About this Presentation
The elusive nature of POOGI captures the real direction intended for TOC when Eli Goldratt published The Goal in the 80's with its - more often than not forgotten - subtitle: A process of ongoing improvement. Since then thousands of success stories were published and shared, many new applications evolved, but very few true cases of processes of ongoing improvement (POOGI) are to be found. Even in the structure of Viable Vision strategy and tactics (S&T) trees written by Goldratt the POOGI is only partially laid out. Here we will explore a comprehensive definition of POOGI, how does it relate to implementations, the specific types of POOGI for logistics and what is preventing it from materializing more often. Without POOGI, any TOC implementation will be a fad, destined to become the flavor of the moment only to be surpassed and/or abandoned later on. Without POOGI there is no red curve of results and inertia will dominate the organization and the 5 focusing steps will be completely abandoned in their core. This session will give a thorough understanding on how close TOC is to be an engine to make ever flourishing organizations. And how can we avoid deluding ourselves into inertia and instead really embody and act upon the last TOC pillar posed by Eli Goldratt: Every system can be substantially improved, NEVER say I Know. Video length: . PDF: slides.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Poogie is a process of ongoing improvement that requires a systematic approach and continuous operation.
Different types of Poogie exist, including localized, non-localized, and company-wide. Each type requires a different approach for implementation.
When implementing Poogie, it is crucial to focus on one problem at a time and to ensure that improvements are made on a global level.
Instructor(s)
Humberto Baptista
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.