A managing director developed the concept and adapted tactics to tackle new foreign markets in a way that did not match the vision of some people in the main house. The approach was accepted.


* A financial director came up with a different approach to improve flexibility by changing investment policy.
* A Managing Director changed the well-established budgeting rules. The use of the 'reserve' was worked out according to the principles of buffer management with adapted follow-up.


* A management team of a multinational company studied, during an adapted "in-house session", how they could deal with the threat of a closure of part of the factory in Belgium, which would lead to the loss of 400 jobs. The tactic was applied and ensured that the planned "downsizing" did not take place; on the contrary, more products were transferred to Belgium.

* A president of a (Belgian) multinational laid the foundations for a new strategy, which enabled his group (totalling 4,000 people) to escape the downward market trend. All members of the management were trained to use the TOC methods to guide the improvement processes.

* The continued existence of a large R&D department (250 men) in an industrial group was questioned due to 'too expensive' and unclear contribution to the functioning of the group as a whole. During the process, the department heads themselves designed the new way to greatly improve their contribution to the group.


* An SME manager designed a solution not to dismiss his direct employee (and right hand), but to let him function in a more adapted way.

* A general manager, who succeeded his father in a large family business, had to contend with a team that functioned as individual players and did not get a grip on it. Each manager complained that there was too much work and that more people were needed. It became clear that a lot of energy and time was being wasted on projects that could not be translated into more Thoughput. The session led to a strong team-building effect and made many projects superfluous.


A member of the staff department designed another procurement - politics.


A materials manager put a stagnating MRP - implementation back on track and obtained the active cooperation of a service that had previously reacted with the greatest scepticism and passivity.


A planning engineer developed a tactic to improve delivery reliability in a factory where "quality syndrome" caused the most delays.


A managing director put together a methodology to get the "fickleness" of his largest customer in terms of delivery time and specifications into reasonable jobs.


A head of department made it clear to the management whether or not his department would be closed.

Social dialogue

A personnel director designed a new approach for discussion with the trade unions.

Market Bottleneck

* A Vice-President Sales and Marketing broke the market bottleneck with a new market strategy that benefited both distributors and producers.
* A management team of a service company laid the foundations for increasing market share in the sector. The whole team took 10 days to learn and apply the techniques directly. The company is now the market leader.


A Plant-Manager initiated the modification of the erroneous measurement and assessment system, which had already "delocalised" the manufacture of a number of products.
A management team questioned the current way of working by analysing the interactions between the different departments. New decision criteria were developed with full consensus.

Already followed by managers of companies such as: