
5. Reinforcing that the change is

doable that all known
obstacles can be removed.
Monitoring the procedures and upgrading them

based on the feedback from the system.
www.tocpractice.com
How to make
implementation easy,
quick and painless
Monitoring that UDEs are

disappearing and the Gap is
closing.
Monitoring
that
the
injections bring the DEs and
improve
performance
measurements of the area
and that this is visible to all
people in the system.
HOW?
Buffer Management
www.tocpractice.com
How to make
quick and painless
BUFFER MANAGEMENT Make to Availability
The result of production planning and control to manage
Stock Buffers getting control in just 14 days
Day 1
After 5 days
After 14 days
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MTA - Buffers and Planning

(Example - arrivals only)
An example from Oded Cohens presentation at 17 TOCPA conference
19
www.tocpractice.com
How to make
quick and painless
BUFFER MANAGEMENT Make to Availability
Stock Buffers
Getting more and more control over the period of just 2.5 months
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How to make
quick and painless
BUFFER MANAGEMENT Make to Order
Diagonal Production Buffer getting control in just 4 weeks
% of consumption
of PRESCRIBED elapsed time for this WO
Day 1
After 2 weeks
After 1 month
% of WO content completion
www.tocpractice.com
How to make
quick and painless?
THE ANSWER:
ENSURE THAT YOU ARE GETTING RESULTS!
Through:
Instituting correct measurements
DOING PLANNING TO ACHIEVE MEASUREMENTS
Building and daily circulating reports that allow to
get information for the new measurements
Ensuring authority to take corrective actions
TAKING CORRECTIVE ACTIONS
Knowing and adhering to new procedures
www.tocpractice.com

Jelena Fedurko - ENG - 17 TOCPA - Vilnius - 15 May 2015

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17th International Conference of the

TOC Practitioners Alliance - TOCPA

15 May 2015, Vilnius, Lithuania

How to make implementation

17th International Conference of the TOC Practitioners Alliance - TOCPA

Looking forward to the

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

What is the meaning of

Completing Roll-Out and

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Content and logic of what

Executing the implementation plan

Copyright 2015 Jelena Fedurko & Oded Cohen

Completing Roll-Out and

Finalizing and formalizing

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

17th International Conference of the TOC Practitioners Alliance - TOCPA

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Common confusion between the

The pre-decision stage

Relevant people evaluate change and

The post-decision stage

In the post-decision stage there is no room any more to persuade people

17th International Conference of the TOC Practitioners Alliance - TOCPA

Common confusion between the

Addressing 6 Layers of Resistance

Layer 1: Not agreeing on the problem

1. Reaching agreement on the problem.

Layer 2: Not agreeing on the direction of

2. Reaching agreement on the direction

Layer 3: Not agreeing that the solution

3. Reaching agreement that the change

Layer 4: Fear of negative ramification

4. Reaching agreement that the change

Not addressing the 6 Layers of Resistance in the post-decision stage

17th International Conference of the TOC Practitioners Alliance - TOCPA

Relevant tools and knowledge:

1. Reaching agreement on the

Showing that performance measurements are low;

2. Reaching agreement on the

Presenting detailed knowledge of the Injections;

3. Reaching agreement that the

Showing how the injections bring the Desired Effects

4. Reaching agreement that the

Recording reservations in Negative Branch

5. Reaching agreement that the

Assisting in developing procedures and miniimplementation plans.

Copyright 2015 Jelena Fedurko & Oded Cohen

17th International Conference of the TOC Practitioners Alliance - TOCPA

Relevant tools and knowledge:

1. Reinforcing that the problem