2014 TOC

th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

2014 TOC
th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

Welcome
Notification
Program

CONTENTS
III
V
VI

TOC
TOC for Financial Decision Marking ............................................................ 1

The Breakthrough of Flow mystery ............................................................. 2

TOC
TOC Applications in Marketing and Sales .................................................. 3
TOC
The TOC Distribution Management Project of the Southern Cake
Industry Co., Hunan ......................................................................................... 4
-
Analyzing Current Reality Two Approaches to the Current
Reality Tree ......................................................................................................... 5
.
Same Machines, More Profit. ........................................................................ 6
Concerto
Overcoming the Inefficiency of Multi-tasking : Concerto
Enterprise Project Management Software. ................................................ 7
- TOC
Book presentation: Ever Improve - A Guide to Managing
Production the TOC Way ................................................................................ 8
: TOC -
Panel discussion: TOC - the past, now and into the future ................. 10
CCPM
The Application Experience of YMSLX CCPM in the Software
Development ................................................................................................... 14
I

2014 TOC
th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

TOCLSS - , TOCLSS A Focus,

Speedy and Simple Improvement Approach .......................................... 15
TOC
The Implementation of TOC Demand-pull Replenishment in the
Fashion Industry ............................................................................................. 16
TOC
The TOC Application and Thinking on the Credit Approval
Management in The Banking Service ....................................................... 17
SDBR
SDBR Production Improvements Case Study .......................................... 18

Focus on the Core Problem of a Company .............................................. 19

TOC
TOC Software Application and Implementation .................................... 20
TOC
The Path of TOC Operational Management and Ongoing
Improvement ................................................................................................... 21
() TOC
The TOC Implementation in Zengben Dalian Furniture Factory ........ 22
TOC
The TOC Implementation in the Taiwan Manufacturer of
Machine-tool Components.......................................................................... 23
Gsim
Learning to Make and Control Production Plans Effectively with
Gsim ................................................................................................................... 24
CCPM
CCPM Teaching - Learning the Principles of CCPM by Interactive
Games ............................................................................................................... 25
TOC
The Persuading Tool of Delivering TOC Throughput Accounting ...... 26
II

2014 TOC
th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

TOC
TOC

TOC

TOC TOC

TOC
TOC

TOC
2005 9 TOC

TOC TOC

TOC
TOC

TOC

2014 TOC
2014 11 11
III

2014 TOC
th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

Ever Improve, let success come naturally

This is the first time we gather in Guangzhou, China, to share experiences and to discuss problems in the
application of TOC in the real world situation. In the short period of two days, we shall be striving together
for the advancement toward our common vision realizing organizations continuous growth with the TOC
way and achieving the goal of win-win for all.
Cherish the past, master the present, and create the future
As the first TOC professional gathering in China, the uniqueness of the conference is the covering of a wide
spectrum of TOC applications, from classical management-improvement solutions, to innovative
methodologies, as applied to special topics such as: strategy, operation, production, distribution, marketing,
service, finance, project, training, software engineering and TOC thinking processes. The two-day programs
involve the participations of TOC masters, company leaders, senior consultants, academia professors,
experts and managers from various industries, through the activities of presentation on major topics and case
studies, panel discussion, and new book announcement, etc. Social activities, such as welcome reception
and sightseeing trips are organized for conference participants to get acquainted with one another for the
enjoyment of a relaxing moment and an opportunity for exchange of ideas.
Except for cherishing the joy of learning and the sweet-and-sour taste of practicing in the past, what we need
is to grasp the problems and opportunities facing us. We believe in that the TOC way of emphasizing ever
improve is the best prescription for organizations to shape their future .
Sailing naturally to success because of you
This conference can be successful because of your participation and support. Since the first TOC training
was held for the great China region in 2005, it has been a non-stop effort to exploit better ways of applying
TOC to meet the needs of local development and growth. Looking back, even though we may feel at times
that what we could do may not fulfill our heart, there have been positive feedback to acknowledge benefits
and appreciation. On the TOC journey, we are moving forward steadily with sound practices. We are
seeking for excellence wholeheartedly with the power of TOC to make this conference a healthy organization
commanding respect and admiration.
Now, the time has come for us to glorify and expand the mission of TOC. Many leaders and mangers in
organizations have realized its value and power, it is not because of fast improvement on business
performance, but to realize that TOC is the magic key to the transformation of their culture and the creation
of competitive advantage while facing new challenges in the new era of changing environment.
Ever improve, let success come naturally. With the firm belief in TOC, keep on going step by step; an ever
flourishing organization is around the corner.
Wish you all Safe and Well, Ever Flourishing

Frances Su
Chairman, 2014 TOC Conference, GuangZhou
Nov. 11, 2014
IV

2014 TOC
th

15 International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

Notification

For better experience, please mute your phone during

conference; if necessary, please take the call outside meeting
room.
For the sake of IPR, any kind of unauthorized recording is not
allowed.
Simultaneous Interpreting Service
Simultaneous interpreting is provided for better conference
delivery, leasing service will be closed 10 mins before
convening, and is forbidden during the conference.
Please return the SI device right after the closing everyday,
a valid ID is needed for leasing service, and will be retained
after returning the device.
Please follow the instruction when using the device, penalty
will be charged if any damage is made, following the rate set
set in service agreement between organizer and its supplier.
Please follow the notification on site in case of any changes.

 The Program
2014.11.14
Schedule

Title

Speaker

08:15

Registration
/

Morning
session

(Company)

ModeratorJane Wu/Will Jin

/
ChaDao life/Goldratt Consulting

09:00

TOC
Opening : Ever Improve the TOC way

Frances Su

TOCPA/
TOCPA/Chinese Goldratt Alliance

09:20

TOC
TOC for Financial Decision Making

Oded Cohen

TOCPA/TOC Strategic Solutions

10:20

break

10:35

The Breakthrough of Flow mystery

Mingzhe Lu

/
Dongbei University of Finance and
Economics/Runkey Consulting

11:05

TOC
TOC Applications in Marketing and Sales

Yungang Duan

Chinese Goldratt Alliance (CGA)

11:35

TOC
The TOC Distribution Management Project of the
Southern Cake Industry Co., Hunan

Xuechao Zheng

Chengbiao Wu

Hunan Province South Cake

Industry Co.

12:05
13:35
14:35
15:15
15:45
16:00

lunch
-
Analyzing Current Reality Two Approaches to the
Current Reality Tree

. .

Same Machines. More Profit.

ML Chao
Concerto

Overcoming the Inefficiency of Multi-tasking :

Paul Yeh
Concerto Enterprise Project Management Software.
break
- TOC
Book presentation: Ever Improve - A Guide to
Managing Production the TOC Way
: TOC -
Panel discussion:
TOC - the past, now and into the future

Afterno
on
session

Remarks by Panelists

16:30

Jelena Fedurko

Amy Jin

TOCPA/TOC Strategic Solutions

Profit Velocity Solutions
Realization Technologies

Publishing House of Electronics

Industry

Moderator:
Chinese Goldratt Alliance (CGA) /
Lufei Bao
DataDevelop & ISCEA HK
Henry Soo

TOC
The Total Brand Management under TOC

Jane Wu

TOC
TOC Application for Investments

Henry Tai Jupiter Capital Ltd.

TOCLean
The Integrated Applications of TOC and Lean

J.P. Chao

Chinese Goldratt Alliance

TOC
Using Coaching Mode in Promoting TOC

Lillian Lin

Chinese Goldratt Alliance

TOC
TOC Experience Sharing in Service Industry

Xiaoping Yang

ChaDao life

Cluster Visual Media/Wootrip

Comments & questions by the audience

Evening
activity

VI

18:00

end

19:00
~
21:00

Welcome Reception

 The Program
2014.11.15
Schedule

Title

Speaker
Registration

08:30
/

Morning
session

ModeratorJane Wu/Will Jin

/
Jianhang Ou/
Ming Lu

/
ChaDao life/Goldratt Consulting

09:00

CCPM
The Application Experience of YMSLX CCPM in the
Software Development

09:30

TOCLSS - ,
/
TOCLSS A Focus, Speedy and Simple Improvement YK Chan
Approach
Sebastian Chan

Six Sigma Institute

10:00

TOC
The Implementation of TOC Demand-pull
Replenishment in the Fashion Industry

Fast Fish Co.

Gordon Huang

YAMAHA Motor Solution Co.

break

10:30
10:45

TOC
The TOC Application and Thinking on the Credit
Approval Management in The Banking Service

Tom Huang

Shanghai Pudong Development

Bank

11:15

SDBR
SDBR Production Improvements Case Study

Rex Yin

Chinese Goldratt Alliance (CGA)

11:45

Focus on the core problem of a company

Will Jin

Goldratt Consulting

12:15

Afterno
on
session

(Company)

lunch

13:40

TOC
TOC Software Application and Implementation

//
Louis Chan/Roger P2 Solutions
Lai/York Peng

14:10

TOC
The Path of TOC Operational Management and
Ongoing Improvement

Freeman Yang

ZS Consulting

14:40

()TOC
The TOC Implementation in Zengben Dalian
Furniture Factory

//
Masumoto Masaomi/
Candy Han/Bblythe Li

ZENGBEN(DALIAN)WOODEN
MANUFACTURE CO.

15:10

TOC
/
The TOC Implementation in the Taiwan Manufacturer Susan Chen/
of Machine-tool Components
Jimmy Chou

15:40

Chinese Goldratt Alliance (CGA)

break

15:55

Gsim
Learning to Make and Control Production Plans
Effectively with Gsim

16:35

CCPM

CCPM Teaching - Learning the Principles of CCPM by

S. H. Chang
Interactive Games

Minghsin University of Science &

Technology

17:15

TOC
The Persuading Tool of Delivering TOC Throughput
Accounting

Chinese Goldratt Alliance (CGA)

R. K. Li

Jadis Hsu

17:45

Appreciation and Best wish

18:00

end

()
(Taiwan)National Chiao Tung
University

VII

2014 TOC
15th International Conference of the TOC Practitioners Alliance - TOCPA

15 TOCPA

VIII

Note

2014 TOC
TOC
TOC for Financial Decision Marking
Time

11/14/2014 9:20-10:20

Speaker Oded Cohen

TOCPA/TOC Strategic Solutions

TOC
TIOE

TIOE

Abstract
Measurements are needed in order to judge the progress towards the
goal. Measurements are also needed in order to provide management
with the ability to judge the impact of their decisions and actions on the
performance of the business. Traditionally, Cost accounting has been
extensively used for managerial decision making.
TOC has been challenging the use of cost accounting and is offering
simple and practical operational measurements known as Throughput
Investment and Operating Expenses (T-I-OE).
The presentation highlights significance and importance of
Throughput over cost. Examples are given to demonstrate the use of
T-I-OE for operational and strategic levels and the way they are used
in supporting management incorporating the five focusing steps in the
way they manage their system.

2014 TOC

The Breakthrough of Flow mystery

Time

11/14/2014 10:35-11:05

Speaker Mingzhe Lu
/
Dongbei University of Finance and
Economics/Runkey Consulting

TOC

TOC

Abstract
A company or an organization aims to convert input into output,
during which the operation efficiency could be measured by Flow.
According to TOC, the performance in any company or organization
could be improved drastically through increasing flow.
The key to improve flow lies in understanding flow mechanism in a
system; reading how managers make decision; comprehending the
logic behind TOC solution; differentiating consensus and
misunderstanding.

2014 TOC
TOC
TOC Applications in Marketing and Sales
Time

11/14/2014 11:05-11:35

Speaker

Yungang Duan

Chinese Goldratt Alliance

TOC
B2C

TOC

Abstract

According to TOC on the definition and basic hypothesis of

marketing and sales, this topic deduces the methodology of
operation process of sales system and Mafia Offer of B2C.

This method is called Pull Lead-Relationship Marketing, which

aims to build an irreplaceable relationship with prospects before
transaction to close the deal, and design sales process and
buffer management according to TOC production and operation
to realize the scale of sell like factory production.

2014 TOC
TOC
The TOC Distribution Management Project
of the Southern Cake Industry Co., Hunan
Time

11/14/2014 11:35-12:05

Speaker /
Xuechao Zheng / Chengbiao Wu

Hunan Province South Cake Industry Co

1.
2.
3.
4.
5.

TOC

TOC
TOC 15

Abstract
1.
2.
3.
4.
5.

Company profile and TOC distribution project

Internal training before project
Consensus and goal defined for TOC distribution
15 steps of implementation from TOC distribution
Reflection on problems and opportunities from implementation

2014 TOC
-
Analyzing Current Reality Two Approaches
to the Current Reality Tree
Time

11/14/2014 13:35-14:35

Speaker Jelena Fedurko

TOCPA/TOC Strategic Solutions

TP TOC TOC
TOC

CRT

CRT TOC
CRT

Abstract
The Thinking Processes (TP) are an important part of the TOC. They
provide the TOC practitioners with the ability to capture and record
the conceptual and practical base of any solution. There are
situations when the generic solutions of TOC are not applicable. If a
new strategic solution is needed to be developed there is a need for
thorough understanding of the problem to be solved. This is when the
need for the Current Reality analysis is crucial.
The analysis is captured in the Current Reality Tree (CRT). Is
contains a structural cause and effect (C&E) connections explaining
how the core problem is linked to all the problems that cause the
system to perform in an unsatisfactory way.
There are two major ways to construct the CRT. The presentation
describes both approaches and focuses on one that is less know to
the TOC community - the three clouds approach. This approach has
been proven to bring better quality CRT especially in the area of
identifying the core problem.

2014 TOC
.
Same Machines, More Profit.
Time

11/14/2014 14:35-15:15

Speaker

ML Chao

Profit Velocity Solutions

6 TOC

---

Abstract
Most manufacturers operate with their plants half empty most of the
time. Worldwide, the opportunity costs of so much idle capacity are
staggering.
In our attempts to chip away at this, we pursue productivity
improvement methods such as LEAN, 6 Sigma, and TOC to help
reduce costs, become more price competitive, and win more orders.
But still our plant remains half full.
We blame the sales force. We make the excuse that The market is
the constraint. Theres just not enough demand. But is that true?
Or are we being misled by faulty information?
Are we failing to compete for unprofitable orders where the margins
are just too low? Are we certain that all such orders really are
unprofitable? What if some of these below minimum margin
orders are actually quite profitable?---but this just does not show up in
our accounting reports. What if we could confidently and precisely
trim prices on such Hidden Winner orders in return for more
volume?

2014 TOC
Concerto
Overcoming the Inefficiency of Multi-tasking :
Concerto Enterprise Project Management Software.
Time

11/14/2014 15:15-15:45

Speaker Paul Yeh

Realization Technologies

CCPM
TOCConcerto
40

Concerto

Abstract
Derived from the late Dr. Eli Goldratts Theory of Constraints (TOC),
Critical Chain Project Management (CCPM) is the better way to run
projects. During the past 15 years, Realization has used its
Concerto software application to put CCPM into action with more
than 200 clients, bringing them in excess of US$4 billion in value.
Tracking project progress in real time has replaced the old-fashioned,
hierarchical management reporting system, which was plagued with
bureaucracy and delay. In a world that demands speed and
efficiency, Concerto s enterprise project execution and task
prioritization engage all levels of management everywhere in the
organization with front-line people to check progress, make
decisions and get work done.

2014 TOC
- TOC
Book presentation: Ever Improve
- A Guide to Managing Production the TOC Way
Amy Jin

Oded Cohen

Publishing House of

TOCPA

Electronics Industry

TOC Strategic Solutions

21 - TOC
TOC
5 1
U

2
TOC TOC

TOC

35
TOC

TOC
TOC TOC

Oded Cohen 40
TOC

2014 TOC
Ever Improve
- A Guide to Managing Production the TOC Way

Introduction
The most popular management tool in 21st century - TOC
A must-read guide for TOC experts
This book includes 5 chapters. Chapter
1
introduces
a
problem-solving
U-shape that identifies the current
problem, the potential development
and viable approaches accordingly.
Chapter 2 is an overview on production
and operation, defining the basic TOC
knowledge and terminology, and
establishing the common language on
production and operation through
learning the concept and principle.
Chapter 3-5 introduces tow common models (MTO, MTS) in
manufacturing, and then the unique TOC MTA model. The chapters
illustrate the undesirable effects in reality, set the goal of system
performance, identify the gap between the reality and the goal, define
performance measures, and design detailed improvement plans and
risk control mechanics, as well as work behaviors.
The book differentiates itself from other TOC publications as a
tool-book, which should benefit TOC practitioners, experts and
mangers with an eye-opening and AHA experience.
About Author
In the past 40 years, Oded Cohen, the renowned icon in TOC
community, dedicates in developing, teaching and implementing TOC
methodologies, solutions and processes. He has been working with
Dr Eli Goldratt for decades all around the world.

2014 TOC
: TOC -
Panel discussion:
TOC - the past, now and into the future
Time 11/14/2014 16:30-18:00
Moderator
Lufei Bao
Chinese Goldratt Alliance
Henry Soo
DataDevelop & ISCEA HK

TOC
The Total Brand Management under TOC
Speaker Jane Wu
ChaDao life

1.
2.
3.
4.

Abstract
1.
2.
3.
4.

10

The true win win under the overall concept

The interaction and symbiosis of business and sales
The examination of the "integrated marketing" concept
To be continued - to be changed, is the concept

2014 TOC

TOC
TOC Application for investments
Speaker Henry Tai
Jupiter Capital, Hong Kong

-
TOC -
TOC?

Abstract

Viable Vision Elis experiment

TOC and investments Jonah and Alex Rogo
TOC in one word?

TOC Lean
The Integrated Applications of TOC and Lean
Speaker J.P. Chao
Chinese Goldratt Alliance

1.
2.
3.
4.
5.

DCE

DBR/SDBRTOCR

Abstract Five steps of LEAN implementation

1. Identify ValueDecisive Competitive Edge DCE
2. Identify Value Stream
3. FlowFlow TimeFlow of Bottleneck and Time ,Capacity ,
Stock Buffer
4. PullDBR/SDBRTOCRJust pull dont wait
5. PerfectBuffer management , Reduce Variation and Reduce
Buffer Size

11

2014 TOC

TOC
Using Coaching Mode in Promoting TOC
Speaker Lillian Lin
Chinese Goldratt Alliance

TOC

Abstract
Organization for the TOC is a reconstruction project about
thought transformation, which must be done as the management
mechanism. Then the company will obtain the continuing
interest and benefit.
Coaching model bases on neutral position, without a critical
attitude, establish a high trust with the client. Coaching is the
dialogue with matrix view to deep the frame of mind, belief and
values from the client. Coaching will challenge a person in the
inner games to achieve the conversion in the present.
Coaching model, therefore, is not generalizing the everybody
have the same idea or mind. Coach will realize how people think
about his matter, thinking, concerns, and encourage people
detect his inertia. That will get the real promise, commitment
and responsibility to improve the organization getting the
long-term effect.

12

2014 TOC

TOC
TOC Experience Sharing in Service Industry
Speaker Xiaoping Yang
/
Cluster Visual Media/Wootrip

2012 10 TOC2013 2 TOC

SDBRDBM CCPM
2009 11 2012 12 3
BSC
2012 10 TOC 2014 2
TOC BSC
TOC
CCPM

TOC
Abstract
Our TOC journey started from Oct 2012, we implement TOC in
all functions from Feb 2013, mainly using SDBRDBM and
CCPM
BSC was applied as the main management tool from Nov
2009 to Dec 2012 in outsourcing service for telecom and unicom.
After Feb 2014, we shifted from BSC to TOC.
During implementation, I gradually learned CCPM is more
flexible when dealing each customer and order in service sector,
because the changes from suppliers and customers are more
dynamic than that in other industries, the preset process only
leads to bad experience.
TOC is also applicable to the service sector coupled with
uncertainties.

13

2014 TOC
CCPM
The Application Experience of
YMSLX CCPM in the Software Development
Time

11/15/2014 09:00-09:30

Speaker /
Jianhang Ou / Ming Lu

YAMAHA Motor Solution Co.

40 25 IT 6
260 8
60

CCPM
IT IT
CCPM
2013
(
100% 30% 15%
)
Abstract
An IT team of 40 staff with average age of 25 needs to develop and
deliver a global base information system with 8 modules for a large
MNE within 6 months with only 260 man-month. 3 months are in peak
season when on average 60 men are needed per month. How to
deliver on time with limited capacity? Why CCPM is introduced?
What are the earnings?
As global IT offshore centre for YAMAHA Motor Group, Xiamen
Branch will share CCPM project experience: how to deliver on time
with stable quality within budget for a large software development
project in 2013. (DDP 100%, capacity released 30% more, avg. OT
15% less, unified project management mechanism).

14

2014 TOC
TOCLSS - ,
TOCLSS A Focus, Speedy and Simple
Improvement Approach
Time

11/15/2014 09:30-10:00

Speaker /
YK Chan/Sebastian Chan
Six Sigma Institute

TOC TOC TOC

TOC TOC
TOC

TOCLSS
TOC

Abstract

The sharing of TOC knowledge, the number of qualified TOC

professionals and TOC application in China is far behind many
countries.

This is properly due to lack of TOC promotion and unavailability

of TOC experts couple with numerous failed cases that prevent
the TOC to grow further in this country.

The use of an integrated approach: TOCLSS which produces

rapid and dramatic results can regain the confidence of using
TOC for long term benefits.

This presentation cites a number of case studies on how to use

this focused, speedy and simple approach in various industries.

15

2014 TOC
TOC
The Implementation of TOC Demand-pull
Replenishment in the Fashion Industry
Time

11/15/2014 10:00-10:30

Speaker Gordon Huang

Fast Fish Co.

1.
2.
3.
4.
5.
6.
7.
8.

TOC

TOC

Abstract
1.
2.
3.
4.
5.
6.
7.
8.

16

Company profile and status quo

TOC application
Current reality of garment industry and its supply chain
Current reality and dilemma of fashion garment industry
Pull replenishment application on quantity
Flow for pattern management
Role of inventory turns
Cons of TOC for discussion

2014 TOC
TOC
The TOC Application and Thinking on the Credit
Approval Management in The Banking Service
Time

11/15/2014 10:45-11:15

Speaker

Tom Huang

Shanghai Pudong Development Bank

2013 10
TOC
60% 94%
30%

TOC
TOC
Abstract
The department of a joint-stock commercial bank in China had
adopted TOC method to modify present business operation mode.
According to analysis of the results, the rate of on-time job completion
had been enhanced from 60% to 94%, and the date of delivery was
shortened by 30%, which all approved significant efficiency. However,
new challenges come up: How to make great progress in the aspect
of quality management, How to transform the efficiency of a
department into the competition advantages of the whole company,
which would be realized in virtue of TOC concept. In this case, it
shares the process, efficiency, instruction and thinking
of TOC revolution in the credit approval department of bank industry.

17

2014 TOC
SDBR
SDBR Production Improvements Case Study
Time

11/15/2014 11:15-11:45

Speaker Rex Yin

Chinese Goldratt Alliance

TOC
Nanjing
donghua driving shaft Co.,Ltd.
NDS
TOC

TOC

Abstract
The presentation shares the methodology and technics of TOC
production applied in the son company of a renowned listed company,
Nanjing donghua driving shaft Co.,Ltd. (abbr.NDS), the first
state-owned enterprise adopting TOC. Although SOE is of distinct
characteristics of socialism, the dilemma derived from cost world is
almost the same as that in private company. After implementation, the
management and performance are greatly improved.

18

2014 TOC

Focus on the Core Problem of a Company

Time

11/15/2014 11:45-12:15

Speaker Will Jin

Goldratt Consulting

1.

;
2.

3.

Abstract
1. What to change: Management attention is the ultimate constraint
of the system. A lot of companies management make 3
managerial mistakes: Imposing simplicity on complexity;
Imposing certainty on uncertainty; Imposing harmony on conflicts
2. What to change to: Decide how to exploit the systems
constraint(s): Focus on the core conflict bringing ongoing
Stability and Growth; Build, capitalize and sustain the decisive
competitive edge which can bring value to client.
3. How to cause the change: Subordinate everything else to the
above decision: Remove the mechanisms blocking management
attention from building, capitalizing and sustaining a competitive
edge.

19

2014 TOC
TOC
TOC Software Application and Implementation
Time

11/15/2014 13:40-14:10

Speaker //
Louis Chan/Roger Lai /York Peng
P2 Solutions

TOC TOC
TOC

Abstract

Well-designed TOC software is a powerful tool for TOC consultants

during implementation. This presentation illustrates the TOC
software and its benefits through the cases in production and
distribution.

20

2014 TOC
TOC
The Path of TOC Operational Management
and Ongoing Improvement
Time

11/15/2014 14:10-14:40

Speaker Freeman Yang

ZS Consulting

DDP 50% 90% T 45%

WIP 50% Lead-time

TOC

TOC
Abstract

Shanxi Shengtai Machinery Co.Ltd provides the sheet metal for

specified clients. The order and estimation pose great challenge to
the management system and service level.
After one year improvement, productivity increased, DDP up to 90%
from 50%, T 45% more, WIP 50%less, production LT halved, the
availability of raw material and repeat SKU improved significantly,
development LT was shortened, satisfaction rate increased.
Except for performance improvement, consensus is built among
functions to facilitate communication. With the new decisive
competitive edge, the company is able to develop more clients than
focusing on one. This case TOC story from Shengtai Machinery.
21

2014 TOC
() TOC
The TOC Implementation
in Zengben Dalian Furniture Factory
Time 11/15/2014 14:40-15:10
Speaker //
Masumoto Masaomi/Candy Han/Bblythe Li

ZENGBEN(DALIAN)WOODEN MANUFACTURE CO.

1997
2010

2010
TOC

TOC

Abstract

Dalian Zenben Wooden, founded in 1997, is a small furniture

manufacturer, solely owned by Japanese. Before 2010, the excessive
inventory, long production lead time coupled by the fierce
competition prevented the company from responding the clients
demand of quick delivery with right quality, etc , and bottom line
was also greatly affected. The presentation will go through the TOC
journey and share the stories during implementations.

22

2014 TOC
TOC
The TOC Implementation in the Taiwan Manufacturer
of Machine-tool Components
Time

11/15/2014 15:10-15:40

Speaker /
Susan Chen/Jimmy Chou

Chinese Goldratt Alliance

Oded 8 injection
TOC
injection1~3

Abstract

The business is very traditional on the way of development and

product. They want to change desperately, so we start the project,
applying the TOC solution and Odeds 8 injections. Due to
incomplete organization structure and function, we are in the 4th
year of implementation but only accomplishing injection 1~3 ,
there is still a long way to go.

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2014 TOC
Gsim
Learning to Make and Control Production Plans
Effectively with Gsim
Time

11/15/2014 15:55-16:35

Speaker R. K. Li
()
(Taiwan) Chiao Tung University

Gsim(The Goldratt Simulator) Eli Schragenheim 1986

TOC
Gsim

TOC SDBR

Abstract

Eli Schragenheim developed Gsim in 1986 for TOC production

learning. This presentation introduces what is Gsim, uses a case
study to expose the reason of poor scheduling and implementation
for operators, and validate the mechanism of TOC SDBR.

24

2014 TOC
CCPM
CCPM Teaching - Learning the Principles of CCPM
by Interactive Games
Time

11/15/2014 16:35-17:15

Speaker S. H. Chang
()
Minghsin University of Science & Technology

CCPM
CCPM

Abstract

The purpose of this presentation is to describe how

a CCPM simulation game be designed and how to simulate the
differences between the traditional project and CCPM in planning
and execution. This game through role play to enhance student
learning. It also allow students to develop a deep understanding of
the differences in how the two project management methods
operate.

25

2014 TOC
TOC
The Persuading Tool of Delivering
TOC Throughput Accounting
Time

11/15/2014 17:15-17:45

Speaker Jadis Hsu

Chinese Goldratt Alliance

TOC

Abstract
Product cost is a key component in the cost world. Many strategic
decisions are based on product cost, such as quotation, improving
efficiency assessment, product contributionsetc. However, costs
set by allocation are based on many false assumptions, which may
lead to bad strategic decisions.
The TOC duck game can be used to convince clients: it explains how
labor and operating expenses are connected to products, how
strategic decisions are misled by product cost, as well as using the
difference between the time consumed and efficiency gained from
Capacity Constraints Resource to replace strategic decisions from
product cost.

26