C++ Project on Hotel Management - DOC

Document Sample
C++ Project on Hotel Management - DOC Powered By Docstoc
					                               JEMBA Symposium Program

                   JEMBA Symposium, July 17 through 21, 2000
 The Joint Avraham Y. Goldratt Institute/University (Executive) MBA Program Alliance
                             Pre-Symposium Workshop
                                     July 16, 2000

                     Radisson Hotel Saint Paul, 11 East Kellogg Boulevard
                                       St.Paul, Minnesota, USA
------------------------------------------------------------------------------------------------------------

 Sunday, July 16           Pre-Symposium Workshop                        Radisson Hotel Saint Paul

8:00 – 9:00                Registration, Continental Breakfast, Coffee, Tea

9:00 – 11:00               Introduction to the Theory of Constraints (TOC)
                            Steve Simpliciano, Dean: AGI Academy

11:00 – 11:15              Break and Refreshments

11:15 – 1:00               Constructing and Communicating Conflict Diagrams
                           Steve Simpliciano, Dean: AGI Academy

1:00 – 2:00                Lunch

2:00 – 4:15                Constructing and Communicating “Yes, BUT…” reservations
                           Steve Simpliciano, Dean: AGI Academy

4:15 –                     Workshop ends


Monday, July 17           Plenary Session One                          Radisson Hotel Saint Paul

7:00 – 8:00                Registration, Continental Breakfast, Coffee, Tea

8:00 – 10:30               Managing Operations: Getting to “Where it Counts”
                           Performance: This session examines the message behind the book
                           The Goal, by Dr. Eli Goldratt. The session explains that all systems
                           have few constraints which control the whole system and how the
                           interdependencies of the system’s components cause problems, yet
                           are key to systemic solutions. The five steps of ongoing
                           improvement outlined in The Goal are introduced and applied to a
                           variety of process environments. Drum-Buffer-Rope is explained
                           and extended to the whole supply chain for cooperative and non-
                           cooperative units. Plenary Leader: Dr. James Holt,
                           Washington State University
10:30 – 11:00   Break and Refreshments

11:00 – 12:30   Managing Operations: Getting to “Where it Counts”
                Performance continued

12:30 – 1:30    Lunch

1:30 – 3:30     Focus Discussions. These sessions are designed to deepen your
                understanding of how operations will impact the other
                functions in the organization.

Room A          Operations: Use of manual and computer simulations to
                understand the Five Focusing Steps as applied to Drum-Buffer-
                Rope. The role of Buffer Management in “I,” “T,” “V,” and “A”
                process structures. Case study involving a conflict resolution
                exercise.
Room B          Accounting and Finance: TOC logistics in relation to information
                flows: includes the need for a“ control point,” measuring output
                and performance, variance analysis, the impact of inventory
                reduction on financial statements, transfer pricing, and
                outsourcing. Use of manual management simulation to highlight
                scheduling issues.
Room C          Project Management: The project management equivalence of
                TOC’s logistical solution of Drum-Buffer-Rope.
                The Critical Chain Project Management (CCPM) solution and the
                Five Focusing Steps in the Process of On-Going Improvement
                CCPM in single- and multiple project environments.
Room D          Marketing: The market as a constraint and how to apply the Five
                Focusing Steps to the market. Marketing/Production collaboration.
                Marketing solutions and supply-chain issues
Room E          Strategy: The effect of constraints on organizational performance,
                the impact of operational performance measures on operational
                decisions and actions and the strategic issues behind the
                constraint’s location. TOC’s logistics paradigm and resource-based
                strategy.

3:30 – 3:45     Break and Refreshments

3:45 – 4:45     Focus discussions continued

4:45 – 5:30     Wrap-up Session of Plenary 1




                                     2
Tuesday, July18   Plenary Session Two                   Radisson Hotel Saint Paul


 7:00 – 8:00       Continental Breakfast, Coffee, Tea

 8:00 – 10:30      Measuring Performance: Throughput Accounting: The plenary
                   session begins with the development of traditional accounting as a
                   valid measure for “piece-part” industries and explains how today’s
                   view of the “pieces-of-the-puzzle” impact cost, profit and
                   investment centers, as well as how budgets as performance
                   measures impact the organization as a whole. The session engages
                   the audience with the “Futuro Case Study” to examine the
                   differences between traditional cost accounting, activity based
                   costing and throughput accounting. Emphasis is placed on the
                   difference between internal and external reporting and the
                   information needed for making good management decisions.
                   Plenary Leader: Dr. Charlene Spoede, CPA ,CMA, CFM,
                   Baylor University

 10:30 – 11:00     Break and Refreshments

 11:00 – 12:30     Measuring Performance: Throughput Accounting continued

 12:30 – 1:30      Lunch with TOC World 2000 participants. Meet industry
                   professionals, practitioners and TOC enthusiasts from around the
                   world and share their experiences with the Theory of Constraints.

 1:30 – 3:30       Focus Discussions. These sessions are designed to deepen your
                   understanding of how measurements will impact the other
                   functions in the organization.

 Room A            Operations: Throughput accounting as applied to operations.
                   Discussion on process performance measures; decisions on product
                   mix, “Make” versus “Buy,” and capital investment.
                   TOC measures related to operations research methods
 Room B            Accounting and Finance: The accounting/measurement details;
                   reconciling traditional and contribution margin income.
                   Discussion on the value of allocations and unit costs and how to
                   uncover all relevant data in a “Make” versus “Buy” situation.
                   Address how to reduce costs without personnel reductions.
 Room C            Project Management: Conflicts in projects: the linkage to
                   measures and cost criteria and their linkage to “business as usual”
                   projects and projects to improve the organization’s impact in its
                   markets. TOC-driven changes in measures and their “fit” into
                   project selection and control decisions.
 Room D            Marketing: Cost World orientation and its impact on the
                   marketing mix. The role of measurements in marketing



                                        3
                    effectiveness. Examples of marketing decisions impacted by Cost
                    World versus Throughput World.
Room E              Strategy: The impact of accounting and financial measures on
                    strategy and strategic decisions; investment analysis and strategic
                    decisions. “Make” versus “Buy”/Outsourcing - salvation or
                    demise? Problems caused by transfer pricing and possible solution.

3:30 – 3:45         Break and Refreshments

3:45 – 4:45         Focus discussions continued

4:45 – 5:30         Wrap-up Session of Plenary 2

6:30 – 8:00         Welcome reception for all TOC World 2000 and JEMBA
                    participants.


Wednesday, July19   Plenary Session Three                 Radisson Hotel Saint Paul

7:00 – 8:00          Continental Breakfast, Coffee, Tea

8:00 – 10:30        Making real progress: Unleashing the Power Behind Project
                    Management: The plenary session begins with portraying the need
                    for the successful management of projects due to their increasing
                    importance in creating and sustaining a competitive advantage in
                    the market. The session engages the audience in understanding the
                    chronic problems inherent in any project undertaking and how
                    Critical Chain Project Management (CCPM) is used for improved
                    control and management decision-making in projects. The plenary
                    concludes with a presentation of CCPM-based results. Plenary
                    Leader: Dr. Janice Cerveny,
                    Florida Atlantic University

10:30 – 11:00       Break and Refreshments

11:00 – 12:30       Making real progress: Unleashing the Power Behind Project
                    Management continued

12:30 –1:30         Lunch with TOC World 2000 participants. Meet industry
                    professionals, practitioners and TOC enthusiasts from around the
                    world and share their experiences with the Theory of Constraints.

1:30 – 3:30         Focus Discussions. These sessions are designed to deepen your
                    understanding of how project management will impact the
                    other functions in the organization.




                                            4
Room A              Operations: How the pressure on measures (cost, content,
                    schedule) amplifies the inherent problems of projects (statistics,
                    structure, behavior). Accelerated project management as the means
                    to create an agile TOC operating environment. CCPM, the details
                    and its structure as it applies to many process functions.
Room B              Accounting and Finance: Accounting measures for projects and
                    project management application to auditing and consulting.
                    Implementation of an enterprise-wide information system as a
                    massive project. Project measurements (percentage of completion;
                    earned value), and target costing and the introduction of new
                    products.
Room C              Project Management: Improving the creation of project
                    networks; building the Critical Chain schedule that is both feasible
                    and immune (from variability) in both single- and multi-project
                    environments, and learning/understanding the additional injections
                    (actions) to drive the necessary behavioral shifts in project
                    managers, key decision-makers and resources.
Room D              Marketing: What happens when your product is a project?
                    Examples of project management impact on marketing.
                    Projects and the Un-refuseable Offer (URO)
Room E              Strategy: CCPM and developing strategic plans.
                    CCPM for the effective implementation of strategic plans.

3:30 – 3:45         Break and Refreshments

3:45 – 4:45         Focus discussions continued

4:45 – 5:30         Wrap-up Session of Plenary 3



Thursday, July 20   Plenary Session Four and Five               Radisson Hotel Saint Paul


7:00 – 8:00          Continental Breakfast, Coffee, Tea

8:00 –10:30         Actualizing the Vision: Marketing and Sales: The plenary
                    session begins with understanding Marketing’s role in performing
                    activities that facilitate “successful” (win-win) exchanges, and how
                    these activities are contingent upon the performance of the other
                    organizational activities. The session engages the audience in
                    exploring how Marketing’s role and expertise should focus on
                    boundary-spanning facilitation between relevant “audiences” both
                    internal and external to the organization. The plenary concludes
                    with a presentation of the un-refusable offer to the market, and the




                                          5
                  use of the Six Phases of Buy-In to increase sales. Plenary Leader:
                  Dr. Marjorie Cooper, Baylor University

10:30– 11:00      Break and Refreshments

11:0 – 12:30      Actualizing the Vision: Marketing and Sales continued

12:30 – 1:30      Lunch with TOC World 2000 participants. Meet industry
                  professionals, practitioners and TOC enthusiasts from around the
                  world and share their experiences with the Theory of Constraints.

1:30 – 3:30       Immunizing the Future: Business policy and Strategy: The
                  plenary session examines one of the messages behind the book
                  It’s Not Luck, by Dr. Eli Goldratt, and the development of business
                  strategy. The session brings together the ideas and concepts
                  presented in the previous plenary sessions. The session engages
                  the audience with the development and presentation of a TOC
                  based model for business strategy. The plenary concludes with a
                  brief discussion that focuses on how these concepts have been
                  applied in organizations and the resulting improvements they have
                  provided. Plenary Leader: Dr. Rex Draman,
                   St. Edwards University

3:00 – 3:45       Break and Refreshments

3:45 – 4:45       Immunizing the Future: Business policy and Strategy
                  continued

4:45 – 5:30       Wrap-up Session of Plenary Four and Five


Friday, July 21   Rollout                  Radisson Hotel Saint Paul

7:00 – 8:00       Continental Breakfast, Coffee, Tea

8:00 – 10:30      Joint AGI/University EMBA Program Alliance Rollout
                  Related Issues: The session uses the power of “Yes, BUT’s…” to
                  raise and resolve issues related to a TOC-based (E)MBA) program
                  rollout. As part of this session, a “strawman” program proposal,
                  curriculum proposal and the TOC reference list are provided as the
                  basis for discussion. By he end of the session, participants will
                  have an implementation plan that identifies the milestones required
                  to effectively deliver a TOC based (E)MBA) program. Plenary
                  Leaders: Dr. Alan Leader, Seattle University and Dr. Dick
                  Peschke, Moorhead State University




                                       6
10:30 – 11:00        Break and Refreshments

11:00 – 12:30        Joint AGI/University EMBA Program Alliance Rollout
                     Related Issues continued

12:30 – 1:30         Lunch with TOC World 2000 participants. Meet industry
                     professionals, practitioners and TOC enthusiasts from around the
                     world and share their experiences with the Theory of Constraints.


                     JEMBA Closing Remarks and Conclusion


    The next JEMBA Symposium will be held in the summer of 2001 in Asia.
Lunch with TOC World 2000 participants. Meet industry professionals, practitioners and
                   TOC enthusiasts from around the world and share their




                                          7

				
DOCUMENT INFO
Description: C++ Project on Hotel Management document sample