toc thinking processes

8/13/2019 TOC Thinking Processes

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Washington State University-2010 1

Fundamental Exam Review

TOC Thinking Processes Segment

The Theory of Constraints

[email protected]

http://www.engrmgt.wsu.edu/

James R. Holt, Ph.D., PEProfessor

Engineering & Technology

Management
mailto:[email protected]://www.engrmgt.wsu.edu/http://www.engrmgt.wsu.edu/mailto:[email protected]


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Washin ton State Universit -2010 2

TOCICO Segmented Fundamentals Exam

Fundamentals Certificate

Multiple Choice Exam(Identify, Exploit, Subordinate, Elevate, Go to Step 1)

Fundamentals

Certificate of

TOC Philosophy

Fundamentals

Certificate of

TOC ThinkingProcesses

Fundamentals

Certificate of

TOC Applications

Fundamentals

Certificate of

TOC Finance &Measures

Inherent Potential

Inherent

SimplicityInherent Win-Win

Five Focusing

Steps

Three Questions

Conflict

Cloud

Negative

Branch

Ambitious

Target

DBRT, I, OE

PQ TypeProblemProject

Management

Replenishment


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Topics in TOC Thinking Process

Cause and Effect Evaporating Cloud Surfacing Assumptions

Invalidating Assumptions Negative Branch Reservation Overcoming Obstacles (PRT)

Categories of Legitimate Reservation Layers of Resistance


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TOC Thinking Process Elements

Two types of Logic (in Natural Language) If , Then . In order to , There must be .

Logical Causality Tools used to Answer the threequestions: What to Change? What to Change to?

How to Cause the Change?

TOC is a Systemic Thinking Process. There are a set of rules to guide and check validity. Could be called Visual Thinking.

Sufficiency Logic

Necessary Logic


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Everyone Can Think

Goal: Lower the Ball yetkeep it attached.

Minimize: Y

subject to:(X-1)^2+(Y-8)^2


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The Real World

My View of

my World


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Thinking Time

We all think! Its what we do! Our minds are like CPUs. They keep on running

and running and running

We feel uncomfortable if we dont have thoughts inour head. Thats why junk TV still survives.

We feel uncomfortable if we start thinking thewrong thoughts Thats why there are magazines in Doctors

offices!


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Thinking Experiment

Get out a pencil and paper. Wait for the starting signal. Then, Work really hard at not thinking for One

Minute!

GO!


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QUICK!

Write down every thought you had in the lastminute!

Jot down a word to catch the thought you had

Capture as many as possible.


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How Many Thoughts did youhave in 1 Minute?

0 3 6 9 12 15 18

How many of those

thoughts have you

had before? 40%,

60%, 80%?

Pr

obable

#

Number of thoughts

In the production world, we would

call recurring thoughts RE-WORK!



Improving our Mental Throughput

We need to increase our mental effectiveness We need to tie together the stray pieces so we

dont have to deal with individual thoughts

We need to get the whole picture, solve it, andmove on.



What is this?



Jonathans Family



Thinking Process Tools

The Basic Set of Thinking Process Tools Include: Current Reality Tree

Evaporating Cloud

Future Reality Tree Negative Branch Reservation

Pre-Requisite Tree

Transition Tree

Derivatives Tools: Three Cloud Approach

Chronic Conflict

Layers of Resistance

All of these tools

are Scrutinized bytheCategories ofLegitimateReservation.

Thinking Process elements includedin the Fundamentals Exam



For Fun!

In order to understand the function and power ofthe Thinking Process Tools

Lets examine a Thinking Process Example. One that is fairly well known by most people

One that is not well solved by most people

Marital Strife

Fi t th A h Th Thi ki



First the Approach: The ThinkingProcess

What to Change?

Find the cause of

the UnDesirable

Effects- UDEs.

Change (Remove)

the Core Problem.

UDEs

UDEs

UDEsUDEs

UDEs

UDEs

UDEs

UDEs

Core

Problem

Arrows are LogicalConnections areTailHead:If , Then .



Find Whats Blocking the Solution

Injection that invalidates

the assumptionGoal

Necessary

Condition

Necessary

Condition

Prerequisite

Prerequisite

What to Change To?

Assumptions that

explain the necessary

connection.

Arrows are LogicalConnections areHeadTail:In Order to ,

Must have .




How to Cause the

Change?

DE DE

DE DE

DE

DE

DEDE

Key

Action

KeyAction

Key

Action

Achieving the Solution



Marital StrifeUnDesirable Effects

Lack of

Affection

Lack of

Trust One Carries

Excessive Load

Unequal Workload

InfidelityFrequent

Disagreements

LittleSupport

Lack ofCompassion Difference of

Opinion


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Story - Trust

1. My spouse doesnt come home when I expect him (her).

This is happening more and more. The stories seem to be

weaker and weaker. I want to trust my spouse. But I dont

want to be hurt.

I feel goodabout my

marriage

My spouse

feels free from

my bondage

I dont get hurt

I trust my

spouse at all

times

I dont trust

my spouseThinking Process elements includedin the Fundamentals Exam



Story - Support

2. My spouse is deeply involved in ______. He/she expects me to support

him/her by taking care of __________ while he/she is gone. I dont mind

doing it, but it leaves me little time for my own hobbies.

We use our

time well

My spouse cando his/her own

thing

I have time formyself

Give lots ofsupport

Give littlesupport




Story-Workload

3. My spouse is in a stressful job and at a critical point in his/her career.

It seems like this critical point is getting longer and longer. In the mean

time, I have to do my job and hold down the domestic duties too!

We bothAchieve

I survivemy Job

My spousegets ahead

We balance ourdomestic workload

We have unequalworkloadThinking Process elements included

in the Fundamentals Exam



Generic Conflict(a consolidated Evaporating Cloud)

Happy

Marriage

My Spouseis Happy

I amHappy

My spouse does

what he/she wants

My spouse doesnt get

what he/she wants

1. Feel Good

2. Use Time Effective

3. Achieve

1. Spouse freedom

2. Spouse does own thing

3. Spouse gets ahead

1. Im not hurt

2. Time for me

3. I Survive

1. Trust

2. Support

3. Unequal work

1. Lack of Trust

2. Lack of Support

3. Balanced workThinking Process elements includedin the Fundamentals Exam



Core Conflict

We want

a Happy

Marriage

My Spouse needs

to be happy

I need to be

happy

There is pressure to

give my spouse doeswhat he/she wants There is pressure not togive what he/she wants

My personal

feelings are

important

I not happy unless

my spouse is happy

I have real

needsThe things my

spouse wants

are importantto our

marriage

Our wants

are different

We have

different goals

I am often slightedOften, my spousetakes second

place

Core Problem

What to Change?



The Current Reality TreeResults of the Core Conflict

We have different

goals

Excessive burdens

Different Opinions

Frequent

arguments

Loss of trust

Lack of support

Lack of Affection

Infidelity

Lack of Compassion

Unequal workload

Things need to be

done

Different people have

different levels of

importance

Time

continues

A P i l F



A Potential FutureDesirale Effects (DEs)

We have a close

relationship

We have complete

confidence We share our

burdens

We share theworkload Committed to

each other

We rarely disagreeon important

matters

We support

each other Caring

Relationship

We reallyunderstand

each other



Starting Injection

My spouse and I share

common goals, objectives

and direction in the importantaspects of our lives.



Start of the Future

We want

a Happy

Marriage

My Spouse

needs to

be Happy I need tobe Happy

My personal

feelings are

importantI not happy unless my

spouse is happy

We have commongoals, objectives

and direction in the

important aspects

of our lives.

My spouse

works

towards

spousesgoals

I work

toward

my

goals

Spouse is

working to our

common goals

Im working to

our common

goals

We are working towards ourcommon goals/direction



More Actions Needed

We are working towards our

common goals/direction

We have completeconfidence

We have a close

relationshipWe share our

burdens

We rarely

disagree We really understand

each other We have a Caring

Relationship

We support

each other

We share the

workload

? ? ? ? ?

A P ibl Ni


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A Possible NiceFuture Reality Tree

We are working towards

our common

goals/direction

We have completeconfidence in each other

We have a close

relationshipWe share our burdens

We rarely disagreeWe really

understand each

other

We have good

communication

Caring Relationship

We support each otherWe share the

workload

We realize we need

each other to reach

our common goalsWe make it a point

to communicate

(good & bad)

We share a

common set of

moral virtues

What toChange to?


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The Bad SideThe Good Side

Negative Branch Reservation


We have common goals,

objectives and direction in the

important aspects of our lives.

Im working to

our common

goals

My spouseworks

towards

spouses

goals

My spouses

goals are

achieved. Most of my

spouses goals areour common goals

I am very

busy

My goals

take a lotof time

Im not working

on my goals

I cant achieve

my goals

Thinking Process elements included



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Im working to

our common

goals

My spouseworks

towards

spouses

goals

My spouses

goals are

achieved. Most of my

spouses goals areour common goals

I am very

busy

My goals

take a lotof time

Im not working

on my goals

I cant achieve

my goals

The Good Side The Bad Side

I work on

things I

value

I work on our goals

AND my goals

I feel good about

my progress

I finally

prioritize

my life

We have common goals,

objectives and direction in the

important aspects of our lives.




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OK, Injections, But HOW?How to Cause the Change?

We have common

goals, objectives

and direction in the

important aspects

of our lives.

My spouse

workstowards

spouses

goals

I work

toward

mygoals

We realize we need

each other to reach

our common goals

We make it a pointto communicate

(good & bad)

We share a

common set of

moral virtues

Create the PreRequisite Tree(Ambitious Target Tree).

Practice on this Injection

I finally

prioritize

my life

We share a common


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Washin ton State Universit -2010

We share a commonset of moral virtues

ObstaclesPreventing

IntermediateObjectives

Its a gray world out there.

(I cant tell right from wrong)

We dont want to change.

Values change according tothe circumstances.

We have differentbackgrounds.

Our desires differ.

We both enjoy some moralindiscretions.


in the Fundamentals Exam 34


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We share a common setof moral virtues

ObstaclesPreventing


We agree on common virtues

We are willing to work on this

We agree on a common virtues

We really know each other

We share a set of common goals

We live our set of virtues in allcases

Its a gray world (cant tell right

from wrong)

We dont want to change

Values change according to thecircumstances

We have different backgrounds

Our desires differ

We both enjoy some moralindiscretions



Sequencing the solution


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Sequencing the solution(Structure of the PRT)

We recognize ourown frailties

We dont want to

admit error

We really communicate

We subordinateourselves to each other

We really know each other

We share a set of common goals

We agree on a common virtues

We live our set of

virtues in all cases

We share a common set of moral virtues

Our desires differ

Its hard to tell right

from wrong

We enjoy ourindiscretions

We dont

talk much

We are

different

We dont know

each other



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Putting the Intermediate Objectives Into Place

The PreRequisite Tree exposed the IntermediateObjectives (Milestones) needed forHow to Cause the Change?

But, How to We actually Get there? How will, We Really Communicate? For this, the Transition Tree gives the Step-by-Step

Approach to getting there.

We recognize our

own frailties

We dont want to

admit error

We really communicate

We subordinate

ourselves to each other

We dont

talk much

Working Upwards on a


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Working Upwards on aTransition Tree

We recognize our

own frailties

We dont want

to admit error

We really

communicate

We subordinate

ourselves to eachother

We dont

talk much

We recognize (moreand more of) our

own frailties

People rarely respectpeople who make a lot

of mistakes

We wantothers to

respect us

We aremortal

There are (andshould be) few

secrets between

spouses

We, each of us, try tohide our mistakes

Spouses can be asignificant help and supportfor dealing with problems

Mistakes areinevitable

We generally know about eachothers mistakes that we try to hide

We wantto improve

We, each, admit(confidentially) to

some of ourproblems that wewish to eliminate

Working Upwards on a


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Working Upwards on aTransition Tree

We recognize our

own frailties

We dont want

to admit error

We really

communicate

We subordinate

ourselves to each other

We dont

talk much

We subordinateourselves (more andmore) to each other

We desire to love each othereven more than we do nowWe Loved

each otherin the past

We both havemade some

mistakes

We are willing to dosome things that show

love to our spouse

We need to resolve someproblems on both sides

Real love comes fromsacrificing self for the

benefit of others.

Our marriage hassome strife caused

by each of us.

We need cooperation(give and and take)

from both sides

We want

to improve

We, each, acceptwe will do morethings for each

other than we arecurrently doing

Mistakes areinevitable

It is easierto lovewhenloved.

Working Upwards on a Transition Tree


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We recognize our

own frailties

We dont want

to admit error

We really

communicate

We subordinate

ourselves to each

other

We dont

talk much We recognizemore and

more) of ourown frailties

We talk frequentlyabout our

successes together

We talkfrequently aboutour challenges

We dedicatetime to spend

with eachother

Neither of usdominates thediscussion (for

too long)

We both havetopics of interest

to each other

We dont talk much

We reallycommunicate

(more and more)

We subordinateourselves (more

and more) toeach other

We want

to improve

We need totalk more

We each mentionthree good things

that are happening

in our lives

We each mentionthree problems thatwe want to improve.

We are verypatient and

listen withoutjudgment.



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We recognize

our ownfrailties

We dont want

to admit error

We really

communicate

We subordinate

ourselves to each

other

We dont

talk

much

We dedicate

time to spendwith each

other

We reallycommunicate

(more and more)

We each mentionthree good things

that are happening

in our lives

We each mentionthree problems thatwe want to improve.

We, each, admit (confidentially)to some of our problems that we

wish to eliminate

We are very

patient andlisten withoutjudgment.


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The Strategic/Tactic Plan for Marriage

S. MaritalBliss

T. Love Each

Other

S. Get

Along

T. Accept

Each Other

S. Focus on

the OtherT. Have

Common

Goals

S. Trust

Each Other

T. Share

Moral Code

S. Spouse

Loves Me

T. Take

Actions tocause Spouse

to love meCommunication

Work at MarriageForgiveness

FidelityShared

Responsibility


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The Evaporating Cloud

A. The

Goal

B. My

Need

C. OthersNeed

D. What I

Want

D. What

theOthers

Want




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Creating the Evaporating Cloud

D. What I

Want

1. What is it that I Want (thatIm having trouble getting)?


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D. What I

Want

D. What

theOthers

Want


2. What is it that the Others Want(that I dont want them to have)?


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B. My

Need

D. What I

Want

D. What

theOthers

Want



3. Why do I want what I want?What Need am I trying to fulfill?


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B. My

Need

C. OthersNeed

D. What I

Want

D. What

theOthers

Want




4. Why do the Others want whatthey want? What Need do they

have?


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A. The

Goal

B. My

Need

C. OthersNeed

D. What I

Want

D. What

theOthers

Want




4. Why do the Others want whatthey want? What Need do they

have?

5. What Goal do wemutually share? Whyare we still arguing?

Reading the Cloud:In order to I musthave .

Communicating the


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Communicating theEvaporating Cloud

A. The

Goal

B. My

Need

C. OthersNeed

D. What I

Want

D. What

theOthers

Want

5. And you WANT to meetyour Need as well.

3. Acknowledge the Other sideWants to act on meeting their

Need.

4. Point out that you also have asignificant Need.

2. Recognize you understand theOthers Need must be meet to

reach the Goal.

1. Start the Mutual Goal.It is common ground.Both interested.

Reading the Cloud:In order to I musthave .


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Lets Do Some Examples

A. The Goal

B. Why I

Want It

C. Why the

Other SideWants What

They Want

D. What I

Want (to do)

D. What the

Other SideWants




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A. Get the

Customer

order

B. Make the

offer

attractive to

thecustomer

C. Insure

the qualityof the

product

D. Supplier

makes the

mold

D.

Customermakes the

Mold



STUDENTEXAMPLE


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A. Make

more Profit

B. Motivate

better

Performance

C. ControlExpenses

D. Pay High

Salaries

D. Dont

pay HighSalaries



Because: Motivated

employees deliver

more profit

Because: Money is

the ONLY motivator

Because: Expenses

subtract from profitBecause: Salaries are

a significant part of

expenses

Because: This will

create conflict with

the team.

Salaries are fixed.

STUDENTEXAMPLE

Evaporating the


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Evaporating theEvaporating Cloud

A. Manage

Production

Effectively

B.

Produce a

Lot

C. Keep

Costs andDelivery

in Control

D. Increase

the Work-In-

Process

D.

Decreasethe Work-In-

Process

Assumption: We aremeasured upon ourProduction Level

Assumption: All machines mustbe keep busy all the time.

Assumption:We cantincrease WIPand DecreaseWIP at thesame time.

Assumption: WIP is expensive.High WIP delays flow time.

Assumption: Our profitsare not high. Customersdemand on-time delivery.


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There is an Injection for Every Conflict

Arrow Assumption Injection AB Productive Deliver Max Capacity AC Cost Effective Price on Value BD Busy Machines Keep Constraint 100% CD Expensive WIP Throughput Focus D/D Cant do Both Buffer Constraint only

Chosen Injection:Focus on the Capacity Constrained Resource.Release work to the system at the rate of theCapacity Constrained Resource a Buffer Time in

Advance (no sooner, no later).Use Buffer Management to improve the system.

Sometimes TOC Solutions Are Counter


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Sometimes TOC Solutions Are CounterIntuitive

DBR: To get more out, put less in. CCPM: To finish project sooner, delay the Start. CCPM: To be safer, remove the safety.

Replenishment: To get your products quicker tothe customer, store them farther away. To Solve the Conflict, Ignore the conflict. To Make More Money, Sell at below Cost.

If you cant find an injection, then just do what is

opposite of what everyone else is doing (andthen do whatever it takes to make it work).


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Negative Branch Reservation Practice

Story Line. I just had an exposure to the Negative Branch

Reservation Tool of the TOC Thinking Process.

I can remember parts of it (the Good Side, the

Bad Side part sticks out). The class instructor now tells us to make a

Negative Branch Reservations as an in classquiz.

Assignment. Draw the Negative Branch Reservation and the

results of the trimming Injection.




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I draw a NBR Tree



..

.

.

We might I will lookd!

We mightI Wont be


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I draw a NBR Tree



I learn betterhow to dothe NBR

Im not too

good at theNBR

I might becalled topresent

I Could lookbad.

My NBR treemay not look

good

Practice

Get Help fromEach other

Two idiotsare betterthan one

glearn fromEach other

good!g

Miss it.I Wont be

alone


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PreRequisite Tree Practice

The AMBITIOUS TARGET: To Learn the Evaporating Cloud, the Negative

Branch Reservation and PRT (Ambitious Target)Tree in the next half hour.

What are the Obstacles?

What are the Injections?


Learn EC NBR PRT in


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Learn EC, NBR, PRT in30 Mins

ObstaclesPreventing


. .



Learn EC NBR PRT in


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Learn EC, NBR, PRT in30 Mins

ObstaclesPreventing

IntermediateObjectivesWe are preoccupied.

We are sleepy (after lunch)

Too many callsDetails unknown to us

Not enough time

No writing materials

Not willing to accept learning

Not motivated.

Difficult, complex, hard

Full Time Call Concentration

Coffee

Switch off (no distractions)

We Know the Details

Plenty of time

Write on White Board

We paid for this class!

I really want to do this

With the right materials, this is easy!Thinking Process elements included


Sequencing the solution


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(Structure of the PRT)

.

.

.

.

.

.

.

I learn the EC, NBR, PRT in 30 Mins.

.

.

.

.

.

.


Categories of Legitimate Reservation


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g gUsed to Scrutinize All Logic Trees

First: Clarity

Second: Entity ExistenceCausality

Third CauseInsufficiency

Additional Cause

Cause ReversalPredicted EffectTautology

The Cause

The Effect

This simple set of rules, which compiles all the key elements necessary

and sufficient for anyone to validate or invalidate logic, is one of Eliyhau M.Goldratts si nificant contribution to thinkin . 63 Washin ton State Universit -2010


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Resistance to Change

Why dont People Change? Resistance to change is a good thing. It prevents

most un-needed changes.

People resist because they dont understand the

value of the change and / or see significantnegative branches without a way to deal withthem.

There are six basic layers of resistance and sixmethods to overcome them.



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Layers of Resistance

Layer 1. Disagree on the problem Solution: Agree on the problem (CRT) Layer 2. Disagree on the direction of the solution Solution: Agree on the direction of the solution (EC)

Layer 3. Disagree that the solution solves the problem.

Solution: Agree that the solution solves the problem (FRT) Layer 4. Yes, But, there are potential Negative consequences. Solution: Agree that the solution will not lead to any significant

negative effects (NBR)

Layer 5. Yes. But, there are obstacles to implementing the solution. Solution: Agree on the way to overcome any obstacles that might

block or distort implementation of the solution (PRT)

Layer 6. Unverbalized fears Solution: Overcome Unverbalized fears (TT)


Categories of Legitimate


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g gReservation: CLRClarity

A School only for Pretty Girls?Or, is it a Pretty School for young girls?Or, just a very Little School?Could it be a school for one particularly

Pretty Girl (you missed the apostrophe)?Are there boys there too?

Does the building look particularly nice?What is the enrollment?

This is a pretty

little girls school

This is a smallschool for girls

Expressing logic visually gives the opportunityfor scrutiny often missed when voiced only.

66 Washin ton State Universit -2010


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CLREntity Existence

Entity Existence Reservation:Do these things really exist in

your world?

Operating costsof the car are oflittle concern

There is freemaintenance for100,000 miles

The exteriorappearance of thecar doesnt matter

A brand newLexus costs$15,000



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CLRCausality

Causality: Show me how the parts in theEffect (at the point of the arrow) come fromthe Cause (from the tail).

I open aSavings

Account

I receive20%interest

I want to bedifferent

I need pantslike Joes

My roommatehas a car

I needa car

I buy stock

I become amillionaire

There are problems with each one.The Cause

The Effect



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CLRCause Insufficiency

Insufficiency Reservation: Your

Group needs to complete agood Group Project too.

I get excellentgrades in Class

My Projectgoes well

I turn-ingoodhomework

My GroupProjectgoes well

Insufficiency Reservation: YouNeed to do your Project well.



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CLR(More on Insufficiency)

Is it sufficient?

Not without theTriangle!


C R Addi i l C


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CLRAdditional Cause

I dont get

good GasMileage

My Truck islarge

Additional Cause Reservation:

I carry heavyloads

Additional Cause Reservation:

I drive too fast

Ah-Ha! We see an

area wereimprovement ispossible.


CLR C R l


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CLRCause Reversal

My Garage isfull of stuff.

My Garage istoo small.

The Garage didnt

create all the extrathings.

My Garage isfull of stuff

My Garage istoo small.

I cant get my

car in theGarage.


CLR P di t d Eff t

The Most DifficultCLR t (


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CLRPredicted Effect

Our Income

is toolow

We dont

have enoughmoney

to pay our

bills

Predicted Effect Reservation:If our income is too low, Iwould expect to see mostpeople with the same incomeunable to pay their bills.

Others with thesame incomewould not be

able to pay their

bills

Many otherswith same or

less income dopay their bills

And yet, I see lots of peoplewith the same or less incomepaying their bills just fine.

We buy toomany things

we really dont

need

Discovery Happens!

We have toomany bills

CLR to use (youhave to think).



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CLRTautology Most Frequent


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The Cause is the Excuse

The Circular Logicof the Cause isaccepted becauseof the Effect.

How do you know the Beavers are a lousy Team?Because, they lost the game didnt they!

The Beaverslost the game

The Beavers area lousy team.

Whenever you hear, a BECAUSE,that is the same as the Effect you havea Tautology (bad logic).

The Cause

The Effect

qLogical Error!


CLRTautology

Most Frequent


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The Cause is Hard to Define

To resolve the Tautology, the Cause needs to be somethingthat can be determined and challenged;

Not an Abstract Concept.In this case, the abstract word is lousy. What does that

mean? We need another substantial meaning.



When the BECAUSE is ABSTRACT,

we need to dig further.

The Circular Logic of the Tautologycomes from a Cause which is abstract;difficult to determine, define or quantify.So, too often the Cause is notchallenged.And, it seems the undefined Cause isaccepted because of the Effect.

Logical Error!


CLRTautology: SearchingF A Alt t C ti

Most Frequent


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For An Alternate Connection



The Beavers playa lousy game

The Beaversdont prepare

well for games

The Beaversdont execute

well

The Beavers aredepressed by their

mistakes

People feelbad whenthey make

dumbmistakes

The Beavers areperceived as a

lousy team.

The Beavers maynot be so bad.

The Beaversface an easy

team

The Beavers arein a slump

They are not

thinking clearly

Logical Error!


How Do TautologiesH ?

Most Frequent


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Happen?

I tell themwhat to do

They dont

do it

I push them

They stilldont do it

I push themharder

They areobstinate

I push them

hard

They areobstinate

Cause for Tautology isunanswered questions.

Do we every stop tothink why they are notanswered?Why dont people do

what they are told?

Hum?

Logical Error!


Cause for the TautologyPre Conceived Notion

Most Frequent


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Pre-Conceived Notion

In General, the most common error in Jumping toConclusions is the Tautology!

He is ajerk

He wont

help us

They are Part ofManagement!

Hes Indian

They are Muslims

He is Black

They are Poor

Shes a Woman

Men!

Hum?What is the underlying reason for these crude remarks?

Sometimes aTautology is asingle statement.

Logical Error!


T t l i ft K J k


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Tautology is often a Knee Jerk

When we hear, BECAUSE (same as Effect) When the BECAUSE is ABSTRACT When the ABSTRACT is DEROGITORY

It is probably a Tautology Logic Problem Basic Assumptions of the Theory of Constraints:

All PeopleThink

All People areGood

Every action is logical

(within the environment and inaccordance with the individualsunderstanding of their ability to

change the environment)Emotion is evidence ofpassionate, logical thinking!


P ti C ti K J k


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Practice Correcting a Knee Jerk

They are Part ofManagement!

Why Should they?

Im important

I do a good job

Managements Role is to

oversee systemicperformance

Management isIncompetent=>

I dont get

what I need

ManagementIgnores me

ManagementDoesnt

Respond

ManagementDoesnt

Listen

Im glad its not me!

I am not thesystems

problemManagement must

be dealing withsome very seriousneeds


An Additional TOC Insight


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An Additional TOC Insight

Systems are Inherently Simple

E=MC2

In free markets, economic stability iscontrolled by the Interest Rate.

System A System B


Look for a Simple Solution!


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Look for a Simple Solution!

Thehomework is

too hard

I cant domy

homework

I dont know what the words mean

I dont understand the problems

I dont understand the book

Lecture doesnt make sense

I cant see the connections

There are too many concepts

Its too complicated

Did you ask

anyone forclarity?

No.


Thinking Processes


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Thinking Processes

The Goal: Improve Systems (Remove UDEs)The Measure: Number, Scope and Severity of ProblemsThe Constraint: Core Conflict

There once was an old SystemThat lived in a shoe.That had so many UDEsIt didnt know what to do

UDE

UDE

UDE

UDEUDE UDE

UDE

UDE

UDE

UDE

UDE

UDE

UDE

UDE UDEUDEUDE

UDEUDE


Thinking Processes


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Thinking Processes

The Analysis:The Paradigm Shift: Cause theErroneous Assumption to Go Away(Fix Rules, Measures)

Let the System Behave Correctly!


Thinking Process Results


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Thinking Process Results

What do we learnhere to apply to

Daily Lives?

Conflicts can be Resolved.

Negative Branches should be Trimmed.

Be James Bond -- A Few, RightlyPlaced Injections can Make DramaticImprovement!

We can achieve Ambitious Targets

Communication is Greatly Improved!

Buy-In Happens!

Problems Go Away-Are Replaced By Desirable Entities!


Thinking ProcessesLessons Learned


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Lessons Learned

There are Answers -- Dont Despair Look for Cause-->Effect Relationships Think Clearly Clarity, Causality, Insufficiency, Additional Cause,

Predicted Effect, Cause Reversal Dont Accept Compromise (No Win-Lose orLose-Lose) Learn to find Breakthrough Injections

A Cloud-A-Day keeps the Conflict Away Become Justifiably Self-Confident Enter a Complex World, Find the One Spot that

Needs Fixing, Fix it.

Then, Look for the Next Spot to Fix 87 Washin ton State Universit -2010

Next Topics


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Next Topics

TOC Thinking Processes TOC Applications Operations

Project Management

Replenishment

TOC Finances and Measures

Some TOC Philosophy will be blended into theseadditional topics.

toc thinking processes

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