Value Chain Management Boot Camp Unveiled for C+H Business Entities
Our Value Chain Management (VCM) Center-of-Excellence (COE) features our world-class VCM Bootcamp which is tailored for the C+H firm dealing with agricultural operations, harvest processing, manufacturing, extraction, Consumer Packaged Goods (CPG) operations, logistics and distribution, retail dispensary operations and many other highly challenging functions. The goal of building the knowledge bank of the executive team is the place to start and that's where we add significant value. Our VCM Bootcamp is best conducted with all executives in a relatively short period, but with enough "systems thinking" content to be highly effective.
The bottom line is that our flagship VCM Bootcamp Course Program is one of the very few ways to build sustainable competitive advantage, in a way that has the most affect on your corporate operations with the least dollar and time outlay. In essence, this program offering will transform your company's culture and future approaches to competing in the C+H sectors!
Who Should Attend?
Our world-class VCM Bootcamp program is designed for individuals, leadership teams or organizations who want to develop and apply ideas that improve the way things are done or what can be achieved, with the aim of improving efficiency, effectiveness, or competitive advantage.
Senior-level leaders who want to have an efficient, effective, and competitively positioned workflow management system, whether project-based, production-based or supply chain-based workflows
Senior-level leaders who are inspired to innovate
Senior-level leaders at growth companies who are challenged to scale
Seasoned and influential executives who will use this opportunity to make an even greater difference in their careers and their organizations’ future
Program Content Overview
Participants will understand the Rules of Engagement in Workflow Management, for Project-based, Production-based, and Supply Chain-based workflows. This understanding will then be used in combination with the two key constructs of logical thinking – causality and necessity – to derive the connections between business function actions and business performance outcomes, thereby creating the ability to think and communicate like Jonah. The result will be a formidable advantage for any individual, leadership team, or organization.
Here's a rundown of what we'll teach your executive team...
Part 1: TOC for Workflow Management (5 days - 24 hours)
Understanding how and why business systems achieve their performance outcomes
The first five days examine the decision-making and resulting performance outcomes for Project-based, Production-based, and Supply Chain-based workflows. The solutions are derived using simulations, hands-on exercises and cause-and-effect logic.
· Using “Strategic Constraints” to provide Focus and Synchronization in workflow planning, scheduling, and control
· Impact of Dependency, Variability, and their Interaction
· Developing Project Plans for Workflow Control including well-defined Objectives, Deliverables and Success Criteria, Appropriate Level of Task Detail, Clear Task Completion Criteria, Finish to Start Task Dependencies and Task Time Estimates with Variability Defined
· Developing Schedules using Critical Chain Scheduling (CCS) and Portfolio Synchronization (CCPM) for Projects, and Drum-Buffer-Rope (DBR) for Production and Supply Chain
· Using Time Buffer Management for Completion Status and Work Assignment Priorities
· Assessing the impact of changes and variability on limited resources
· Using properly located and sized inventory buffers to significantly reduce Supply Chain lead times
· Setting Inventory Levels using Point-of-Sale (POS) or Point-of-Use (POU) Demand and Times to Reliable Replenish (TRR)
· Using Time-Based Demand Patterns to Set Inventory levels and Evaluate Out-of-Stock Risks in relationship to Reliable Replenishment Times
Part 2: TOC for System Analysis, Innovation*, and Implementation (5 days - 21 hours)
Understanding how to analyze and change business system performance outcomes
Changing what we do, and the underlying reasons why we do it to achieve sustained performance improvement:
· Using “Strategic Constraints” to provide Focus and Synchronization across all functions and levels of an organization
· Connecting and aligning decisions and actions to desired performance outcomes
· Developing Action Maps and Plans to transform from Current to Future Operational Strategy
*Innovation – the development and application of ideas that improve the way things are done or what can be achieved, with the aim of improving efficiency, effectiveness, or competitive advantage
The key to achieving an Organization’s Goal(s) lies in the ability to:
· Define the Operational Understanding that aligns the Operational Strategy with the Business Strategy
· Causally connect Actions to Outcomes
· Determine the sustaining Performance Measures and enabling Decision Support requirements
The two key constructs of clear, logical thinking – causality and necessity – will be applied in a MUSAO format that provides a common process and framework for analyzing the current-state and defining a desired future-state.
Mapping out current-state MUSAO provides the framework that guides the process of defining future-state MUSAO.
With both current- and future-state MUSAO defined, the development of an implementation plan becomes a straightforward process.
It begins with a mapping of the dependencies between the types of Actions that need to be taken to achieve the desired Outcomes.
This Action Map, with its corresponding MUS added, defines the necessary changes in Operational Understanding, Performance Measures, Decision Support, and Actions to enable and sustain the changes in performance Outcomes – the transformation.
· Working from Business Strategy, through Operational Strategy and its related Operational Understanding, to define Performance Measures, Decision Support, and the Types of Business Function Actions that produce both desired and undesired Performance Outcomes
· Utilizing the logical thinking processes of causality and necessity and MUSAO framework to juxtapose current practices with TOC Drum-Buffer-Rope (DBR), TOC Critical Chain Portfolio Management (CCPM), and TOC Inventory Replenishment practices in the context of achieving business Goal(s)
· Identifying the changes in Performance Measures, Operational Understanding, and Decision Support that are required to align and enable the necessary Actions to ensure predictable delivery of the desired Outcomes as defined by the Business Strategy and the Organization’s Goal
· Creating implementation plans to effectively identify and map the required implementation actions to transition part or all of an organization from current-state MUSOA to future-state MUSAO
· More effectively communicating why and how specific types of Actions, based on a well-defined Operational Understanding, are causally connected to the Outcomes they are intended to deliver – thus making a vision real
· Better defining Decision Support (IS) requirements that enable and support specific types of Actions, based on a defined Operational Understanding, causally connected to intended Performance Outcomes (Throughput [T], Investment/Inventory [I}, Operating Expense [OE] )
· Participants begin mapping out the current-state MUSAO and future-state MUSAO for their Area of Responsibility Workflow Performance Problems or Objectives
For more information, please contact us at https://chchains.org or chvaluechains(at)gmail(dot)com.
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