Join us at Twin Cities TechPulse 2018 for a Deep Dive on Theory of Constraints
Bruce Lach, President of SUCCESS Computer Consulting, will be presenting a series outlining 3 foundational concepts of Theory of Constraints (TOC). Bruce has successfully leveraged TOC with dozens of small enterprises helping these companies achieve significant gains in both revenue growth and profitability. Throughout his 40 years of IT and general business experience, including being CEO or President of multiple SMB’s, Bruce demonstrates why TOC is the single most important “book” of business knowledge a leadership team can leverage to the benefit of the business, the employees, clients, and all other stakeholders. The goal of this series on TOC is to provide a “primer” that intrigues you enough to begin your own “TOC journey.” Each presentation includes guidance that you can begin to use immediately.
Why Constraints Dictate Profitability and How Managing to the Constraint Yields Incredible Profit Growth
This session demonstrates the Five Rules of Theory of Constraints and their highly focused and leveraged impact on the profit of a business. Learn why the constraint dictates most, if not all, of the financial performance of a company. With this insight, learn how the Five Rules provide guidance in quickly improving all operations of the business, yielding multiple times increase in profitability (vs % increase). As a side benefit, this demonstration will highlight how traditional thinking around concepts such as gross margin, lean, and Six Sigma may be working against us. Walk away with a methodology (e.g. follow the Five Rules) that you can bring to your respective enterprises and start the journey toward dramatic improvements in your organization.
Bruce will be presenting two follow up sessions that address managing process and managing projects via Theory of Constraints. While these apply internally to an organization, the focus of these presentations will be on how your organization primarily delivers value to clients. For example, a manufacturer may be primarily process-based, using a production line to produce a series of physical products sold into their channels and clients. As another example, a professional services firm may provide value to its clients primarily through a project engagement model.
Consider attending the follow up session that most closely aligns with your business and/or delivery model.
Managing Processes via Theory of Constraints
Many companies’ primary product or service is highly dependent on managing processes within the company. With this model, the product or service is delivered via a well-managed process, or so we hope. It seems that often the process is in some state of “not quite working right,” not delivering the anticipated results in terms of quantities or outcomes. And what isn’t quite working right appears to change by the day, the week or by the client, the product/service, or some combination of all, but never consistently.
Learn how Theory of Constraints addresses key assumptions in process management that, just like the financial side of the business, work against us. These include being efficient, balancing resources and capacities, and trying to leverage other methodologies such as lean and Six Sigma. Just as the constraint dictates the financial performance of the company, it also dictates how associated processes should be managed for outsized gains in capacities and performance. Walk away from this session with an approach to managing processes that creates a highly effective delivery engine for your products and services.
Managing Projects via Theory of Constraints
Many companies’ primary product or service is highly dependent on a project delivery model, which may be the single most challenging business model to pursue. There isn’t a good track record in any industry of being able to consistently deliver projects on time, on budget with the expected outcomes. From software development to construction to job shops, many companies struggle with their ability to effectively plan and then execute against multiple client projects.
Learn how Theory of Constraints addresses key assumptions in project management that work against us, regardless of the scale of our projects. From the number of resources required to estimation methods and more, traditional project management techniques often leave us looking for a better way. The “constraint” in a project, known as critical chain in Theory of Constraints terms, informs us how to better plan and deliver on project expectations thereby reducing cycle times while increasing on-time and on-budget rates. Head back from this session with key concepts to leverage in your project office and/or teams.
Register now for this exclusive opportunity to learn how to apply Theory of Constraints to your operations.