Ocean of changes is very stormy; there lie’s a lot of obstacles, energy pits and submerged reefs. Many Companies have experienced or are experiencing heavy storms, when planned changes get stuck and results are nowhere in sight, when starting to doubt the professionalism of employees or consultants. Management specialists call this phenomenon “A global resistance to change “but Homer in „Odyssey“ depicted as Sirens. Their magical voice tempted sailors to stop and forget to seek their travel goals. It is obvious that from the ancient times, the energetic leaders searched for the golden key to overcome this irresistibly sweet voice, wich is lapping both body and soul in a fatal lethargy. We believe that Homer was right - this phenomenon - resistant to changes - is more related with deceiving voices of Sirens. “Sirens” of our days are the distortion of information and not the people who are resisting the change. Sirens tempted sailors to a fictional pleasure, relaxation and the oblivion embrace. However none of the ships that encountered them could resist the seduction and usually shattered on hidden reefs and rocks or even swash. So, business is dominated by 3 main flows: 1. Information (Wind and weather forecast) 2. Product/service (Operational process – Ship management), 3. Money (Finance process – Captain’s Logbook) Financial process is the most regulated and most computerised. Everyone focuses toward operational process, because it is in a free ocean, which needs to be managed. However most get stuck with informational flow. It is like wind, which is possible to curb only if the ship has the right management. Wind, while in our situation-Information is necessary, however not enough so that our ship and sailors would meet their goals. Where are the Sirens? 1. IT program adaptation in to the company requires from both sides (IT and Management) a very good business understanding, however that is a rear synergy. Homer calls it “Gods help” for an Odyssey. It is really hard to get, God attention, at the right time; therefore companies usually operate not on a fully correct information. Homer Odyssey, and in our case - Change Initiator has to be content with current data, accepting them like „facts“, or he has to recheck them. Rechecking takes long time and requires competency in the IT area, but we all know that crew expect fast results, otherwise their enthusiasm at best falls. 2. Often planners plan just production process, and supply and sales planning usually is left to the Cyclops, where some of the Cyclops see only procurement budget frames and others see just clients requirements. They have only one eye and can only focus on one aspect. 3. With a wide or constantly changing assortment production „sailing“ routs are volatile, they depend on the order portfolio, therefore productivity become hard to guess, bottleneck migrates and product routs description looks like an impossible task. 4.

1. Odysseus & 3tonis
Sailing through the ocean of changes

2. Customer survey 2012

3. 1.
LEAN,
SixSigma
or
TLS
is
very
expensive
methodology,
no
financial
paid
back.
2.
It
is
hard
to
find
good
producCon
planners.
3.
It
is
very
common
that
order
delay
is
caused
by
missing
some
small
detail.
4.
ProducCon
routes
are
unstable,
they
always
depend
on
the
porHolio
order,
therefore
to
forecast
producCon
producCvity
is
very
hard
and
wriCng
producCon
routs
descripCons
seems
like
a
waste
of
Cme.
5.
Changes
do
not
last
long;
soon
everything
goes
back.
6.
Employees
do
not
show
enthusiasm.
7.
Methodology
is
complicated,
it
is
very
difficult
to
acquire
new
skills.
8.
If
the
compeCtors
headhunt
our
manager,
changes
starts
to
stuck.
9.
Crisis
do
not
allow
to
keep
all
the
employees.
10.
It
is
very
hard
to
build
teams,
everyone
are
selfish.
11.
ProducCon
CCR
is
not
clear,
it
always
migrate.
12.
Acceptable
producCon
norms
rises
quesCons.
13.
Urgent
orders,
brings
in
the
chaos
in
to
the
planned
work
rhythm.

4. The scientist willing to
call this phenomena-
Resistance to Change

5. Homer in „Odyssey“ call this phenomenon as
Sirens!

6. Sirens magical voice
tempted sailors to
stop and forget to
seek their travel goals.

7. Homer was right - this phenomenon
- resistant to changes - is more
related with deceiving voices of
Sirens not with people.
None of the ships that encountered
them could resist the seduction and
usually shattered on hidden reefs
and rocks or even swash.

8. From the ancient times, the energetic leaders are searching
for the secret how to overcome this phenomena, called
Resistance to Changes

9. “Sirens” of our days are the
distortion of information
and not the people who are
resisting the change.

10. Business is dominated by 3 main flows

11. Financial process is the most regulated and
most computerized

12. Everyone focuses toward operational process

13. However most get stuck with
informational flow.
It is like wind, which is possible
to curb only if the ship has
the right management.
Wind, while in our situation-
information is necessary,
however not enough so that
our ship and sailors would
meet their goals.

14. Where are the Sirens?

15. In nova days business has three main roles:
Management, Consultants and IT

16. Implementation of changes up to
TOC or LEAN, IT program
adaptation and company
management requires from all
sides a very good inter
understanding, however that is a
rear synergy.
!
Homer for an Odyssey calls it
“Gods help”
Holly Trinity:
Methodology, IT
and Management

17. 1. Companies usually operate not on a fully correct
information. Rechecking takes long time and requires
competency in the IT area, but we all know that crew expect
fast results, otherwise their enthusiasm at best falls.

18. 2. Often planners plan just
production process, and
supply and sales planning
usually is left to the
Cyclops, where some of the
Cyclops see only
procurement budget frames
and others see just clients
requirements.
They have only one eye and
can only focus on one
aspect.

19. 3. With a wide or constantly changing assortment
production „sailing“ routs are volatile, they depend on
the order portfolio, therefore productivity becomes hard
to guess, bottleneck migrates and product routs
description looks like an impossible task.

20. 4. Company usually hordes data
for accounting management (raw
materials write off, cost control,
P&L reports and etc.).
However, this data doesn’t allow to
determine which process part,
which reason creates the most
concerns during the certain time
period.
Without such information it is hard
to agree where the management
should focus its efforts and to
asses if the problem is solved or
not.
!

21. If you do not have “Gods hand” and so it happens that one area
from three -IT, Operations or Experiences in Change
Methodology - is hiding in fog you are in troubles.

22. !
For the execution - The Change Initiator or Consultant or Manager must
constantly observe key points of process. However – who has the time or
Supernatural Qualities to be in all the places at the same time, 24/7.

23. In order that information would give benefit, it has to show clear and LARGEST
influence cause, which usually, prevents to reach companies potential. Since
clients IT systems do not collect required data for making solutions or they do
not have prepared or required data collection procedures, The Change Initiator,
becomes a hostage because there is a lack of information.

24. In Homer Odyssey Tritonis helped Odyssey not only to find
a way from a complex lake toils but also made such loud
shouts using shells that Titans run away.

25. 3tonis solution - to provide systemic analysis of the entire
company and to sort out information for process management
and based on it to identify reasons that distorts process and to
inform online about disturbances in key places.

26. 1. To help the Captain to choose journeys planning method on his Log book
(ERP). A ship stuffed into the bottle can spread its sails beautifully, but the
journey will be experienced through the bottle and not through a beautiful
sailboat journey. To identify external or internal, physical or resource
bottleneck is one of the planning elements.

27. 2. To help the Captain to assess the ships routes when having different cargo
orders. After all you will all agree that to transport heavy cargo is easier and
safer in deep waters rather than shallow. For this we use VSM, to divide
products in to routes families and other methods.

28. VSM and Routing:
Operational process, CCR, Bottleneck As Is
Reengineering
Product family routes, CCR, Bottleneck
System that plans according to product
families and portfolio.
We’ll help you to reroute your slow dangerous reefy
routes to faster, safer course

29. Data required for planning crew for the
journey:
1. Number of resources in a
department;
2. Resources’ work schedule;
3. Shifts’ work schedule.

30. Data required for planning provision for the journey:
—Material supply schedule
Procurement plan forming
!30
,etc.
Captain’s ERP system
Material arrival terms (lead time,
on request)
Evaluation of material supply reliability (ordered vs. arrived)

31. 3.To asses, if your compass really points to North, we check
if your current IT systems and also data used to create
production plan is reliable.
.

32. Data transmission reliability
While researching production efficiency solutions we discovered that data
reliability is very important:
Given example demonstrates data distortion. First chart depicts actual work cycle. Second charts depicts
situation when there were no connection to database between minutes 5 and 10:
— System did not record 7:00–9:00 downtime.
— This distributed and hid the 5:00–6:00 spike.
— Spike that occurred right before the downtime compensated the latter. This would not be visible in
averaged data and would not draw attention to such event.
Summarizing
data
distortions
Solving problem Realization
1
2
!32
pcs/min
0
13
25
38
50
1:00 3:00 5:00 7:00 9:00 11:00 13:00 15:00 17:00 19:00
pcs/min
(from
05
to
10
min
lost
connecCon)
0
13
25
38
50
1:00 3:00 5:00 7:00 9:00 11:00 13:00 15:00 17:00 19:00
pcs/min
lost
connecCon
averaged data
real data
We asses if your compass really points North

33. Companies usually use various types of equipment from different
vendors.
Consequences of processing data by different sources -
different ERP, machinery, sensors and other software:
1) Different software presents the results differently.
2) Users must learn what those results mean and what to look at.
3) There is no way to analyze equipment interdependences.
4) Employees who move to another department may have to learn new
analytical tools that may considerably differ from the previous ones.
!
3tonis converts to simple language
Enigma

34. Protection against loss of Log book
Considering possible data loss, we
have implemented solutions that
minimize the risks to an absolute
minimum:
1) Data receiver preserves collected
data indefinitely while database is
down.
2) Software informs personnel via e-
mail or SMS when communication is
down, allowing quick troubleshooting
and data preservation.

35. 4. For a boson who always
monitors critical places we
offer to equip him with
monitoring equipment and
also surveillance cameras.
.

36. Because we are the developers, we are able to adapt our
solution to a specific project.
Data collection unit is constructed using industrial controller
(PLC) that enables to:
— Read data from any type of sensor.
— Adapt data collection algorithms to specific cases.
— Control external equipment.
— Accumulate data internally when communications are
down.
Data transferred to PC using:
— Direct connection via COM port.
— Industrial grade wireless connection.
Data collection from external systems:
— We implemented means to exchange data with external
systems.
— As the software developer, we are able to adapt data
exchange between any hardware and software.
— It is possible to export collected data to Your ERP
system.
3tonis “God eyes”

37. Seeing through 3tonis God Eyes

38. Recording with 3tonis
God Eye

39. 5. Gods sight power is achieved by integrating the existing IT
system with a 3tons intelligence solution (procurement,
sales, production planning, its execution, efficiency,
systemic disturbance causes).

40. Odyssey or Change Initiator in the end gets:
!
.

41. 1. Information about required
data trustworthiness and also
timely or not data entry.

42. — Reliability of material supply;
— Planned production starts;
— Timely transfers between
departments;
— Timely production task
completions;
— Timely order dispatches;
— Etc.
We measure knots:

43. Orderdispatch
Materialarrival
Materialordering
Materialissuing
ElementtransfertodepartmentX
ElementtransfertodepartmentY
Productarrivaltowarehouse
Measures in selected points:
— DDP%,
— OS,
— TVD.
Ship building process

44. Captains moods:
DDP (Due Date Performance) %
indicates reliability of a link.
!
If a link does not have buffer or excess
production capacity, then the following
link receives a lag.
!
Common causes for Captains mood
change:
Untimely material supply;
No material supply;
Previous link changed production tasks;
Incorrectly planned production scope;
Etc.

45. DDP%

46. Common causes:
• Overprotection;
• Production oriented
efficiency;
• Preceding departments
starts tasks too early;
• Incorrectly planned queue in
preceding departments;
• Large production batches
policy;
• Etc.
OS - Over Stock:

47. !
This rating evaluates financial
lag of delays.
It allows to analysis financial
impact of delays and to allocate
TVD points to the source of
delay.
TVD - Throughput Value Days:

48. 2. Daily/weekly/monthly reports about disturbance that influence
order fulfillment process, their reasons, adopted decision
consequences and also economical result (POOGI).

49. Systemic analysis must
specify production
disturbance causes and
their ratings.
This allows to determine
causes that affect
production plan the
most weekly and
monthly.
0"
5"
10"
15"
20"
25"
30"
35"
3'5'2013"3'6'2013"3'7'2013"3'8'2013"3'9'2013"
3'10'2013"
3'11'2013"
3'12'2013"
Defec0ve"RM"
Order"sequence"changes"
Issues"with"working"tools"
Quality"defects"
Equipment"failure"
Raw"materials/components"
supply"
Raw$
materials/
components$
supply$
25%$
Equipment$
failure$
12%$
Quality$
defects$
16%$
Issues$with$
working$
tools$
21%$
Order$
sequence$
changes$
7%$
DefecDve$
RM$
19%$
Revolt causes

50. 3. Virtual process monitoring and instantaneous messages about
befallen troubleshooting at a critical places for a fast reaction
or an analytical video for a search of solution (Kaizen).

51. Captains snitch
!Real-time analysis:
— Report workflow status every two
hours.
— Notification about unplanned downtime
that is not not resolved in predefined time.
— Notification about lag exceeding
predefined time interval. (For example
through text message)

52. 4. Analytical reports to
make a verdict.

53. In such way ship, its captain, crew and gods becomes one body,
which can accept even the biggest challenges thrown by the
TITANS themselves!
!
!
.

54. Darius Radkevicius
Mob: + 370 698 41027
darius.radkevicius@gig-europe.eu
Andrius Gudaitis
Mob. +370 699 9 26 59
andriusg@proginta.lt
w w w . f a c e b o o k . c o m /
proginta
www.3tonis.eu