3-Jelena Fedurko-Cohen - 35 TOCPA - Vilnius - 9 Nov 2017

35st International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com 9-10 November, 2017 – Vilnius, Lithuania
Subordinating Local to Global
Jelena Fedurko-Cohen
tocExpert Ltd, Estonia/Israel
9 November 2017
Jelena Fedurko-Cohen
Jelena is a Co-Founder and Co-President of TOC
Practitioners Alliance TOCPA, CEO and Senior TOC Expert
at tocExpert, co-founder of tocExpert Network and TOC
Practitioners Worldwide group on Facebook.
Jelena has been involved in TOC since 1999. She is a TOC
expert, trainer and consultant, and provides TOC
implementation support in production, supply chain and
project management. Jelena has worked in various
countries all over the world, including Japan, Poland,
Germany, Switzerland, Turkey, Italy, Russia, Ukraine, India,
China, Chile, Colombia, Mexico.
Jelena is the author of four advances books on TOC

Thinking Processes: Behind the Cloud (2011), Through
Clouds to Solutions (2013), Typical mistakes in working
with TOC Logical Tools (2014), A Good Strategy & Tactic
Tree (2016). Together with Oded Cohen Jelena has co-
authored the book Theory of Constraints Fundamentals
[email protected]
(2012). She has many publications and video
www.tocexpert.com
presentations, and has contributed to a number of books
on TOC, the TOCICO Dictionary, and the bank of TOC
www.tocpractice.com
facebook.com/groups/1014476831927643/
materials on TOCPA portal. Jelena translated and edited
several major
Copyright © JelenaTOC books. 2017
Fedurko-Cohen,
www.tocpractice.com 35st International Conference of the TOC Practitioners Alliance - TOCPA
The major contribution of TOC
to managing systems is the
explicit focus on
SUBORDINATING the Local to

the GLOBAL, and providing the
concepts & mechanics of HOW
to Subordinate.
Copyright © Jelena Fedurko-Cohen, 2017
The recent
development session
TOC-40
3-5 Nov 2017

The major contribution of TOC
to managing systems
The major contribution of TOC to managing systems is the

explicit focus on SUBORDINATING the Local to the GLOBAL, and
providing the concepts & mechanics of HOW to Subordinate.
The 5 steps of Focusing provide the MAIN GUIDELINES:

1. Identify (choose) the system’s constraint
2. Decide how to exploit the system’s constraint
3. Subordinate everything else to the above decision
4. Elevate the system’s constraint
5. If the constraint is broken go back to step one but do not allow
Inertia to cause the system’s constraint
What is Global
and what is Local?
The Local & the Global are meaningful

only when they are relative to each
other.
However, do we take into account that
it is NOT ONE Local-Global relationship

in the system, but – at least – TWO?
10
Local vs Global –
not one, but TWO
THE ORGANIZATION – GLOBAL
Objective
of the
Global

11
Local vs Global –
not one, but TWO
Objective
of the Consists of many Locals
Global

12
Local vs Global –
not one, but TWO
Objective
Objective of of the Consists of many Locals
this Local Global
Objective of
this Local
Objective of
this Local

13
Local vs Global –
not one, but TWO
Objective
Objective of of the Consists of many Locals
this Local Global
Objective of
this Local
Objective of
this Local

14
Local vs Global –
not one, but TWO
Objective
Objective of this of the Consists of many Locals
Local (= its GLOBAL) Global
Objective of this Local
(= its GLOBAL)
Objective of
this Local
(= its GLOBAL)

15
The desire to have

The reality

The reality

Consists
Objective of this Local Objective of many
(= its GLOBAL) of the Locals
Global
Objective of
this Local (= its
GLOBAL)
Objective
of this
Local (= its
GLOBAL) No wonder managers
often complain about
RESISTANCE
18
The reality
THE ORGANIZATION – GLOBAL The CONFLICT may happen

Consists ONLY IF the Local:
Objective of this Local Objective of many - Interfere with the
(= its GLOBAL) of the Locals Global
Global
Objective of - Does not contribute to
this Local (= its the Global
GLOBAL) - Does not contribute
ENOUGH to the Global
This is reflected in
Objective BEHAVIOUR
of this
Local (= its
GLOBAL) No wonder managers
often complain about
RESISTANCE
19
It takes a great leader to
align Local with Global
Objective of this Local Objective
(= its GLOBAL) of the
Global Objective of this Local
(= its GLOBAL)
The desire of
management is
to have
Objective
of this
Local (= its
GLOBAL)

20
The
Objective of this Local Objective desire is
(= its GLOBAL) of the to have
Global
(= its GLOBAL)
Objective
of this
Local (= its
GLOBAL)

21
(= its GLOBAL) of the
Global
(= its GLOBAL)
Objective
of this
Local (= its
GLOBAL)

22
Can the Objective of the Local and
Objective of the Global be the same
naturally?

(= its GLOBAL) of the Consists of many Locals
Global
Objective of this Can the Objective of
Local (= its the Local and Objective
GLOBAL) of the Global be the
same naturally?
Yes, but in majority of

cases – it is true only
Objective
for ENTREPRENEURS
of this AND THEIR OWN
Local (= its BUSINESS!
GLOBAL)
Very rarely for
employees!
23
Can Objective of the Local and
Objective of the Global be the
same naturally?
MY ORGANIZATION – GLOBAL
Objective
of the
Global
Objective of Can Objective of the
MY Local Local and Objective
GLOBAL of the Global be the
same naturally?
Yes, but in majority

of cases – it is true
only for
ENTREPRENEURS
AND THEIR OWN
BUSINESS!
Very rarely for

Copyright © Jelena Fedurko-Cohen, 2017 employees!
24
naturally?
Objective
of the
Global
Objective of
MY Local
GLOBAL

25
naturally?
And very often
Objective
of the
this is what
Global
Objective of
happens!
MY Local
GLOBAL

26
Questions?


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35st International Conference of the

TOC Practitioners Alliance - TOCPA

Subordinating Local to Global

Jelena is the author of four advances books on TOC

SUBORDINATING the Local to

Copyright © Jelena Fedurko-Cohen, 2017

The major contribution of TOC to managing systems is the

The 5 steps of Focusing provide the MAIN GUIDELINES:

The Local & the Global are meaningful

However, do we take into account that

it is NOT ONE Local-Global relationship

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

THE ORGANIZATION – GLOBAL

THE ORGANIZATION – GLOBAL The CONFLICT may happen

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

THE ORGANIZATION – GLOBAL

Yes, but in majority of

Yes, but in majority

Very rarely for

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

Copyright © Jelena Fedurko-Cohen, 2017

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