06-Konrad Bartel - 27 TOCPA - August 2016 - South Africa

www.tocpractice.
com
27th InternationalConferenceofthe
TOCPractitionersAlliance TOCPA
www.tocpractice.com
August1618,2016Johannesburg,SouthAfrica
Managing & Inspiring People
Konrad Bartel, OpsLogik Solutions, South Africa

17th 18th August, 2016
27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA
www.tocpractice.com
Konrad Bartel
Konrad Bartel studied Industrial
Engineering & MBA, has 20 years
experience as Production Manager /
Director
in
the
manufacturing
environment and 16 years TOC
Consulting experience in Marketing &
Sales, Supply Chain, Manufacturing
and CCPM Implementation. He
worked with Goldratt Consulting on
Viable Vision Projects. Konrad is also
an Ontological Business Coach and
implements TOC at organizations
throughout
South
Africa
and
internationally
Mobile: +27 83 262 0062

Office: +27 21 843 3103
konrad.bartel@opslogik.com
www.tocpractice.com
Introduction
A comprehensive solution to Manage and Inspire People

in a TOC managed company
What is the Problem with People in TOC?

Understanding the Core Problem
Developing the Solution Manage & Inspire
Details of the Solution The MIP S&T
Implementing Managing and Inspiring People S&T
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What is the Problem?
Two aspects to the Problem:

How do we motivate / manage people in a TOC Business?
You can buy a man's time; you can buy his physical
presence at a given place; you can even buy a measured
number of his skilled muscular motions per hour. But you
cannot buy his enthusiasm...you cannot buy loyalty...you
cannot buy the devotion of hearts, minds, or souls. You
must earn these.
Clarence Francis
From: The Logical Thinking Process H William Dettmer
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What is the Goal
We have a solution for Managing and Inspiring People

first part:
Harmony is gained through aligned

company, team and individual
ambitious goals
ArrievanNiekerk TOCPAConference2014
www.tocpractice.com

Not aware of a comprehensive TOC based solution of how
to manage people in a TOC Business.
While TOC has some ways to address human behavior
with a set of processes called Management Skills (see
the TOC TP books mentioned previously), there are
some other necessary conditions of executing a great
strategy that remain.
Choose one of the science-based behavior programs
(e.g., Covey, Influencer) based on the most important
current company needs.
Dealing with Human Behavior Gerald I Kendall - Chapter 18 ; TOC Handbook
www.tocpractice.com

Not aware of a comprehensive TOC based solution of how
to manage people in a TOC Business.
Bringing other technologies / solutions are always a problem due to

the misalignment between the Cost World approach and the
Throughput World approach.
Change Management People Resist Change!
Do people really resist change?
Theory 1 Yes, the larger the change, the larger the resistance
or Theory 2 Yes, we resist all changes that will not benefit us
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What is the Goal
We have a solution for Managing and Inspiring People

second part:
A comprehensive Strategy and

Tactic addressing all the People
management issues aligned with
the Generic S&Ts
www.tocpractice.com
Develop the Solution
Do it RIGHT Develop the Solution form basic principles

Brought three companies together
Aerosud: 600 people
Logo Print: 120 people
Coetzee & Coetzee: 20 People
Developed the Solution using the
Simplified TOC Analysis Roadmap
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Develop the Solution

STEP 5
STEP 1
WHY CHANGE?
Performance
Metric 2
Performance
Metric 1
Performance
Metric 3
STEP 4
HOW TO CAUSE THE
CHANGE?
DEFINEGOAL/
SUBJECT
UDE5(2%)
UDE4(3%)
UDE3(10%)
UDE2(15%)
UDE1(20%)
Target
Level
Current
Level
UDE
Conflict3
Need
UDE
Conflict1
STEP 3
TO WHAT TO CHANGE?
Tactic
SufficiencyAssumption
Copyright2015
Action
UDE3
S&T5.X:
UDE4
Action
UDE1
Need
Action
Need
Action
Need
Goal
Action
Action
Need
Action
UDE2
Stop
UDE
Conflict2
Need
Goal
CoreConflict
DE5
DE3
DE4
DE2
STOP
ParallelAssumptions
S&T5.X:
Need
FutureRealityTree
S&T3.3:
Sustain
Strategy
S&T5.X:
Action
UDE5
NecessaryAssumption
S&T4.X:
Managingand
MotivatingPeople
Need
Goal
S&T2.1:
DCE:Reliability/Availability
CompetitiveEdge
S&T3.2:
Capatilize
CurrentRealityTree
Goal
S&T1:
EverFlourishingCompany
S&T3.1:
Build
STEP 2
WHAT TO CHANGE?
GAP?
HOW TO CREATE
POOGI?
DE1
NewWin/win
Need
START
Goal
Need
LEGEND
Yes, but
UDE = UnDesirable Effect
PUDE
PUDE = Potential UnDesirable Effect

DE = Desirable Effect
START
STOP = Old Rules we must STOP using

START = New Rules we must START using
OBS = Obstacle
IO = Intermediate Objective
Reference: Alan Barnard
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Understanding the
Core Problem
Define a problem precisely and you are half way to a solution

from What is this thing called Theory of Constraints? by Dr. Eli Goldratt
Lets examine, what is the meaning of a problem

Intuitively, we understand that a problem exists whenever there is a
GAP between our current reality and some desired objective.
What limits us from solving this problem or closing the GAP?
It must be that some unresolved conflict or compromise limits or blocks
us from achieving the desired objective
Therefore, defining a problem precisely must start with a declaration of
the desired objective and the conflict that limits or blocks us from
Solving the problem.
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Understanding the
Core Problem
The Conflict Cloud - The Major Logical Tool

for developing an understanding of a
problem/conflict/dilemma AND developing a
solution.
B
D
Need
Action
A
Objective
C
D
Need
Action
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Understanding the
Core Problem
UDE
UDE
UDE
C
A
UDE
D
C
A
CoreConflict
D
C
A
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Understanding the
Core Problem
AnExample:
Focus on Win for

Customers & Consumers
Growth
Increase &
Protect
Sales
Take actions that improve

our competitive advantage
(Availability/Range, Cost/Inv,, Price, )
Profitably
Grow the
Company
Improve or at
least protect
Profits
Take actions that increase

margin & reduce costs
(Efficiency, Range, Cost,, Price)
Stability
14
Focus on Win for

Company & Shareholders
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Understanding the
Core Problem
In order to make sure that we all agree on the problem we will

use the Three Cloud Process to confirm the Managing and
Inspiring People core problem we are going to:
Identify your Managing People UDE,
Develop your conflict cloud,
Write youre A, B, C, D & D on sheets and stick then on the
big Cloud on the wall,
And well see what it reveal to us!
Please observe our behavior while we develop the Clouds and Core Conflict.
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Understanding the
Core Problem
Sequence:
Step1:WriteyourUDE
Step5:TransferA,B,C,D,
DtotheA5sizedCard
A
Objective
Step2:Polish&rewrite
yourUDE
B
Need
Step3:Developyour
ConflictCloud
C
Need
D
Action
Step4:Polish,Checksides
&rewriteyourConflict
Cloud
D
Action
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Understanding the
Core Problem
Step 1: Write Your UDE:
Whatisthebiggestproblemorundesirablesituation
thatyouhavewithManagingPeople?
Step 2: The UDE has a clear syntax with clear guidelines:
It is a complaint about an ongoing problem that exists in your reality

and because of this problem, you cannot perform better.
It should be written in present tense.
It is a description of the state, not an action.
It is within your area of responsibility.
Something can be done about it.
It must not blame someone.
It must not be a speculated cause.
It must not be a hidden solution to the problem (wishful thinking of
solving the problem).
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Understanding the
Core Problem
Step 3: Develop the Conflict Cloud:

D
Whatisthe
COMMON
OBJECTIVE
achievedbyhaving
BandC
WhatNEEDofthe
systemis
endangeredbythe
identifiedUDE?
WhatACTIONis
takentomeetthe
NeedB?
WhatNEEDofthe
systemwillbe
jeopardizedbythe
ActioninD
WhatActionis
takentomeet
NeedC and
jeopardizeNeedB?
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Understanding the
Core Problem
Step4:Polish
Inorderto
Imust
B
Inorderto
Imust
D
Need
Action
A
Objective
C
Imust
Inorderto
Andcheckthat:
DandDareinconflict
DjeopardizesachievingtheneedinC
DjeopardizestheneedinB
D
Need
Action
Imust
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Understanding the
Core Problem
Step 4: Polish, Check sides & re-write your Conflict Cloud

Check if your cloud must be flipped:
Global/EffectivenessSide
B
D
Need
Action
A
Objective
C
D
Need
Action
Local/EfficiencySide
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Understanding the
Core Problem
Step5:TransferA,B,C,D,DtotheA5sizedCard
A
Objective
B
Need
C
Need
D
Action
D
Action
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Validate the Core Conflict
Business,Dept.
andIndividual
GoalAlignment
Growing
Capabilities&
Relationships
Empower,Motivate
andUpskillpeople
Systemic&
Procedural
Control
Ensureprocedural
complianceandplay
theblamegame
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Becauseempowering,motivatingandupskillingpeopleunlocks
theinfinitepotentialoftheindividualforthebenefitofthe
individualandthebusiness
Business,Dept.
andIndividual
GoalAlignment
Growing
Capabilities&
Relationships
Empower,Motivate
andUpskillpeople
Systemic&
Procedural
Control
Ensureprocedural
complianceandplay
theblamegame
Empoweringandup
skillingstaffisinconflict
withcontrolforprocedural
compliancebecause:
we(I)lackknowledgeon
howour(my)behavior
impactsonthe
Company,Dept.andmy
individualgoal
thereismisalignment
betweenCompany,
Dept.andIndividual
goals
Becausevariabilityintroducedbypeoplemustbesubstantiallylimited.Thecombinationof
environmentalandindividualdifferencessignificantlyincreasetheunpredictabilityand
magnitudeofvariability.Leadershiphasthebiggestenvironmentalimpact.
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UDE
UDE
UDE
UDE
Fullunderstandingby
resourcesofthebenefitsor
consequencesofchangeare
notknown(PotofGold,
Mermaid,Crutch,Crocodile)
UDE
Trainingnot
focusedon
Constraint
TrainingQuality
(content&
application)
Empower,
Motivateand
Upskillpeople
Ensureprocedural
complianceand
playtheblame
game
Growing
Capabilities&
Relationships
Systemic&
Procedural
Control
Peoplearenot
clearonwhatto
focuson
Business,Dept.
andIndividual
GoalAlignment
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The Core Conflict D D

Assumption
Empoweringandup
skillingstaffisinconflict
withcontrolforprocedural
compliancebecause:
we(I)lackknowledgeon
howour(my)behavior
impactsonthe
Company,Dept.andmy
individualgoal
thereismisalignment
betweenCompany,
Dept.andIndividual
goals
Not knowing my own contribution or

thinking that my contribution is not
recognized.
Not knowing how others should
contribute or thinking that their
contribution is recognized too much or
too little.
Inherent conflicts on which rules to use to
best contribute to the company goal.
Unresolved gaps between responsibility
and authority (resulting in ongoing fire
fighting).
Inertia or fear that is not verbalized,
which block continuous improvement.
www.tocpractice.com
Breaking the Conflict
Business,Dept.
andIndividual
GoalAlignment
Growing
Capabilities&
Relationships
Systemic&
Procedural
Control
Provide peoplewith
theknowledgeto
contribute(Goals,
capabilties,
measurementsand
feedback)
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Breaking the Conflict
Knowing exactly how I should contribute and knowing

that my contribution will be recognized.
Knowing exactly how others will contribute and knowing
that their contribution will be recognized
All rules are aligned with the goal and strategy of the
company.
Gaps between responsibility and authority are
systematically identified and removed.
Constraint focused Continuous improvement process
and culture is in place.
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The Solution:
Manage & Inspire Injections
Recognize
Performance
Communicate
Goals
Eliminatethe
BlameCulture
Management
Change
Developa
ProblemSolving
Culture
Personto
PositionMatch
Remuneration
Alignedto
Performance
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The Solution:
Strategy And Tactics Entities
1
ProjectsCompanyS&T
Ever
Flourishing
BaseGrowth
EnhancedGrowth
2:1
2:1
Reliability
2:2
Early2:2
Delivery
Comp. edge
Build
Capitalize
Comp. edge
Sustain
Capitalize
Build
3:1
3:2
3:3
3:4
3:5
3:6
3:7
High
3:1
DDP
Reliability
3:2
Selling
Expand
3:3
Client
base
Load
3:4
Control
Capacity
3:5
elevation
Shifting to
3:6
Bonus
Deals
Rapid
3:7
Project
completion
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The Solution:
1
ReliableRapidResponseS&T
Ever
Flourishing
Build
BaseGrowth
EnhancedGrowth
2:1
2:2
Reliability
Comp. edge
Rapid
Comp. edge
Capitalize
Sustain
Build
Sustain
Capitalize
3:1
3:2
3:3
3:4
3:5
3:6
3:7
3:8
3:9
99%
DDP
Reliability
Selling
Expand
Client
Base
Load
Control
Capacity
Elevation
LT
1/4
RR Load
Control
RR
Selling
Expand
RR client
base
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The Solution:
Build
3:1
99% Due Date
Performance
4:11
4:12
Management
Attention
Inspiring &
Managing
People
5:12:1
5:12:2
5:12:3
Managing
People Rollout
Management
Change
Eliminating
Blame
5:12:4
5:12:5
Goal
Performance,
Communication Recognition &
Corrective
Action
5:12:6
Problem
Solving
Culture
5:12:7
5:12:8
Person to
Remuneration
Position Match
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Manage & Inspire S&T

Entity 4.1
Necessary
Assumptions
(NA)
Implementing TOC in companies does not

reach its full potential if the people factor is not
addressed,
As people resist change that they have a good
reason to resist, EFFORT is required to
remove the layers of resistance,
for people to adopt the required changes
voluntarily and with enthusiasm.
Harmony is gained by aligned company,

team and individual ambitious goals (in
Strategy aligned Growth, Relationships, Systemic &
Procedural Control)
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Entity 4.1
The Company adopts a people

management approach based on Respect
by implementing a zero blame tolerance,
putting the right people in the right positions,
Tactic giving them ambitious goals, knowing how
they and others should contribute to achieve
the goals and how they will be measured
and acknowledged.
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Entity 5.1.2
Management Change
Leadership (Executive management) is

responsible for setting clear goals and direction
for the organization. This creates a gap in terms
of grasping the new concepts and the execution
Necessary
of the new management MOO.
Assumptions
(NA)
Management change is necessary because the
MOO required for training, implementing &
managing in a flow focused environment is
vastly different from, and in conflict with,
managing local efficiencies.
Management has changed Respect is the

Strategy new MOO and the potential of the company,
team, manager and individual is unlocked.
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Entity 5.1.2
Management Change
Parallel Assumptions:
Leadership is required to change the Team/Department
approach from cutting cost & waste to understanding
subordination
Set new Goals relevant to the department
Create a safe space for change to take place
Must be able to Un-learn and Re-learn takes a lot to
swop the cost world paradigm for the Throughput world
paradigm.
Continual change must become part of life
Actively eliminate blame culture
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Entity 5.1.2
Management Change
Tactic:
Set the Local Goal(s),
Agree there is an Improvement gap, at the personal
level, as well as team/department level,
Choose to make the change,
Agree I can solve all problems Use Clouds & TP,
Show commitment, alignment with the new way,
Enable performance, leading from the front,
Live the No-blame & 6 layers of buy-in way.
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Entity 5.1.3
Eliminate Blame
"Letmespeculatethatyou,likeanyotherperson,havebeen
involvedinrelationshipsthatwerefarfromharmonious.Canyou
tellmewhatyouthinkwerethereasonsforthedisharmony?
IrushafewsuchrelationshipsthroughmymindbeforeIanswer."It
isbecausethepeopleIhadtherelationshipswithweretoo
egotistical.Theywerelookingmainlyaftertheirowninterestsand
didn'tcaremuchhowtheirdemandsaffectedme.
Sincehedoesn'taskfurtherIsay,"Nowcanyoutellmewhatthe
thirdobstacleis?"Hepauses.
"Thethirdobstacleisthatwetendtoblametheotherparty."
Smilingheadds,"Exactlylikeyoujustdid.
Chapter7 TheChoice;EliGoldratt &Efrat GoldrattAshlag
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Entity 5.1.3
Eliminate Blame
Icannotstopmyselffromcommenting,"It'snotthatI'mblaming.
I'mjuststatingthefacts."AndthenIask,"Inwhatwayisblaming
anobstacle?"
"Blaminganotherpersonisnotasolution..."
Iinterject,"Butitdoespointinthedirectionofthesolution."
"Thatisexactlytheproblem,"hesays."Intoomanycasesblaming
pointsusinthewrongdirection,inadirectionwherewewillnot
findagoodsolution.Evenifthepersonwillberemoved,inmost
casestheproblemwillstay."
Icheckseveralsuchscenariosinmymindtoverifyifheisright.He
mightbe.
"Moreover,"hecontinues,"blamingotherspoursfuelontothefire.
Itisarecipetoruintheharmonyintherelationship."
Chapter7 TheChoice;EliGoldratt &Efrat GoldrattAshlag
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Entity 5.1.3
Eliminate Blame
Blaming blocks the blaming persons ability to

think clearly and causes the person being
blamed to feel they are not making a positive
Necessary
contribution or adding value to the company.
Assumptions
It directs energy into protection mode and away
(NA)
from the reasoning required to find win:win
solutions and move to the new management
MOO
A blameless environment where high levels

of candour is commonplace. People feel
Strategy they are making a positive contribution by
adding value and keep taking stability and
improving actions
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Entity 5.1.3
Eliminate Blame
Tactic:
FindtheWin:Winsolution:
CapacitatepeoplewiththeTOCTPtoolsto:
1. Effectivelydealwithdaytodayandchronicconflicts,
2. Effectivelydealwithhalfbakedsolutions
3. Alignmentofresponsibilitywithauthority.
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Entity 5.1.3
InnerDilemmaConflictCloud
4
Need
5
Objective
1
Action
DotodayConflictCloud&
OrganizationalInterestConflictcloud
3
1
Need
Action
5
Objective
2
Need
Objective
2
Action
4
Need
Action
3
Need
5
Objective
Action
FireFightingCloud
Need
2
Need
Action
UDEConflictCloud
1
Action
2
Need
Action
EachtypeofcloudissolvedbyansweringtherelevantquestiontosurfacetheAction,
NeedorGoalinthesequenceasindicatedbythenumberinthecircle
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Entity 5.1.4
Goal Communication
Necessary
Assumptions
(NA)
Making a contribution is the way that peoples

security (stability) and satisfaction (growth) needs
are met which in turn lead to motivated / satisfied
people.
Knowing how to contribute and being recognized for
their contribution is at the core of having motivated
people.
Peoples contribution must be towards achieving the
global goal.
Every person know what the company

ambitious goal is, the connection between
Strategy their contribution and the company goal,
what they must contribute and how their
contribution will be measured.
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Entity 5.1.4
Goal Communication
AnEverFlourishing
Company
Goal
Manufacturing ProjectsReliability
ReliabilityDecisive
Decisive
CompetitiveEdge CompetitiveEdge
Critical
Success
Factors
Necessary
Conditions
CompanyCulture
andMOO
alignment
Manufacturing
capacityand
capabilities
Harmony is gained by
aligned company, team and
individual ambitious goals
PeopleInspiredtochangeand
managementeffortisbya
feather
Management
Change
Effective
Marketingand
Sales
GOALTREE TOCTP
Capabilitytodeal
withincreasing
demand
ReliableProject
capabilities
Use the Goal Tree to cascade

the Business goals down the
organization
Necessary Conditions become
the Goal for the next level
Business > Division >
Department > Team > Individual
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Entity 5.1.4
Goal Communication
AfewNotesonGoals&SettingGoals:
GoalsareopportunitesforPositiveRegognition,
Goalsmustbesetsothattheycanbeachievedbutstill
movingtheneedle
Nothingismoreunequalthantheequaltreatmentof
unequals.(AttributedtoVinceLombardi)
ExploitationandSubordinationmustbeclearlyundestood
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Entity 5.1.5
Performance Recognition
The correct actions need to be known

Necessary
The incorrect actions need to be known
Assumptions Correct Actions need to be taken and done in
(NA)
the correct way
The incorrect actions must not be taken
Every person in the organization do what

Strategy they should do and dont do what should
not have been done.
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Entity 5.1.5
Performance Recognition
Consequencesthatincreasebehavior
BehaviorDriver:
Schedule,
Tasklist
Instruction
Getsomethingyouwant
Positive
Reinforcement
Avoidsomethingyoudontwant
Negative
Reinforcement
Getsomethingyoudontwant
Punishment
Losesomethingyouhave
Penalty
Behavior
Consequencesthatdecreasebehavior
WorkOnce
PositiveReinforcementchangebehavior
MostPowerful Positive,Immediate&Certain
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The Company High Level

Effectiveness Model
TConverted
SalesProcess
TPurchased
Procurement
Order Book
TPicked
Raw
Materials
Operations
Distribution
Net
Throughput
Generated
Debtors &
creditors
TReleased
Procurement
Copyright2016
47
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Control Point Measurements
LittlesLaw
WorkInProcess=LeadTimeXAverageFlowRate
Bottleneck,CCR,SystemFlow
NonCCRFlow/ProtectiveCapacity
Example Manufacturingcompany
Copyright2016
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LittlesLaw
Example Projectscompany
WorkInProcess=LeadTimeXAverageFlowRate
SalesCCRFlowConversion
SalesWIP(FuturePlanned)
ExecutionWIP(Historical)
ProjectExecutionCCRFlow
KOM
ARC DsgnUpd2894
EoHDeve2808
WMS TactCat2345
ARC EoHExpD2834
EMC FSmnfOM2632
100%
% P r o je c t B u f fe r I n c u r s io n
90%
StyC2897
80%
BRU-RelMech2867
70% eCon2902EME-GenAdpt2883
60%
RDM-20Slide2907
PAT-FneAstr2886
50%
40%
30%
20%
TMT-iCam90L2884
10%
EME-InsPads2908
0%
0%
Copyright2016
10%
20%
EMC-fSv1Mnf2895
30%
40%
WMS-TowReel2572
50%
% Critical Chain Complete
60%
70%
80%
90%
1...
Printed on Thursday, August 11, 2016
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SalesProcess
Order Book
Procurement
Production
Debtors &
creditors
Market

CCRs
ProcuretoOrder
FlowRate
LeadTime
WIP
Copyright2016
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Entity 5.1.5
Problem Solving Culture
People tend to see more clearly when the water

Necessary
level drops
Assumptions creating a culture of problem solving at all levels
(NA)
frees up management time/effort and
develops skills to do proper problem solving
A self generating problem solving culture

Strategy exists aligned with achieving the company
goals
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Protective Capacity
Measurement
CellName
PCrevealed
Res pons i bl e
Date
84
Rate
parts/day
100
90
80
70
60
50
40
30
20
10
24 6:00
23 5:00
22 4:00
21 3:00
20 2:00
19 1:00
18 0:00
17 23:00
16 22:00
15 21:00
14 20:00
13 19:00
12 18:00
11 17:00
10 16:00
9 15:00
8 14:00
7 13:00
6 12:00
5 11:00
4 10:00
3 9:00
2 8:00
1 7:00
0 6:00
Cumpartsmoved
Cum moved+Cum PC
Notes
Durationofno
Reason(s)fornotachievingflowrate
Copyright2016
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Defining Exploitation Gaps
SalesProcess
Order Book
Procurement
Production
Debtors &
creditors
Market
IncreasingProtectiveCapacity
ProcuretoOrder
Ideallyacompanyssystemconstraintshouldbeinthemarket
Thefurtherawaythefunction/resourcefromthemarketthemoreprotectivecapacityis
required referBalancedFlowvs BalancedCapacityConcepts
InthisexampleSalesmustaddsignificantmorerevealedprotectivecapacitythan
anyotherfunction
Copyright2016
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Identifying and Defining

Improvement Projects
ReasonsforRed&
Black:
Primary=Bufferperformance
Secondary=CCR
ParetoAnalysis
Reason3Potential
Reason2Potential
Reason1Potential
AssociatedwitheveryControlPointMeasurement
andwitheveryNONCCRProtectiveCapacityisa
reasonforred,blackorratenotachieved
recordingmechanism
ThismechanismisusedtodoaParetoanalysisof
reasonforred,blackorratenotachieved
TheRequiredimprovementGOALisdefined
ACauseandEffectrootcauseanalysisisdonefor
eachReasonsexistenceandthepotentialcapacity
oftheimprovementisdetermined
Sufficientactionsareplannedforimprovementto
ensuretherequiredprotectivecapacity
DeveloptheProjectCharterforeachimprovement
project
Copyright2016
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Entity 5.1.7
Person to Position
Necessary
Assumptions
(NA)
Matching persons to positions is necessary to

ensure that the right person is in the right seat
this will achieve goals.
The right person on the bus and in the

Strategy
right seat and continualy improving.
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Entity 5.1.7
Person to Position
Tactic:
ToalignpeopletopositionsFormalHRpoliciesneedtobedefinedand/or
implementedbymeansof:
Indepthdefiningofjobprofiles(togettherightguidelineinordertoget
therightpersononthebus);
Recruitment&selectionprocessthatisalignedwithjobprofiles;(getting
therightpersononthebus)
Inaligningpersonstopositions,gapsareidentifiedwhichwillbe
addressedbymeansoftraining&development.
Clearcareerpathsforindividualscanbedevelopedwhichisalignedto
companyandindividualgoals
Establishaparadigmandprocessestoenableupwardmobility
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Entity 5.1.8
Remuneration
The local efficiency based management

paradigm often lead to a fragmented approach
to remuneration.
Necessary
The flow focused management paradigm
Assumptions
require workforce flexibility which is often
(NA)
hampered by remuneration policies.
It is also important that employees goals are
aligned with the company by meeting stability
and growth needs.
The companys remuneration system is

Strategy
aligned with a Flow focused Mode of
Operation
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Entity 5.1.8
Remuneration
Tactic:
ImplementaJobprofilealignedremunerationsystem.
ImplementaRemunerationsystemthatisalignedwiththegrowthinprofit
ofthecompany.EitherGainShareorSpecificperformancelinkedtothe
PerformanceRecognitionSystem
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Entity 5.1.1
Implementation
Everything cant be done at the same time.

Inspiring and managing people will go through
phases of application as the implementation of
Necessary
the TOC intervention progress. Sequence is
Assumptions
important!
(NA)
People are Inspired to change and

Strategy
management effort is by a feather
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Entity 5.1.1
Implementation
ParallelAssumption:
ManagementChange,EliminatingBlameandGoalCommunicationare
crossfunctional,highermanagementinterventionsthat,ifdonequickly,
willalignthemanagementteam,setthestageforagrowthculture,and
supportachievingtippingpoint.AstheImplementationrolloutprogress
andtheflowfocusedMOObecomethenormmanagementwillbemet
withnewrequirementsinmanagingtheirpeople continualmanagement
improvementmustbecomethenorm.
AstheTOCsolutionsareimplementedandthetransitioninMOOtakehold
PerformanceRecognition&CorrectiveActionandProblemSolvingCulture
shouldbeimplementedastheMOOchangebecomerelevanttoan
environment.
PersontoPositionMatchandRemunerationareHR&Executive
interventionsthatwilltaketimetodevelopandimplement.
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Entity 5.1.1
Implementation
Tactic:
TheManagingandInspiringPeopleRolloutisdoneasfollows:
1. ManagementaretrainedinandadopttheManagementChange,
EliminatingBlameandGoalCommunicationentities.
2. ManagementadoptthePerformanceRecognition&CorrectiveAction
andProblemSolvingCultureandapplyittothemselves.
3. PerformanceRecognition&CorrectiveActionandProblemSolving
Cultureareimplementedasthefunctionalrollouts(DBR,DBM&CCPM)
takeplace
4. ExecutivemanagementandHRimmediatelystarttheImplementationof
PersontoPositionMatchandRemunerationentities

06-Konrad Bartel - 27 TOCPA - August 2016 - South Africa

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www.tocpractice.

Managing & Inspiring People

Konrad Bartel, OpsLogik Solutions, South Africa

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Mobile: +27 83 262 0062

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

A comprehensive solution to Manage and Inspire People

What is the Problem with People in TOC?

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

What is the Problem?

Two aspects to the Problem:

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

What is the Goal

We have a solution for Managing and Inspiring People

Harmony is gained through aligned

What is the Problem?

Two aspects to the Problem:

What is the Problem?

Two aspects to the Problem:

Bringing other technologies / solutions are always a problem due to

Change Management People Resist Change!

Do people really resist change?

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

What is the Goal

We have a solution for Managing and Inspiring People

A comprehensive Strategy and

Develop the Solution

Do it RIGHT Develop the Solution form basic principles

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Develop the Solution

UDE = UnDesirable Effect

PUDE = Potential UnDesirable Effect

STOP = Old Rules we must STOP using

Reference: Alan Barnard

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Define a problem precisely and you are half way to a solution

Lets examine, what is the meaning of a problem

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

The Conflict Cloud - The Major Logical Tool

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Focus on Win for

Take actions that improve

Take actions that increase

Focus on Win for

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

In order to make sure that we all agree on the problem we will

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Step 1: Write Your UDE:

It is a complaint about an ongoing problem that exists in your reality

Step 3: Develop the Conflict Cloud:

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Step 4: Polish, Check sides & re-write your Conflict Cloud

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Validate the Core Conflict

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Validate the Core Conflict

Validate the Core Conflict

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

The Core Conflict D D

Not knowing my own contribution or

Breaking the Conflict