Corporate Training

Contents of Training on “CCPM – Critical Chain Project Management”

• Review the Fundamentals
  • What are projects / a project manager / a project team?
  • What is an Executive sponsor and a Project sponsor?
  • Difference between Projects , Programs and Portfolios
  • What are Project Management processes?
• Define the Project work
  • Defining Project scope
  • Aligning project deliverables with company objectives
  • Risks, Issues and Assumptions
  • Develop a Project Charter and Project Management Plan
• Build and Manage the project schedule and budget
  • Create a Work Breakdown Structure (WBS)
  • Estimate the effort
  • Sequence the activities
  • Assign resources
  • Estimate Project duration and cost
  • Balance schedule and resources and add milestones
  • Manage changes to schedule and Budget
• Managing Projects in TOC way (What to Change?)
  • Concentrating on lowering uncertainty, various projects Issues
  • The Core Conflict of Projects
  • The direction of solution
  • Safety in realistic estimations
  • Parkinson’s Law
  • Gains not getting transferred
  • Multi Project Environment

• Solution (What to change to?)
  • Multitasking Vicious Cycle and its resolution
  • Dealing with Vicious Cycle
  • Cause and Effect of Vicious cycle
  • Convention
  • Resource contention (People shuttle between tasks, killing productivity and stretching projects).
  • Human Behavior (people at every level hide safety in their commitments)
  • Staggering
  • Concentrating the Safety Buffers
• Critical Chain Method
  • TOC Focusing Steps
  • Critical Path Vs Critical Chain
  • Late Start Vs Early Start
  • Identifying the Critical Chain
  • Project Planning Adjustments
• Buffer Management
  • Drum, Buffer
  • Managing Buffers
  • Buffer Consumption
  • Feeding Buffers
  • Resource Buffers
  • Guidelines & Mechanism to set priorities
• Measurement
  • Criteria to judge the status of the project
  • Conventional Measurements
  • Measuring the Progress of the Project(S)
  • Project Status reports and reporting
• Communications

Contents of the Training on “Distribution & Supply Chain”

1. What to Change?
2. The Challenge
   • Core Conflict
   • What is Distribution?
   • Using TOC Focusing Steps
   • The Prime parameters to determine the inventory target
     • Level of Consumption
     • Inventory & replenishment time
       • Impact of Variability in Consumption
       • Variability in replenishment time
     • Batching
     • Order lead time
     • Production lead time
     • Transportation lead time
   • Inventory jeopardizing sales
   • Underlying Assumptions
3. What to change to?
   • The relative accuracy of Forecast uniform throughout the system
   • Warehouses concept
   • Ordering cycle and frequent replenishments
   • Dealing with shops and slow movers
   • Measurements of execution of solution
   • Implications on a plant that feeds a distribution system
   • Synchronizing a supply chain
   • Internal supply chain
4. How to cause the change?
   • Implementation process

Contents of Training on “TOC way of Sales”

• TOC Fundamentals
• The Five Focusing Steps
• Focus
  • Simple and Complex Systems
  • 5 Focusing Steps
  • Constraints and non-Constraints
• Thinking Process
  • Overview of Thinking process (TP)
  • The Nature of other Approaches to Problem-solving and decision making
  • Evaporating Cloud
  • Current Reality Tree
  • Core Conflict
  • Future Reality tree
• Sales and Marketing
  • Client’s Vs Supplier’s Perception of Value
  • Devising a Winning Offer
  • Transition to Sales
  • How we can bring change in everybody’s life by bringing little change in our selling process?
• Layers of Resistances
  • Pealing the layers of resistance off
• TOC way of Sales Process
  • Selling the winning offer
  • Increasing the chances of conversions
• Mafia Offers in Sales
  • Various types of offers in Sales (TOC way)
    • How to identify which offer to work in which environment?
    • Offer Model Workshop
  • Rolling out of the offer in the company
    • Sizing Up the Opportunity
    • The Inventory Turn Strategy & Tactic Tree
    • Implementation Considerations