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TOC Weekly


July 19th, 2012

Previously on TOC Weekly!


Featured in this TOC Weekly!



8 Years of TOC Evolution on DVD


Since the first TOCICO conference 8 years ago, TOC has evolved tremendously. You can experience this evolution by owning your copy of the TOCICO conference presentations on DVD -- Available at the lowest price ever.

 

Any TOCICO DVD Set
(2004 - 2011)

299.00
99.00

All (13) TOCICO Conference DVD Sets (2004 - 2011)
1,794.00
699.00

 

Click here to purchase


The process to ensure the permanent evolution of Theory of Constraints | top

How Dr. Eli Goldratt chose what to present on the first two days at the TOCICO Annual Conference

An excerpt from a lecture that was given by Eli on May 5, 2011, at the Goldratt House.

"I asked myself a very simple, straightforward question: 'What would justify my presentation?' By this I mean to ask two things - the first is what is expected from me, by the TOC community, by those coming to the TOCICO; and the second is what I want to share with the TOC community to allow its continual growth. In other words, I was asking myself 'What is new TOC knowledge?'

"The answer, I discovered, is four-fold. The first criterion is that while the knowledge must be new, it must also be continuous. Obviously, the new knowledge cannot go against what has been said directly - it should not, if we have done due diligence on our analysis to date. The new knowledge has to relate to what has been said already, to the existing terminology and practices.

"And this leads me to the second criterion of my answer that the new knowledge has to enhance the existing knowledge. And by enhance I mean it has to blow the ship out of the water completely. If the power of the new knowledge is not at least double that of the existing knowledge, it does not enhance it sufficiently for me to call it 'new'.

"The third criterion is closely related to the former. While the second issue is the power of the upgrade, the third is that of its scope. Such new knowledge must upgrade all the material. It cannot be only a tweak to one S&T tree; it cannot be a refreshed look at a conflict cloud. It has to be something fundamental that will influence everything we do.

"Of course, and this is the last point, in order to be new, it should be based only on developments within the last relevant period. In this case, the relevant time is that which lapsed between the two TOC-ICO conferences: 12 months of development. And I believe that one year is a good amount of time to reflect on the advancement of knowledge.

"Of course, all that was left for me was to find such knowledge...luckily, I did."

The following is an excerpt from the first day of Dr. Goldratt's upgrade:

Never say I know - Welcoming session


2011 Eli Goldratt's
2 days Upgrade session on DVD

49.00

Purchase 2011 Eli Goldratt's 2 days Upgrade session on DVD

 

Breakthroughs in Healthcare using TOC | top


Fifteen year progress report on achieving breakthroughs in health and social care using the Theory of Constraints

Throughput enhancement in operating rooms: Doing more with existing resources

Implementing Constraints Management with Lean Six Sigma: Lessons learned at Anadolu Medical Center

Why Assessment Units aren't a waste of time: A TOC perspective

Achieving win-win-win US Health Care Reform

Can TOC cure ailing US Health Care System

2011 Healthcare TOCICO
Conference on DVD

89.00 29.00

Purchase these 6 great healthcare presentations
(at a very special price)

 


Use our unique and powerful Selection Menu to find the TOCICO videos that are right for you | top



Browse TOC.tv Version 2
(and find videos that are right for you)



NEW TOC Book | top

The Right Choice - Using Theory of Constraints for Effective Leadership
by Ted Hutchin
The need for competent leadership remains one of the most pressing issues facing organizations. Introducing a powerful technique to help readers become better decision makers, The Right Choice: Using Theory of Constraints for Effective Leadership supplies the understanding required to manage effectively well into the future through the use of the coaching cycle and the reflection process.

Using case studies, the book explains how to create a leadership culture at the organizational, team, and individual levels through the development of the flight crew, as well as how to link that to effective strategies and tactics in leading the organization forward. The case studies illustrate what leaders have actually done, what they’ve struggled with, and the importance of understanding causal relationships.

Purchase

 

 



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