Basis for a multi-day "full analysis" of a company Basis equally for swatting minor but irritating repetitive problems Basis for as-needed planning and problem solving |
The Theory of Constraints Thinking processes are extremely flexible, as you'd expect from tools used in the Boardroom and the shop floor ... yet taught in Kindergarten!
There are variations on the tools themselves, and variations on how you can use them.
The Traditional Full Analysis
When the Thinking Processes were first in their almost-as-today format they were primarily used to conduct what was called a "full analysis." This is where a group of managers who had been (or who were being) trained in the Theory of Constraints first defined the problems they wanted to solve, in the form of the symptoms. Then they would use the Current Reality Tree to define the underlying causalities of the suite of symptoms, and arrive at the area of a core problem ... perhaps after a day or two's analysis.
They would then turn to the Evaporating Cloud to more clearly define the Core Problem in the shape of a core conflict, surface the assumptions under the conflict, and find a direction for a solution. Typically an hour or two.
The Future Reality Tree would then be the tool de jour ... to start by defining the improved performance characteristics needed (top of a large sheet of paper), defining the direction of the solution (bottom of the sheet), then developing the entire cause-effect connections between the starting point for the solution and the specific outcomes being targeted. Once the solution seemed solid, potential negative side effects would then be predicted, and solutions sought and embedded in the FRT. Perhaps a day or two, again.
The Prerequisite Tree would then be used to surface all the major obstacles to the solution, and to come up with ways over or through or around those obstacles. A day would be reasonable for this.
Finally, a Transition Tree would be developed to correspond with any aspects of the PRT where the specific actions needed to overcome the obstacles weren't entirely clear. Could be hours or again, a day or two.
The result is valuable; a full path with action plan of how to achieve the reversal of the performance problems plaguing the business (or how to achieve some aggressive performance targets; or, both).
But this is the type of use this Theory of Constraints Tool might see only once a year, if that.
The variations provide a way of using this flexible toolkit even for day-to-day issues.
| Recommended: If you want to learn more on this topic.. Unless you are willing to commit to a workshop with a TOC Expert, you cannot beat the educational material developed by Eli Goldratt, the originator of the Theory of Constraints. He is an amazing teacher. The 8 Videos in his Satellite Program are a best-buy for a company, intended for use by groups of employees. His provocative coverage of every industrial application of TOC challenges managers to think in new directions, and to recognize the sacred cows in their organization and their own thinking. The 16-CD Self Learning Program is extracted from the same material but intended for use by individuals on their own PCs, rather than groups. The TOC Insights is a new interactive PC-based tool for individuals. As a TOC Expert I thought they were too "cute" ... until I used them with clients. They proved to be highly effective learning tools for the 5 major applications, and the Distribution and Supply Chain solution is documented in detail here for the first time anywhere. |
Planned: a Monthly TOC EZine This EZine is intended to be 100% practical, offering tips, advice and illustrations of users' experiences with the different TOC applications. TOC Experts with practical suggestions to real problems encountered with clients will also contribute. The EZine will promote the use of TOC in combination with other technologies, for improved results. We will be taking subscriptions soon. |
|
|
|
|
|
|