A Guide to Implementing the Theory of
Constraints (TOC) |
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The
Communication Current Reality Tree The communication
current reality tree is a clever combination of the necessity-based logic of
the cloud converted to sufficiency-based logic and then combined with the
sufficiency-based logic of the current reality tree to describe the
relationship between observed undesirable effects (symptoms) and the
underlying core conflict. It does this
by combining the positive aspects of both tools; (1) Current realty tree – shows the core problem as the source of many
undesirable effects. (2) Cloud – shows the core problem is not the product of any one person. You will often
see communication current reality trees used in Theory of Constraint
applications to show the dynamics of the existing situation. It is, after all, a communication device. The cloud and current reality tree are
each, of themselves, an analytical device, but the combination doesn’t seek
to analyze, it seeks to inform. How do we
construct one? Well let’s have a look
at that. You will also find a good
summary in Scheinkopf (1). Let’s start
with a cloud.
We know also
that underlying each of the arrows are some unverbalized assumptions. Let’s draw
these in also.
Let’s do that
then.
Let’s give
some indication of what this might look like.
The three
cloud method is, I believe, a Socratic tool which serves the purpose of both
determining the core conflict and building consensus amongst members of a
group who may have little intuition for the situation of other members in the
group. It doesn’t’ replace the rigor
of the current realty tree in determining the core conflict. If you look
carefully at the Theory of Constraint examples you will see the current reality
tree is still being used whenever people are analyzing a problem on their
own, before showing it to someone else for comment. In my experience, however, the current
reality tree is still perfectly usable with large groups of people from
within the same functional group or area, especially if the group discipline
is maintained with a few simple rules and procedures such as variations on
the Crawford Slip Method (2, 3). However, where
the 3 cloud method comes into its own is cross-functional groups. Properly facilitated the 3 cloud method
will negate the 5th layer of resistance at the early stages of analysis. We might think of it as a strategic tool
then rather than as an operational tool. A generic
cloud of the problem is constructed from at least 3 individual and specific
clouds that address the general problem – either single clouds from different
individuals or multiple clouds addressing different aspects from one
individual. The underlying assumption
is that a deeper generic conflict gives rise to each of these specific
clouds. The generic
cloud is constructed by summarizing each of the entities in each of the
specific clouds into one common entity.
The generic cloud can then in fact be used in a communication current
reality tree to build out to all the undesirable effects. Brief descriptions can be found in; Lepore
and Cohen, and also Smith (4, 5). Breaking the
cloud with a generic injection sets the direction of the solution and the
injection can be used to develop the future reality tree. Constructing a future reality tree will
give rise to negative branch reservations and obstacles which must be dealt
with. The process is
very effective, however, needs to be properly facilitated to be truly
successful. Be aware that it exists,
but leave it until you have confidence with the communication current reality
tree. (1)
Scheinkopf, L., (1999) Thinking for a change: putting the TOC thinking
processes to use. St Lucie Press/APICS series on constraint management, pp
235-241. (2) Dettmer,
H. W., (2003) Strategic navigation: a systems approach to business
strategy. ASQ Quality Press, pp 91-93
& 215-228. (3) Dettmer,
H. W., (2003) Brainpower networking using the Crawford Slip method. Trafford Publishing, Inc., 181 pp. (4) Lepore,
D., and Cohen, O., (1999) Deming and Goldratt: the theory of constraints and
the system of profound knowledge. The
North River Press, pp 121-133. (5) Smith, C.,
In: Smith, D., (2000) The measurement nightmare: how the theory of
constraints can resolve conflicting strategies, policies, and measures. St Lucie Press/APICS series on constraint
management, pp 143-152. This Webpage Copyright © 2003-2009 by Dr K. J.
Youngman |