11 - Jeffrey Schraeder_23 TOCPA_USA_21-22 March 2016 V2

7/26/2019 11 - Jeffrey Schraeder_23 TOCPA_USA_21-22 March 2016 V2

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23rd International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 21-22 March, 201, Tennessee, !"A

TOC Extended to Organization

Design

Jeff Schraeder

Circles of Clarity

USA

March, 2016


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23rd International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com

Jeff Schraeder

Experiences: 1966 - Current

Bell Labs Analog to Digital era

IBM Modern Mainframe era

COO of a technology company

Strategic Advisor to the President

Continental Insurance Director of Systems Engineering STK

Entrepreneur:

Company Entir

Engine Performance

Convergent Works

Goldratt Consulting

Circles of Clarity

[email protected]


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Process

Or#ani$ation

Market

Society

Constraints % &here are the'(

People


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&here TOC )its Toda'

Strategy (TOC S&T)

Structure (Organization)

Process (TOC DBR, CCPM, Distribution, etc)

Peope (Manage!ent Practices)

Market "

Society "

T#ese ee!ents are inter$epen$ent an$ iterati%eC#anges in one o' t#e ee!ents i cause c#anges in

t#e ot#ers


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Constraints % *ow do the' interact(

Peope Process

Organization

StrategyMarket

Society

$$resse$ by TOC

$$resse$ by RO

Potentia 'or*ain


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+ina#es

Organization Structure inks t#e strategy to t#e

process Manage!ent principes ink t#e peope to t#e

process

+' t#ese areas are strong, t#e i!pact o' TOC i bea!pi'ie$

(eperience s#os t#at goo$ processes can succee$

e%en in a poor organization an$ t#at a goo$

organization can o%erco!e ba$ processes)


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Or#ani$ation "trctre

-u!ber o' !anage!ent e%es

Manage!ent Practices

Task Co!peity Capabiity o' t#e Peope to #an$e co!peity


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Conditions for Possiilit'

#a%ing a #eat#y organization structure

re.uires/

0n$erstan$ing t#e nature o' ork 0n$erstan$ing t#e capabiities o' peope

0n$erstan$ing be#a%ior


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&hat to Chan#e(


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&hat to Chan#e to/

n organization structure t#at 'its t#e rea

nature o' t#e situation o' getting ork $one t#e strategy, t#e !arket, t#e nature o' t#e

tec#noogy, t#e pro$uct, an$ t#e 'un$a!enta

c#aracteristics o' ork an$ t#e peope #o

#a%e to $o t#e ork


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ildin# an Or#ani$ation

1Reationa t#eories (suc# as TOC) are syste!s o'

i$eas t#at estabis# a %eri'iabe an$ non2arbitrary reations#ip it# t#e ob3ecti%e or$

t#ey appy to4

5$gar Morin 6a !7t#o$e

&or shold e the asic element that dries

or#ani$ation desi#n.


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An Or#ani$ation Constraint

Mismatch etween the compleit' of the tass

that need to e performed and the capailit'of the people performin# the tass.

5''ects o' t#e constraint/

Tasks too si!pe/ ngry, bore$, stresse$

orkers an$ !anagers

Tasks too co!pe/ ngry, scare$, stresse$orkers an$ !anagers


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Matchin#

8

9

:


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*man &or

Try to parse t#is it#out a $e'inition o' 1ork;/

T#at as toug# wor $oing t#e wor t#ey ga%e !e

to $o to$ay at wor

)or this discssion *man &or is defined as/

T#e eercise o' $iscretion, 3u$g!ent, an$ $ecision !aking incarrying out tasks< $ri%en by %aues, an$ bringing skie$

knoe$ge an$ eperience into pay

Mec#anica ork = >orce t#roug# Space

?u!an ork = Decisions T#roug# Target Ti!e


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Principles

Management is full of bad, fuzzy terms. Real science knows that

you have to get particular in order to get something controlledTo !easure ork e nee$/

t#e e.ui%aent to a t#er!o!eter

precisey $e'ine$ concepts an$ ter!s

To !anage ork e nee$/

n organization structure aigne$ to t#e ork

Consistent 6ea$ers#ip practices


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irth of a thermometer

?ot or co$ #a$ no !etric 3ust #otter or co$er

-otice t#at ater c#ange$ %ou!e $ue to #eat @ater cou$ be encose$ in a tube as a toy

-otice t#at t#e c#ange in ater %ou!e asnAt consistent

Mercury c#ange$ %ou!e consistenty it# #eat Mercury cou$ aso be encose$ in a tube

T#e tube cou$ be !arke$ at 'reezing an$ boiing points

T#e $istance beteen t#e !arks beca!e te!perature


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Time "pan

The Thermometer

T#e ongest perio$ t#at can eapse be'ore t#e!anager can be sure t#at #is subor$inate #as

not been eercising sub2stan$ar$ $iscretion in

baancing t#e pace an$ .uaity o' #is ork

+t is a !easure o' t#e size o' t#e 3ob

+t is a !easure o' co!peity


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efinin# the leel of wor

Ti!e span (T#e t#er!o!eter)

Ski an$ eperience

aues

%aiabe training 6ack o' negati%e personaity traits


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Modes of Mental

Processin#

Concrete/ 4&+ 1 % 56

Decarati%e Perceptua2concrete t#inking Cu!uati%e +!agina2concrete t#inking

E Seria Conceptua2concrete t#inking

F Parae bstract2!o$e t#inking

Astract/ 4&+ 7-86

T#eory an$ strategy construction 0sing conceptua abstract

t#oug#ts an$ or$s to pu i$eas toget#er


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&or +eel 1

Ti!espan 0p to E Mont#s

Decarati%e rgu!ent 'ro! enu!eration

T#e !in$ is $eaing it# ork in t#erestricte$ sense o' #at t#e eye can see

Direct output


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&or +eel 2

Ti!espan E Mont#s to 9ear

Cu!uati%e rgu!ent 'ro! cassi'ication

T#e !in$ is $eaing not ony it# #at t#e

eye can see but aso at t#e i!age !akinge%e

Manage!ent $uties

Direct output

Manage$ output


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&or +eel 3

Ti!e Span 9ear to 9ears

Seria rgu!ent 'ro! cause an$ e''ect

T#e !in$ !o%es into t#inking about casses

o' t#ings an$ conceptsManage!ent $uties

+ntegration

Mentoring

Succession panning


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Mtal reco#nition 9rop

T#e 'irst E e%es are a/

Basic Tria$

!utua recognition group

Bui$ing bock 'or arger organizations


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:elationships

Manager to Subor$inate

T#e !anager !ust be capabe o' a$$ing%aue to t#e ork o' t#e subor$inate

T#is !eans t#at t#e !anager !ust be abe to#an$e a #ig#er e%e o' co!peity


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ildin# !p

-et Tria$

@ork e%e

@ork e%e E

@ork e%e F

@ork e%e


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*i#her +eels

Ti!e spans/

@ork 6e%e F 9ears to G 9ears

@ork e%e G G 9ears to H 9ears

@ork e%e I H 9ears to H 9ears

@ork e%e J H 9ears to GH 9ears

@ork e%e K 5instein, Mozart, etc


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";T < Or#ani$ation

:elationship

S&T @6 G Strategy 'or!uation an$ 'uture

t#inking S&T @6 F Con%erting strategy into necessary

con$itions

S&T E @6 E Coor$inating !utipe e''orts toar$st#e goa

S&T F @6 Direct !anage!ent o' processes

S&T G @6 Direct output


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";T < Or#ani$ation

:elationship@6 2G

@6 2F

@6 2E

@6 2

@6 2


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Mana#ement Practices

?iring

ssign!ents

5%auation

Succession Panning

>et >air Pay


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*irin#

0n$erstan$ing task co!peity

5%auating capabiity

Correcty !atc#ing capabiity to co!peity

0n$erstan$ing potentia


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Assi#nments

==T:

Luaity

Luantity Ti!e

Resource


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>alation

re you operating at your !ai!u!

potentia" re your subor$inates pro$ucing t#e re.uire$

.uantity"


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"ccession Plannin#

Manager once re!o%e$ is !entoring #is

$irect reportsA subor$inates Manager once re!o%e$ $eci$es on

pro!otion to net e%e


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)elt )air Pa'

>airy 0ni%ersay >et e%es eist/

Roug#y/

+ E o' 8

++ GG o' 8+++ 8 (t#e regionaNoca stan$ar$ 'or t#is e%e)

+ 8

F 8

+ K 8


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Conclsions

TOC uses boun$ary constraine$ concepts

6ea$ers#ip an$ !anage!ent practices generayack suc# $e'initions

Pro%i$ing boun$ary constraine$ concepts is t#e

'irst step toar$s science

Bui$ing an organization base$ on boun$ary

constraine$ concepts (or 3ust un$erstan$ing t#eorganization as gi%en) en#ances t#e poer o'

TOC


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*ow does this help TOC(

A perceied C> comes from the leel at which 'o

thin aot a prodct or a serice 6e%e T#ings are #at t#ey are an$ canAt be

anyt#ing ese (Luaity, Price)

6e%e T#ings can be gi%en a !eaning an$ acontet (Reiabiity, Ser%ice)

6e%e E T#ere is an aareness o' ot#er contets in

#ic# t#ings can be integrate$ to create aproprietary approac# (Positioning, Reations#ip)


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!p +eelin#

T#e !o$e o' t#inking $eter!ines t#e ay a

co!pany ses TOC soutions create t#e possibiity to c#ange t#e

contet aroun$ a sae

Raising t#e !o$e o' t#inking is necessary to ac#ie%esaes success

Raising t#e !o$e o' t#inking o' t#e co!pany is

necessary 'or $e%eoping ne DC5s

n$ so it goes


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Implementation of TOC

5%auate t#e capabiity o' t#e peope to

#an$e c#anges in $ecision !aking Tayor t#e presentations an$ training to

!atc# t#e capabiity o' t#e peope

Baance t#e rate o' c#ange to t#e capacity o'

t#e peope to absorb it


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:eferences

Re.uisite Organization 5iot a.ues

?u!an Capabiity a.ues, Cason

5ecuti%e 6ea$ers#ip 5iot a.ues

Core +nternationa 6e%es o' @ork T#e Disrupti%e Co!petence >abian an

rek#e!

Documents

11 - Jeffrey Schraeder_23 TOCPA_USA_21-22 March 2016 V2