THEORY OF CONSTRAINTS (TOC) AND CRITICAL
CHAIN PROJECT MANAGEMENT (CCPM)
LEO LAURAMAA
IBM - HELSINKI, SEPTEMBER 20 2013
Presentation for PMI Chapter Finland
Constraint
2

Constraints are the physical limitations and policies that
prevent the system from achieving more of its goal.

Bottleneck and constraint are often used interchangeably - pay
attention to context




Time saved at the bottleneck can rapidly increase throughput.
More efficient use of a non-capacity constrained resource does not
increase throughput– only gives illusion of efficiency.
Traditional improvement provides less leverage since it encourages
improving the entire process, including non-constrained resources.
TOC provides high-leverage improvements – Almost 100%
of the improvement comes from work done at the constraint.
Leo Lauramaa - TOC & CCPM
2013 09 20
3
“There really is no choice in the matter.
Either YOU manage the constraints
or
THEY manage you.
The constraints will determine the output of
the system whether they are acknowledged
and managed or not.”
Source: Noreen, Smith, and Mackey, The Theory of Constraints and its Implications for Management Accounting (North River Press, 1995)
Leo Lauramaa - TOC & CCPM
2013 09 20
Some remarks
4


Most improvements to most links do NOT improve
overall performance (the chain)
System wide, or "global" improvement are NOT
equal to the sum of the local improvements
 The
way to improve the organization is, definitely not
through inducing many local improvements
 Thus a company should focus on best possible flow
“allowed by” the "chain strength" – managing the
constraint(s)!
Leo Lauramaa - TOC & CCPM
2013 09 20
The constraint is
5
The leverage point
–
where the biggest effect
can be achieved
from the least effort
Leo Lauramaa - TOC & CCPM
2013 09 20
TOC, Theory Of Constraints
6

provides a set of holistic processes and rules,
all
based on a systems approach,
exploiting the inherent simplicity within complex systems

through focusing on the (few) “leverage point(s)”
as

a way to synchronize and align the parts
to achieve ongoing improvement in the performance
of the system as a whole
Leo Lauramaa - TOC & CCPM
2013 09 20
Constraint Management
7

System stability: Often times it makes sense to manage
the bottleneck where it is rather than to try and break it
1. Called Constraints Management
2. Improvement becomes iterative process
a. Improve the bottleneck
b. Ensure non-constraints have sufficient protective capacity (PC)
c. If they don’t then refocus improvement to add PC

Operating any part of the process above 85% of
capacity will eventually create delays and interruptions
– wait time increases exponentially as capacity
utilization nears 100%
Leo Lauramaa - TOC & CCPM
2013 09 20
TOC Knowledge in the Areas of
8

The four pillars of TOC

Process of ongoing improvement




the five focusing steps

the change question sequence


buffer management

Thinking Processes
Manufacturing
Distribution & Supply Chain

Sales & Marketing
Finance & Measurements








Throughput accounting
Managing People
Applying new technology
Project management


Retail
Internal, Engineering, R&D, IT
Strategy
Education
Healthcare
Public services
Personal issues
Leo Lauramaa - TOC & CCPM
2013 09 20
About TOC applications
9






When TOC is used to manage production, manufacturers make the most of
their capacity, finding anywhere from 15-50% more capacity than they
thought they had – product flows faster, and orders are on time, every time.
When used in Distribution and Supply chains, TOC’s pull approach ensures
near 100% availability while at the same time increasing inventory turns
significantly.
The TOC-based selling process increases salespeople’s hit rate by
systematically removing the obstacles to closing the sale.
TOC-marketing provides the capability to define an offering that satisfies a
significant need of a market (unrefusable offer);
When used in Projects, TOC’s approach shortens the overall project
timelines and projects are at least 95% on time, without compromising
budget or scope.
And, when TOC is used to develop strategy, it puts all of the above
together in an integrated way to lead the entire company to profitable
growth and stability.
Leo Lauramaa - TOC & CCPM
2013 09 20
The 25 Most Influential Business Management Books
- The Goal (1984), by Eliyahu Goldratt
10

Unusual among business management books for at least two reasons.


Goldratt wasn't a titan of industry, a b-school professor,
or even a consultant, but rather a physicist.
The Goal is a novel.
Centered on a production manager named Alex Rogo who has three
months to turn around a deficient, unprofitable manufacturing plant,
The Goal explains the "Theory of Constraints," which among other points
incorporates the idiom,
"A chain is only as strong as its weakest link;"
Sold more than 3 million copies,
translated in 21 languages
and focuses on bottlenecks, the great hindrances to productivity.
Rogo uses the Socratic method to help fix his marriage, then applies it to his plant crew, coming up with steps to
solve the plant's problems. The Goal has been in print since 1984, and a revised third edition was released on
the book's 20th anniversary.
The Time Magazine, August 2011
Leo Lauramaa - TOC & CCPM
2013 09 20
Eli Goldratt
11
“We must have the honesty to see
reality as it is, we must have the
courage to challenge assumptions,
and above all, we must use the gift
of thinking. “
Leo Lauramaa - TOC & CCPM
2013 09 20
The four pillars of TOC
12
Leo Lauramaa - TOC & CCPM
2013 09 20
Inherent simplicity: WHICH system is more complex?
13
Leo Lauramaa - TOC & CCPM
2013 09 20
Convergence - simplicity
14


Everything within a system is connected by
cause and effect relationships. Identification of
the causes leads us to converge onto an
apparent core problem/contradiction/conflict.
As long as you cannot clearly verbalize your
intuition, the only thing you will communicate is
your own confusion.
Leo Lauramaa - TOC & CCPM
2013 09 20
Theory of Constraints
 The theory was developed by
Dr. Eliyahu Goldratt, physicist (1947 – 2011)
OPT
1970’s
1980’s
Optimized
Production
Technique
1990’s
Sales
Marketing
Production
2000’s
Ever
Flourishing
Projects
Supply Chains
Distribution
Strategy
& Tactics
Eli Goldratt was an educator, author, scientist, philosopher and business leader. But he was, first and
foremost, a thinker who provokes others to think. Often characterized as unconventional, stimulating, and
"a slayer of sacred cows," Dr. Goldratt exhorted his audience to examine and reassess their business
practices with a fresh, new vision.
Leo Lauramaa - TOC & CCPM
15 2013 09 20
The Evolution of TOC – 30 years
16
TOC & Business Strategy
- Viable Vision
TOC & Technology
– Necessary but not Sufficient
The TOC Holistic Approach
Project Management
– Critical Chain
Distribution, Marketing, Management Skills
– It’s Not Luck
The Thinking Processes
– Jonah Program
Production, Throughput Accounting
– OPT, The Goal, The Race, The Haystack Syndrome
1975
1985
1990
1995
2000
Leo Lauramaa - TOC & CCPM
2005
2013 09 20
The Five Focusing Steps of TOC
17
1.
IDENTIFY the system’s constraint.
2.
Decide how to EXPLOIT the system’s constraint.
3.
SUBORDINATE everything else to the above decisions.
4.
ELEVATE the system’s constraint.
5.
Warning!!!!! Do not let INERTIA become the system’s
constraint. When a constraint is broken, return to
Step 1.
A process of ongoing improvement that can be applied to any organization to
continuously improve the achievement of more “goal units”.
Leo Lauramaa - TOC & CCPM
2013 09 20
The change question sequence
18





Why change
What to change
To what to change
How to cause the change
How to measure and sustain the change and
achieve a process on ongoing improvement.
Leo Lauramaa - TOC & CCPM
2013 09 20
TOC Buffer Management (BM)
19

A control mechanism based on the amount of time (till the due
date) or stock remaining used in the execution phase of TOC
applications (operations, distribution and projects).
 Buffer management functions




Prioritize tasks/orders based on buffer penetration / consumption.
Signal when to expedite (red zone).
Provide feedback to the planning process (changing parameters etc.)
Identify prime causes of delay to focus ongoing improvement activity.
Leo Lauramaa - TOC & CCPM
2013 09 20
Drum-Buffer-Rope (DBR)
20

The TOC method for scheduling and managing
operations when there is an internal resource
constraint.
Drum
Release
Inventory
buffer
Internal constraint
Rope
Leo Lauramaa - TOC & CCPM
2013 09 20
Layers of resistance
21
The six layers of resistance, as expressed by
the person(s) resisting change, are:
1. Disagree on the problem.
2. Disagree on the direction of the solution.
3. Disagree that the solution solves the
problem.
4. Yes, but there are potential negative
consequences.
5. Yes, but there are obstacles to
implementing the solution.
6. Unverbalized fears.
“Resistance” is a force for managing change.
How?
By systematically overcoming each layer of
resistance and obtaining buy-in.
More recently, nine layers of resistance have
been identified:
0. “There is no problem.”
1. Disagreement on the problem.
2. “The problem is out of my control.”
3. Disagreement on the direction for the solution.
4. Disagreement on the details of the solution.
5. “Yes, but… the solution has negative
ramification(s).”
6. “Yes, but… we can‘t implement the solution.”
7. Disagreement on the details of the
implementation.
8. You know the solution holds risk.
9. “I don‘t think so” – Social or psychological
barriers.
TOC tool: The thinking processes
Leo Lauramaa - TOC & CCPM
2013 09 20
“Show me how you measure
me, I’ll show you how I’ll
behave”
"If you measure me in an irrational
way, don't complain about
irrational behavior."
Eli Goldratt
22
Leo Lauramaa - TOC & CCPM
2013 09 20
Cost World vs. Throughput World
23
Cost World Thinking
Throughput Thinking
”We want to minimize the
cost of capacity”.
”We want to maximize
the use of capacity”.
Leo Lauramaa - TOC & CCPM
2013 09 20
TOC metrics – Throughput accounting
24

Metrics - Real improvement vs. the goal is measured by the
change (Δ) in T, I, &OE:



ΔT: Increasing Throughput - cash flow over and above truly variable
costs
ΔI: Reducing Investment - cash tied up in the business, including working
capital items such as inventory and accounts receivable
ΔOE Reducing Operating Expenses - costs of running the business, not
including raw materials
System level metrics
Net Profit
ROI
Cash Flow
Productivity
Investment Turns
Leo Lauramaa - TOC & CCPM
= ΣT – ΣOE
= Net Profit / I
= ΔT- ΔOE / ΔI
= T / OE
=T/I
2013 09 20
Green & Red curve
Performance
25
Time
Leo Lauramaa - TOC & CCPM
2013 09 20
Three mechanisms distorting management attention
26

Fear of complexity


Fear of Unknown


Imposing Simplicity on Complexity
 create and manage sub systems – local optima, conflicts between sub sections
Imposing Certainty on Uncertainty
 manage by “accurate” indicators – micromanagement, reacting to “noise”
Fear of conflicts

Imposing Harmony on Conflicts
 strive for a compromise between extremes – struggling with unacceptable
compromises, dealing with symptoms other than core conflict, loose-loose in
stead of win-win
Leo Lauramaa - TOC & CCPM
2013 09 20
Logical Thinking Process for Strategy
Goal Tree
Critical Chain Project
Current
Reality
Tree
Prerequisite
Tree
Evaporating
Cloud
27
Future
Reality
Tree
By Bill Dettmer
Focus (CRT) – One of the TOC ways to analyze reality
We are losing
sales
Our reputation is
deteriorating
We
have
We are losing
profit margins
We are losing
sales
OurIt reputation
is to
is impossible
deteriorating
have a good
forecast
shortages of some
items
We are losing
profit/profit
Our suppliers are
marginsnot reliable
We cant hold the
full product
portfolio
We have
shortages of some
items
Our suppliers do
not react fast
enough
We have too
many write offs
We give to
many We are
discounts
overstocked with
some items
We have space
limitations
We have cash
limits are
Our suppliers
not reliable
We have space
limitations
We cant hold the full
product portfolio
We have cash
limits
We have too
many write offs
We are
28
The common practice- launch multiple improvement / correction initiatives.
Spread
overstocked with
It is impossible to
some
items
suppliers do not attention too thin and waste a lot of
your resources &Our
management
resources
with
have a good
react fast enough
forecast
limited results.
Leo Lauramaa - TOC & CCPM
We give to
many
discounts
2013 09 20
Some reported TOC results
29
73%
63%
On-Time Delivery, 44%
Revenue,
Availability
Throughput
Lead
Times
Cycle
Times
Combined
Financial
Inventory
Levels 49%
65%
70%
The World of Theory of Constraints,
Vicky Mabin & Steven Balderstone,
Leo Lauramaa - TOC & CCPM 2013 09 20St. Lucie Press, 1999
All material © CMG &/or CMS, 2004
ABB – Multiple TOC based initiatives
30
Leo Lauramaa - TOC & CCPM
2013 09 20
Average payback time 2,14 months!
TOC RESULTS – CASE SANMINA TOC-LEAN-SIX SIGMA
31
Leo Lauramaa - TOC & CCPM
2013 09 20
About TOC LEAN and SIX SIGMA
32
The best results to improve the system performance is
achieved by:
 Using
TOC / Constraint Management as a focusing
mechanism
And then
 Using Lean and Six Sigma on focused way
Recommended reading:
Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance
A Business Novel by Dee Jacob, Suzan Bergland, Jeff Cox, 2010
Leo Lauramaa - TOC & CCPM
2013 09 20
33
Critical Chain Project Management (CCPM)
The TOC solution for planning, scheduling, and managing
performance
in a project environment.
Legacy from Eli Goldratt since 1997
Leo Lauramaa - TOC & CCPM
2013 09 20
Typical complaints
34








Our project lead times are too long.
Project ROI and cash flow are frequently jeopardized.
Due dates, budget, quality and/or scope are frequently
compromised.
There is a constant battle to reduce safety time.
We sometimes miss dependencies in the project plan.
Deliverables are not always clear.
Critical resources are losing a lot of time moving from one
task to another and having to report progress on all tasks.
Erroneous belief: In order to finish the project on time, we
must finish each task on time.
Leo Lauramaa - TOC & CCPM
2013 09 20
Background phenomena
35
Early start

Start the project sooner, you’ll finish it sooner?
Parkinson’s law
 Work expands so as to fill the time available for its completion.
And … work continues because it must take the full scheduled time to be of high quality.
The “Students syndrome”
 When people will start to fully apply themselves to a task just at the last
possible moment before a deadline. This leads to wasting any buffers built into
individual task duration estimates. What if and when Murphy will strike?
Bad Multitasking
 Occurs when resources stop work on a task to start another task even though
they could still work on the first task.
 The lead time increases significantly, even without considering additional setup
time.
Leo Lauramaa - TOC & CCPM
2013 09 20
The vicious cycle
36
Resources receive a poor evaluation for missed deadlines
Resources will inflate estimates more
 The project still does not complete on time, within budget
and scope
 Promised lead times for future projects are even longer
(causing lost work?)
Leo Lauramaa - TOC & CCPM
2013 09 20
Responsibilities & task estimates
37
Reliability of a person and negotiating position
 How much safety buffer is needed, if you must be fully in
charge of your task estimate?
- what if the task itself is on planning stage a bit fuzzy?
 Resources do not typically report early finishes.
Leo Lauramaa - TOC & CCPM
2013 09 20
Critical Path vs. Critical Chain
38
Critical Path
 Longest sequence of task dependencies in terms of time.
This is the traditional term and path that is NOT used in
TOC.
Critical Chain
 Longest sequence of task and resource dependencies in
terms of time.
In other words, it is the longest sequence of
dependencies, with explicit consideration of resource
availability.
Leo Lauramaa - TOC & CCPM
2013 09 20
CCPM in breaf
39

Objective of a project: On time, full content, within budget
In a single-project environment the critical chain project management
solution includes the following:
1.
Removal of existing behaviors that are harmful for the project
2.
A plan, or project network, that includes all task and resource
dependencies as well as time estimates with safety removed
3.
A schedule showing the critical chain and the buffers
4.
Implementation of new behaviors critical to streamlining flow such
as the relay runner work ethic and frequent reporting of work
remaining
5.
Expediting and improvement activities based on buffer
management
Leo Lauramaa - TOC & CCPM
2013 09 20
CCPM principle
40
Securing the project, not individual tasks
Leo Lauramaa - TOC & CCPM
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Buffer management for projects
41


Buffer Management is the process used to plan for and
take any necessary corrective actions based on the
impact of actual and predicted variability.
These actions include:
Assessing status of the project and, if appropriate, taking
steps to recover schedule on the few tasks that are having
impact,
 Assessing status and taking steps to recover schedule on the
few materials that are having impact,
 Prioritization of available task work for a given resource to
minimize queuing on the wrong tasks, and
 Reducing developing peak loads that can lead to serious
resource delays.

Leo Lauramaa - TOC & CCPM
2013 09 20
Dilemma regarding: Our project lead times are too long
Background: Our customers have been complaining that our project lead times are too long.
Some customers have defected to our competitors as a result of our long lead times.
Assumption
Assumption
Objective
Requirement / Strategy
Prerequisite / Tactics
B We must
Make reliable promises
D We Feel Pressure to
Add significant safety
time to each task time
estimate
A
Satisfy customer and
shareholder expectations
(time, budget, scope)
Assumption
Assumption
C We must Contribute to
creating a competitive
lead time advantage and
not create opportunities
for wasting time
D’(But) We also feel
pressure to
Add the absolute
minimum safety to task
time estimates
Assumption
42
Leo Lauramaa - TOC & CCPM
2013 09 20
Dilemma regarding:
Critical resources are losing a lot of time moving from one task to another and having to report progress on all the tasks
Background:
Our resources have to spend a long time getting up to speed on a task that was set aside for a period of time.
This time is non-productive time.
A significant amount of set-up and set-down time is affecting resource productivity.
Objective
Requirement / Strategy
Prerequisite / Tactics
B We must
Ensure that progress is
made on all tasks
D We Feel Pressure to
Frequently multitask
C We must
Minimize time lost on
“set-ups” and
progress reporting
D’(But) We also feel
pressure to
Limit the amount of
multitasking
A
Satisfy customer and
shareholder expectations
(time, budget, scope)
43
Leo Lauramaa - TOC & CCPM
2013 09 20
Dilemma regarding:
Project ROI and cash flow are frequently jeopardized
Background:
We must pay our subcontractors when they start working for us and for materials when we start using them.
However, we do not receive payments until progress is made on the project. Therefore, our cash outflows
exceed our cash inflows during initial stages of projects.
Objective
Requirement / Strategy
Prerequisite / Tactics
B We must
Ensure that we have
sufficient safety for each
task
D We Feel Pressure to
Start work as early as
possible
A
Satisfy customer and
shareholder expectations
(time, budget, scope)
C We must
Postpone spending
44
D’(But) We also feel
pressure to
Delay start of work as late
as possible
(especially on subcontractors)
Leo Lauramaa - TOC & CCPM
2013 09 20
Systemic Core Conflict/Dilemma
Requirement / Strategy
Objective
B We must
Complete the project
based on the original
promises
A
Satisfy customer and
shareholder expectations
(time, budget, scope)
C We must
Finish projects in minimum
time and cost
45
Prerequisite / Tactics
D We Feel Pressure to
Take actions / use rules
that will optimize task
and resource
performance (increase
safety, multitasking; start
as early as possible)
D’(But) We also feel
pressure to
Take actions / use rules to
improve overall project
performance (reduce safety,
multitasking; start as late as
possible)
Leo Lauramaa - TOC & CCPM
2013 09 20
Direction of the Solution
46




Do not turn estimates into commitments.
Minimize the wasting of safety.
Enable early and late finishes to compensate each other.
Minimize bad multitasking.
Leo Lauramaa - TOC & CCPM
2013 09 20
Example
47
Remove task safety
Resource contention
Critical chain
Add project safety
Leo Lauramaa - TOC & CCPM
2013 09 20
Example: Insert the feeding buffers
48
The feeding buffer, which is half the safety
removed from the non-critical chain tasks, is
placed where a path feeds into the critical
chain or end of the network
Leo Lauramaa - TOC & CCPM
2013 09 20
Example: Insert the resource buffers
49
Project lead time = 90
(25% less than 120)
PB is 1/3 of lead time
Leo Lauramaa - TOC & CCPM
2013 09 20
Critical Chain Project Management
50

Before (Traditional)
A-14
B-10
C-16
E-20
D-20

C-16
Resolving Resource Contention (CC)
A-14
B-10
C-16
E-20
D-20

LT = 60 days
LT = 72 days
C-16
Aggressive Schedule & Inserting Buffers
A-7
B-5
FB-6
C-8
E-10
D-10
C-8
PB-18
LT = 54 days
Note: ALWAYS check “given” information:
are times padded or has padding been removed?
Five Focusing Steps - CCPM
51
1 Identify the system’s constraint(s)

Identify the critical chain (the longest sequence of task and resource dependencies)
2 Decide how to exploit the systems constraint(s)

Ensure that the critical chain time is minimized, but protected strategically with safety



We use an early warning mechanism (resource buffer) to ensure that resources working on the critical chain are
prepared to start on time or start earlier than the scheduled start date if gains were achieved in upstream tasks on the
critical chain
The project buffer (which is HALF of the safety removed from critical chain tasks) is used to ensure timely or early
completion of the project overall.
Introduce and use measures that reinforce road runner and relay race behaviors.
3 Subordinate everything to the above decision.



Use feeding buffers (HALF of the safety removed) wherever non-critical paths/tasks feed into a critical
chain task [to protect the constraint from delays].
Schedule non-critical chain tasks to start as late as possible.
Introduce and use measures to reinforce road runner and relay race behaviors [eliminates problematic
behaviors].
4. Elevate the System’s Constraint(s)

Shorten project lead time by adding resources to break resource contention.
Leo Lauramaa - TOC & CCPM
2013 09 20
Fever chart
52
% Project Buffer Consumed
Progress along the
Critical Chain is
typically accompanied
by a reduction in the
amount of safety that
is required in the
Project Buffer
–
The overall Project
Buffer requirement is
indeed dynamic, not
static, during project
execution.
100%
66%
33%
0
100
% Critical Chain completed
Leo Lauramaa - TOC & CCPM
2013 09 20
Strategy & Tactics Tree - Projects
53
All generic TOC application S&T Trees
are available free of charge – see the link below
http://www.goldrattresearchlabs.com/default.aspx?ven=goldrattmarketing
Check these links http://www.youtube.com/watch?v=5QVLjQJdIBo
Leo Lauramaa - TOC & CCPM
2013 09 20
CCPM results
54
Leo Lauramaa - TOC & CCPM
2013 09 20
CCPM results
55
Leo Lauramaa - TOC & CCPM
2013 09 20
Practical Ideas for Improving Project Execution
56


Start projects as late as possible
Cut the number of projects in the portfolio by half
(don’t start a new one until you finish one)


One person decides work priorities
Don’t start a task unless you can finish it completely
By Mark Woeppel /Pinnacle Strategies
Leo Lauramaa - TOC & CCPM
2013 09 20
CCPM software
57















CCPM+: Advanced Projects Inc. - http://www.advanced-projects.com/
ProChain : ProChain Solutions Inc. - http://www.prochain.com/
cc-Pulse & cc-MPulse : Spherical Angle - http://sourceforge.net/projects/cc-mpulse/
Exepron - http://exepron.com/
Lynx - www.a-dato.net
PS8 : SciForma - http://www.sciforma.com/en-uk/
Adept Tracker AgileCC - http://www.adepttracker.com/agilecc/index.html
Guided Innovations - http://www.guidedinnovation.com/simplecc/
Aurora - http://www.stottlerhenke.com/products/index.htm
Being Management - http://www.toc-ccpm.net/eng/bm2.html
FLOW MPM from Glow Management - http://www.glow-management.com/
Concerto: Realization - http://www.realization.com/
Schedlyzer Lite: , http://www.optisol.biz/lean-production.html
Sciforma
VPM Lite (free IOS app) – very simple…
Leo Lauramaa - TOC & CCPM
2013 09 20
Other links
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Books

Other TOC links
The Goal - Special Edition Eli Goldratt (1 May
2013)

http://www.toc.tv  order newsletter

http://www.goldratt.com

Eli Goldratt, Jeff Cox 2004

Critical Chain, Eli Goldratt 1997

Simplifying Innovation, Mike Dalton 2010

TOC4U – Theory of Constraints
Ebook Theory Of Constraints – Do It Yourself
Kit For Small and Medium Sized Companies,
Rajeev Athavale, 2011

TLS – TOC Lean Six Sigma

TOC4FINLAND

Critical Chain

Visual Project Management

Some TOC linkedin groups
TOC roof organization

TOCICO see www.tocico.org (also free guest
membership possibility)
Best free TOC source

www.dbrmfg.co.nz/
Leo Lauramaa - TOC & CCPM
2013 09 20
CV Summary Leo Lauramaa
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Age 55, M. Sc. (Econ), Consultant
Company: Kukonaskel Oy
2008 
leo.lauramaa (at) kukonaskel.com
+358 400 727 625
Management Consultant
Kaukomarkkinat Oy1981 - 2008
2005 – 2008 Director strategic development, management systems,
member of management team
1998 – 2005 Deputy Director, development, international activities & group level
1989 – 1998 Controller/Business Controller, import, international activities
Strengths

Good business overview, holistic approach

Wide experience of strategy and development work in different businesses and levels

Strategy driven development projects with different tools including process modeling

Helping in change management, e.g. in integration or organizational change situations

Positive purposeful approach, analytical, creative problem solving

Using constantly TOC thinking, tools and applications on consulting engagements

Languages finnish (native), english (good), swedish (moderate)
Leo Lauramaa - TOC & CCPM
2013 09 20
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Thank You for Your attention!
Leo Lauramaa - TOC & CCPM
2013 09 20