TOC Project Management
Case Study Briefs & Video Presentations
To obtain videos, contact Focused Performance, 908-874-8664
or The Avraham Y. Goldratt Institute, 800-394-4625
Reflectone
"Taking Off with TOC - This is no Simulation!"

Reflectone, a premier supplier of high fidelity simulators
for the military and commercial markets, is a wholly
owned subsidiary of British Aerospace. They develop,
design and manufacture training solutions for all types of
aircraft, whether developmental or well established. In
their rapidly changing industry, Reflectone has tripled its
sales over the past several years to $100 million annually.
In this industry, plagued with expectation and profitability
problems, every supplier has taken a turn in the hot seat.
Faced with these challenges, Reflectone has taken a
revolutionary step toward eliminating this condition by
adopting the TOC Multi-Project Solution.

John Pitts, President and
CEO
Bob Mendenhall,
Director of Integrated
Scheduling
Video JCI-3 (2 tape set)
In this presentation you will:

Follow the step-by-step process Reflectone followed to
create both the cultural and logistical changes
necessary to bring projects under control and reduce
lead time;

Hear the presenters describe the "vision-to-execution"
cycle, the revamping and integration of Reflectone's
existing systems, and the ongoing organizational
change to a philosophy of constraint management
through information;

Most importantly, listen as they detail the lessons
learned that are invaluable for anyone implementing or
thinking of implementing a change of this magnitude;

Understand the striking successes achieved to date such as solidifying a strained relationship with a major
customer; and

Learn how to respond to a bid by cutting your leadtime by nearly 50% and being confident you haven't
put yourself at risk.
Antarctic Support Associates



Dr. Jay April, Assistant
Director/Chief
Information Officer
Beth Bradley, Project
Manager
Diana Garcia-Novick,
Project Manager
Video JCI-3
Synergis Technologies
Group



Erin Hoffman, Vice
President, Engineering
Tim Reed, Corporate
Planner
Brooke Groendyke,
Strategic Operations
Manager
Video JCI-2
"Polar Caps and TOC - Using Project Management at
the South Pole"
Antarctic Support Associates is a dynamic service team
committed to the support of the U.S. Antarctic Program. A
joint venture, private company established by Holmes and
Narver Services, Inc. and EG&G, ASA provides a
diversity of science support operations through a contract
with the National Science Foundation. ASA has used TOC
extensively to support their objective of providing more
science to the dollar.
This presentation will review the details of how TOC
Single-Project Management allowed the Phase In of the
Research Vessel Laurence M. Gould to be completed on
time - instead of the projected four months late!
Additionally, the team will cover their use of this
technique for ISO 9000 and ISO 14000 quality initiatives,
software development and strategic planning.
Synergis Technologies Group is a full-service provider of
sheet metal stamping dies and related services. The
primary customers of this privately owned, $60 million
company are large tier-one stampers such as Tower
Automotive, Mayflower Vehicle Systems, and Spartanburg
Steel Products.
This complex tool and die company will show you how
they've used the TOC Multi-Project Management solution
to successfully manager over 300 projects at one time,
improve deliveries, reduce lead times, and improve
customer service.
Elbit Systems Ltd.
"Beating to the Sound of a Virtual Drum"

Elbit Systems Ltd. is a contractor and multidisciplinary
integrator of large-scale upgrade programs for aircraft,
helicopters, tanks, and other combat platforms. Advanced
systems and products based on state-of-the-art
technologies are developed, manufactured, marketed and
supported by the company and used to upgrade existing
equipment in modernization programs.
Guy Brill, Vice President,
Quality Assurance
Video JCI-7
From an initial implementation in 1997, find out how they
used the TOC Multi-Project Management approach on all
of their development projects, and have met schedules and
improved quality. As a result, company revenues have
increased by over 12% in one year and they have a 6%
increase in backlog of orders! Issues such as network
construction, resource pool definition and drum selection
will be discussed in detail. The rationale behind the
transition to the "virtual drum" will be highlighted.
Seabridge

Mickey Granot, TOC
Consultant with
Seabridge
Video JCI-10
Atlantic Marine Holding
Company

Paul G. Waring, Jr.,
CPA, Vice President and
Chief Financial Officer
Video JMT-8
"Bridging the Gap between Orders and Delivery Using TOC for Project Management"
Seabridge is an Israeli subsidiary of Siemens, which
develops switches. It's a $10 million company, which
employs 120 people. After implementing the TOC MultiProject Management solution, Seabridge was able to turn
around years of project delays and deliver its first project
just one month late. Their second TOC project came in two
weeks ahead of schedule and another nearly two months
early!
Atlantic Marine Holding Company operates new
construction and repair shipyards in Jacksonville, Florida
and Mobile, Alabama. The company is capable of handling
vessels that range in size from tugboats to ships with a
maximum size of 950 feet in length. The Atlantic Marine
companies have a reputation in the industry for their high
quality workmanship and on-time delivery. Find out how
Atlantic Marine shipyards are implementing TOC multiproject management to reduce project cycle times and
enhance company performance. Learn about their quick
successes, measurement and behavioral issues being
encountered, and injections necessary to complete the TOC
implementation in their environment.
Lord Corporation

Robert Morrison,
Applications Support
Manager, Mechanical
Products Division
Video JMT-2
Balfour Beatty

Phil Baylis
Video JUK-8
The Information Services Application Support Group at
Lord Corporation is responsible for implementing major IS
projects (internal and working with third party software
suppliers and consultants), for maintaining the business
system needs of the mechanical division's user community.
Prior to TOC they did a good job on the support and
maintenance accountabilities, but had a dismal record
completing major projects. Subsequent to implementing
TOC Project Management they have completed three
major projects on time, and one has been completed early.
Four other projects are now in process. Find out how they
reduced their lead-time and more than doubled their
capacity to take on and implement projects.
Mr. Baylis begins the session by describing the history and
paradigm of his construction company prior to using
Project Management the TOC way.
Several projects are discussed to illustrate the evolution
and education the company has undergone since they first
implemented Critical Chain into their multi-project
environment in 1995.
Mr. Baylis details four projects and cites several reasons
for the successes they have had with Critical Chain. The
approach is common sense, it uses a familiar approach to
the traditional Critical Path method, it focuses attention
onto the project end date, and it enables the prioritizing of
the resolution of conflicts and investments.
Israeli Aircraft Industry

Joseph Reinherz,
Director, Wide Body
Aircraft Division
Video JUK-9
During this presentation, Joseph Reinherz spoke of his
experience as the director of the Wide Body Aircraft
division of the Israeli Aircraft Industry. His division is
responsible for converting wide body aircraft for other
uses. When Mr. Reinherz first met Dr. Goldratt his
division was losing money because his turnaround times
were too long and there were many lost man hours due to
the inconsistency of aircraft being available to work on.
Mr. Reinherz then implemented Critical Chain scheduling,
and by doing so, was able to significantly reduce turn
around times on the aircraft, some as much as 40 days. As
a result, the number of aircraft the division works on has
almost tripled since implementing Critical Chain
scheduling and Mr. Reinherz has also been able to become
selective of the work that they will accept. In addition, the
aircraft owners are now giving long term contracts and are
willing to pay more for the short turn around time.
Other issues Mr. Reinherz spoke about were vendor
performance that needed to be improved and customer
participation.
ITT

Dee Jacob, Partner,
Avraham Y. Goldratt
Institute
Video JUK-7
Dee uses three unique single-projects to explain how
Critical Chain was implemented in projects at ITT Night
Vision.
The projects were: 1) Development and delivery of
prototypes for a new government weapons application, 2)
Development of a new low cost power supply, and 3)
Capacity expansion project.
In each project ITT went through similar phases. The first
phase was to build the project network. This involved
gaining consensus on the deliverables, understanding the
interdependencies, scheduling iterations earlier, and
determining time estimates. The next phase was to
schedule the project using Critical Chain. Of importance
here was the breaking of task and resource dependencies.
Finally, Dee explained the last phase of managing the
projects and the different set of challenges and successes
for each project.
TOC Project Management

Dee Jacob, Partner,
Avraham Y. Goldratt
Institute
Video JMT-7 (2 tapes)
This breakout session video provides viewers with an
understanding of the problems that typify a project
environment, the underlying core conflict responsible for
the existence of the problems, the direction of the solution
(Critical Chain), and its implications in terms of Policies,
Measurements and Behaviors, and how the solution
actually solves the problem.
© Copyright 1999, The A.Y.Goldratt Institute