Boeing Defense, Space & Security | Wichita Engineering

November 16, 2010

Applying Theory of Constraints Tools to
Focus Lean Development
National Defense Industrial Association
10
th
Annual CMMI Technology Conference & User Group
Software Engineering Institute
Carnegie Mellon University
Tim Oltman
Boeing Defense, Space & Security
Wichita, Kansas
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Tim Oltman
Boeing Defense, Space & Security
Wichita, Kansas
Engineering Analysis & Integration
Lean Engineering
Six Sigma Black Belt
[email protected]
Phone (316) 209-6183
Introduction
Boeing Engineering Analysis & Integration Team (AIT) in Wichita Kansas, where he is
responsible for Lean support of Lean+10X and process improvement projects across a
variety of Engineering disciplines. Tim is Theory of Constraints International Certification
Organization (TOCICO) certified in the Thinking Process tools, a Boeing Six Sigma Black
Belt and heads the Wichita site Six Sigma Steering Committee. Tim has a B.S. in Industrial
Engineering from the University of Nebraska and an M.B.A. in Operations Management from
National University. Tim has over 25 years of Aerospace experience with General
Dynamics, Raytheon and Boeing. Tim has been published and a presenter at the 1999
AEROFAST conference. Tim received an Institute of Industrial Engineers process
improvement award for a Statistical Process Control project he implemented to reduce office
process flow time.
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Theory of Constraints (TOC) Definition
TOC is a management philosophy introduced by Dr. Eliyahu M. Goldratt in his
1984 book The Goal, that is geared to help organizations continually achieve their
goal. Based upon the contention that any manageable system is limited in
achieving more of its goal by a small number of constraints (& that there is always
at least one). The TOC process seeks to identify the constraint and restructure the
rest of the organization around it, through the use of the Five Focusing Steps.
Key Assumption
The underlying assumption of TOC is that organizations can be measured and
controlled by variations on three measures:
Throughput is money (or goal units) generated through sales.
Inventory is money the system invests in order to sell its goods and services.
Operating Expense is all the money the system spends in order to turn inventory into
throughput.
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Standing on the Shoulders of Giants
Theory of Constraints International Certification Organization
www.tocico.org
Dr. James R. Holt, PE
Professor
Engineering & Technology Management:
Washington State University
[email protected]
Home Office: (503) 669-6676
Address: 429 SE 13th Court
Gresham OR 97080-9361
Eliyahu M. Goldratt
The Goal.
Its not Luck.
Critical Chain
Necessary but not Sufficient.
The Choice
Isn't it obvious
Its Not Luck, Eli Goldratt, 1997
This textbook /novel introduces the Thinking Processes and shows their application
of the Thinking Process in many different environments
The Logical Thinking Process: A Systems Approach to Complex
Problem Solving, H. William Dettmer, 2007
This is an excellent Theory of Constraints Handbook
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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Theory of Constraints Basic Facts
Every system is part of a larger system
Every system has sub-systems
A system is made up of individual elements that are
linked in some interdependent fashion
Within any complex system there is one constraint (or
very few) of several possible types
Every system has a limiting factor, else growing systems would
soon explode
It is always possible to find the constraint and exploit it
or improve it
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The Five Focusing Steps
0. What is the Goal
0.5 How to Measure Progress toward Goal
1. Find the System Constraint
2. Decide How to Exploit the Constraint
3. Subordinate everything else to the Constraint
4. Elevate the constraint
5. If the constraint moves, start over at Step 1
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Constraints Management
In physical systems (machines, production,
distribution, ) the constraint is relatively easy to find
In non-physical systems (social systems, service
organizations, interactions, relationships, self-
governing, not-for-profit, creative groups, ) it is
harder to find
While we can often change our minds faster than
changing equipment, getting EVERYONE to change
their minds at the same time, is pretty hard
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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TOC Thinking Processes: Constructs
Evaporating Clouds
(Conflict, 3 clouds, CCC)
Assumptions
Undesirable Events (UDEs)
Current Reality Tree (CRT)
Injections on CCC
Desirable Events
Future Reality Tree (FRT)
Negative Branch Reservation
Prerequisite Tree (PRT)
Transition Tree (TT)
What to change? What is the GOAL and what
are the steps to reach it?
Goal
Critical success factors
Necessary Conditions
Intermediate
Objectives Map
Objective (Injection)
Obstacles
Intermediate
Objectives
Prerequisite Tree
Objective
Requirements
Prerequisites
Evaporating Cloud
(Conflict Resolution Diagram)
Undesirable Effects
Intermediate Effects
Root Causes
Current Reality Tree
Objective
Intermediate Effects
Specific Actions
Transition Tree
Desired Effects
Intermediate Effects
Injections
Future Reality Tree
What to
change
TO?
How to
CAUSE
the
change ?
What to change? What is the GOAL and what
are the steps to reach it?
Goal
Critical success factors
Necessary Conditions
Intermediate
Objectives Map
Goal
Critical success factors
Necessary Conditions
Intermediate
Objectives Map
Objective (Injection)
Obstacles
Intermediate
Objectives
Prerequisite Tree
Objective (Injection)
Obstacles
Intermediate
Objectives
Prerequisite Tree
Objective
Requirements
Prerequisites
Evaporating Cloud
(Conflict Resolution Diagram)
Objective
Requirements
Prerequisites
Evaporating Cloud
(Conflict Resolution Diagram)
Undesirable Effects
Intermediate Effects
Root Causes
Current Reality Tree
Undesirable Effects
Intermediate Effects
Root Causes
Current Reality Tree
Objective
Intermediate Effects
Specific Actions
Transition Tree
Desired Effects
Intermediate Effects
Injections
Future Reality Tree
Desired Effects
Intermediate Effects
Injections
Future Reality Tree
Desired Effects
Intermediate Effects
Injections
Future Reality Tree
What to
change
TO?
How to
CAUSE
the
change ?
Source: The Logical Thinking Process, H. William Dettmer, 2007
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Different Logic Patterns
Logic: There are two main types of logic: Sufficiency-Based logic and
Necessary-Based Logic
With sufficiency based logic, we read in the direction of the arrow and say IF A,
THEN B, we mean, "It is sufficient that if A exists, then B exists." IF I have a
dog, THEN I have an animal. Having a dog is sufficient to satisfy the conclusion
that I have an animal. This is common sense
With necessary based logic, we read against the arrow and say, In Order To C,
I Must Have D. In Order To make a fire, I Must Have combustible material. This
is also common sense. Can you have a fire without combustible material?
These two different types of logic are often confused, but shouldn't be. One is
forward thinking, the other is backwards thinking. They are Different
IN ORDER TO have an animal I MUST HAVE a dog. Is that common sense?
No, I could have a cat. IF I have combustible material THEN I have a fire. Is that
common sense? No, there are other things necessary to have a fire. The
categories of legitimate reservation make sure the logic is solid
I have a Dog I have an Animal
A Fire Combustible Material
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Alternating Logic Types
The Theory of Constraints Thinking Processes use both necessary and
sufficient logic. In examining the logic tools closely, you see the tools alternate
the logic types. The CRT, FRT and TT use sufficiency based logic. The EC and
PRT use necessary based logic. This clever alternating logic causes the final
conclusion to not only be necessary but also sufficient--the solution will be the
minimum set of required conditions to be sufficient to assure success.
These two, common logic types each discover causality in different ways. By
alternating them, we clarify and better understand. We recognize that all dogs
are animals. And, we need heat and oxygen besides combustible material to
create a fire. The use of both makes our thinking process robust, forgiving and
reliable. Using them both will help you discover new knowledge.
Some people claim necessary based logic is right brained and sufficiency based
logic is left brained. Maybe getting both sides of the brain to work together will
be a boon! Anyone can learn necessary based logic. It just takes practice.
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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Evaporating Clouds are Necessary-Based Logic
Necessary based logic is the basis for the Evaporating Cloud (Conflict Resolution
Diagram as Dettmer calls it). What are the necessary conditions to achieve the goals we
desire? What are the prerequisites for the necessary conditions?
The Evaporating Cloud is used to surface intuition, generally accepted assumptions,
unspoken understanding, and established rules.
These areas (assumptions behind the necessary logic arrows) then become targets for challenge /
change/ improvement.
The traditional assumptions limit the range of solutions to our problems.
If the traditional assumptions can be made invalid, then we have found a place where the
necessary conditions no longer hold.
We call such a discovery, a breakthrough injection.
The Evaporating Cloud is the most easily used logic tool. It can be used everyday to
develop understanding, facilitate communication and resolve every-day conflict. Students
of the Thinking Process should learn to create Evaporating Clouds in minutes. It is most
better to resolve conflicts quickly, before they become chronic
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Here is an Evaporating Cloud Worksheet
Story line: _____________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
A.______
______________
_______
B.______
______________
_______
D.______
______________
_______
C.______
______________
_______
D._____
______________
_______
Create Step 1 Create Step 3
Create Step 2 Create Step 4
Create Step 5
Goal or Objective
Requirements
Pre-Requisites
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Guidelines for Creating and Evaporating Cloud
As soon as you recognize there is no room for an acceptable compromise (there is a breakdown in
communication, the other side is becoming stubborn and illogical or our relationship is in jeopardy)
take a break. During the break:
1. Write down WHAT I WANT (D.)
You know this. You keep repeating it over and over out loud and in your thoughts. (Usually, this is an
action or result of an action)
2. Write down WHAT THE OTHER SIDE WANTS (D'.)
You know this. They keep repeating it over and over trying to convince you.
3. Write down WHAT NEED I AM TRYING TO SATISFY. (B)
You may have to stop and think hard here. Why is it you NEED the thing you want?
4. Write down WHAT NEED THE OTHER SIDE IS TRYING TO SATISFY. (C)
If you don't know, you haven't been listening to the other side. Think! What was their justification for
their desires? That was their need?
5. Write down OUR COMMON OBJECTIVE. (A)
Yes, you have one. You are still talking! What is the reason you are still talking to this hard headed,
obnoxious, uncooperative person on the other side? What do you both want to have? What goal do you
both need to satisfy? Why is it you are trying so hard to convince the other side to cooperate?
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Creating the Evaporating Cloud
A.
(5. What is our
common Goal
or Objective?)
B.
(3. What need
am I trying to
satisfy?)
C.
(4. What need
is the other
side trying to
satisfy?)
D.
(1. What do
I want?)
D.
(2. What
does the
other side
want?)
In order to
Objective
In order to We need to
Requirement
We need to
Prerequisite
Ac.
5 Dramatically improve our
processes
Focusing Lean Support Group
Core Conflict Cloud
Story line: The company has limited resources to perform Process Improvement and support internal customer needs for Change
and Improvement. These change agents are tasked with working with Employee Involvement Teams to create a culture of
process improvement. There is an effort underway to explore TOC as an improvement tool.
In order to
Objective
In order to We need to
Requirement
We need to
Prerequisite
Dc.
2. Use the best LEAN tools and
techniques, EI (Employee Involvement)
Dc.
1. Take radical, unproven (to me),
experimental procedures
Cc.
4. Do mature, correct things that have
proven to be very effective over time
Bc.
3 Do things that deliver
significant results quickly
There is a method to create and maintain stable
balanced processes (We become a fast, reliable
source of expert knowledge and projects. We can
pick and choose which, of many, contracts we will
pursue. We are profitable. We can grow our
capacity at a rate we choose.
Use the Thinking Tools Process to establish
priorities for Process Improvement Projects
Focus resources on where the highest savings are (largest
improvement can be made that contribute to Throughput immediately
(or accelerate project management processes)
Find other ways to implement Employee Involvement
(remove the obstacles to being fast and let the work
itself be the reward)
Assumptions
1. There is pressure to try something better than what we have been doing
2. Our customer has changing requirements
3. The customer wants products faster and cheaper
4. Difficult to schedule today what is going to occur more than 6 months in the
future
5. Our project requirement are not all the same
Assumptions
1. Our current date driven scheduling causes us to have to do project rescheduling
2. There is pressure to try something better than what we have been doing
3. we need to improve our processes
4. TOC takes in to account delays and resources availability
5. TOC is a good way to create process that are adaptive
Assumptions
1. Toyota like methods have been up to this point the company accepted method
for continuous improvement.
2. Toyota is considered to be successful with their implementation of Lean
Processes
3. The accepted site improvement methodology has been EI
4. It is easier to stay with the current culture
5. EI teams are easy to measure and control
Assumptions
1. We dont know where to focus resources
2. Implementing both concepts causes confusion
3. Lean and EI dont always deliver desired results
4. Not everyone knows TOC
Assumptions
1. We need to improve our processes
2. Stable processes makes jobs easier to manage
3. We know how to control stable process
4. If we change we might create an unstable process
Create meaningful improvement
metrics associated with Increasing
Value and decreasing Time
Train Lean Facilitators on
TOC
Train TOC folks on how they can benefit from LEAN (to improve the
difficult processes they find in CCPM for sure and other
bottleneck areas).
Combine LEAN and TOC for fast, surgical results!
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CLRs
CLRs Categories of Legitimate Reservation
Are tools to rigorously evaluate and critique (scrutinize) logic
statements in a non-threatening manner
Ensure the logic is solid
Help solidify intuition or emotion into solid cause-effect
relationships
Force the discovery new knowledge to correct logical errors
The Categories of Legitimate Reservation are the tools to
validate or invalidate any argument. They are very powerful
when applied in a systematic way. They are the tools to
discover the underlying assumptions.
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Categories of Legitimate Reservation
1. Clarity
2. Entity
Existence
3. Causality
Level I
Reservation
Level II
Reservations
Always Start Here!
6. Predicted Effect
4. Insufficiency
5. Additi onal Cause
7. Cause
Reversal
Level III Reservations
8. Tautology
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Scrutiny!
What is Scrutiny?
We want to examine each logical arrow according to eight logic
rules (CLRs).
Taken together with your intuition, they are sufficient to
demonstrate the truth of your logical connections.
Or, they will surface legitimate reservations about the logic.
Anytime a reservation is surfaced and addressed, additional
knowledge is gained. DISCOVERY!
Use Scrutiny to gain deeper understanding/discovery.
Use it on yourself and with others. Encourage them to scrutinize
you!
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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Creating a Current Reality Tree from UDE
UDEs Undesirable Effects
Lets approach these UDEs and the whole world of Team
Management by taking three different situations (one UDE
clouds) and combining them.
Development (or Design) / Business / Education
Other areas would have worked just as well; these are
good enough
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UDEs of Lean Support Group
The majority of BDS leadership has the perception that lean does not generate results.
*Employee Involvement has not produced the results desired
*Lean has not produced the results desired
*Leadership is hesitant to apply lean to a business problem.
*Lean results do not show up in EAC
*Leadership feels leading Lean is not a valuable way to spend their time.
*Leadership fears using Lean because of fear of not being able to proved the expected improved financials.
*Lean facilitators are most comfortable with soft skills facilitation / training and not driving teams to achieve significant
improvement fast
*Lean facilitators are not comfortable not driving teams to achieve significant improvement fast.
*Lean facilitators are conflict adverse..
*Lean facilitators become ineffective when having to lead real change.
*People are confused at which measure to follow
*People are frustrated
*People are not happy (satisfied) with their work
*The site is not performing as well as it should
* Lean facilitators are not sure which metrics to track and follow
*There is general confusion about what the goals and objectives are
*There is a general lack of focus and direction
* Lean facilitators are not supporting all the needs of the customers
*Employee Involvement is not capturing as much savings as possible
*There is conflicting direction from matrix chain of command
*There is lack of emphasis on improvements that impact the bottom line
*There is confusion on which tools and techniques to use
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Does this Conflict seem to CAUSE all the UDEs?
B
Have a High
Degree of
Group
Cooperation
C
Encourage
Individual
Contribution
D
Base Recognition
on Team
Performance
Not D
Base
Recognition on
Individual
Performance
A
Have a
Successful
Team
Some team members
complain
Team is not as effective
as hoped
Some people are
frustrated
Quality/content/scope
problems exist
Some people are
over-loaded
Some work is
late
Teams cost
more
Team seems out-of-
control
? ? ?
?
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Behind Every Arrow, There is an Assumption
The assumption in Necessary Based logic was:
In order to Eat, I must have Money Because I pay for my
food.
The assumption in Sufficiency Based logic is the same but is
structured slightly differently:
If I want to eat, And I pay for my food, Then I need money.
I want to Eat
I need Money
I pay for my food
Logical And Connector
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Some Assumptions Behind the Arrows of the Core
Conflict
B
Have a High
Degree of Group
Cooperation
C
Encourage
Individual
Contribution
D
Base Recognition
on Team
Performance
Not D
Base Recognition on Individual
Performance
A
Have a Successful
Team
Effective teams
have a high
degree of synergy
Any individual on the team can
cause team failure
The teams work
is mostly
individual effort
Individuals respond to
individual rewards
Rewarding some individuals
and not other always causes
problems
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The next few steps are Dramatic Ones:
Stand the Cloud on its point.
Turn around the arrows
Adjust the wording to make smooth
If Then logic
Add the Assumptions with the And Connectors
The result is the start to the Current Reality Tree!
Converting the Evaporating Cloud to Current
Reality Tree
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Start with the Conflict Cloud
B
Have a High
Degree of
Group
Cooperation
C
Encourage
Individual
Contribution
D
Base Recognition
on Team
Performance
Not D
Base Recognition on
Individual
Performance
A
Have a
Successful
Team
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Flip in on its end
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Turn the Arrows Around
Have a
Successful Team
Encourage
individual
contribution
Base rewards on
Individual
performance
Base rewards on
team
performance
Have a High
degree of group
cooperation
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Adjust the working to If ... Then Logic (note the key words
added to make this easier include them)
Have a
Successful Team
Encourage
individual
contribution
Dont base
rewards on team
performance
Base rewards on
team
performance
Have a High
degree of group
cooperation
We want to have a
Successful Team
We need
individual
contributions
There is pressure to
base rewards on
individual
performance
We need a high
degree of group
cooperation
There is pressure to
base rewards on
team performance
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Add in at least one Assumption for each arrow
We want to have a
Successful Team
We need individual
contributions
There is pressure to base
rewards on individual
performance
There is pressure to
base rewards on team
performance
We need a high degree
of group cooperation
Effective teams
have a high degree
of synergy
Any individual
on the team can
cause team
failure
The teams work
is mostly
individual effort
Individuals
respond to
individual
rewards
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Check the Logic using the Categories of Legitimate
Reservation
100 We want to
have a Successful
Team
135 We need
individual
contributions
150 There is pressure to
base rewards on individual
performance
145 There is pressure
to base rewards on
team performance
130 We need a high
degree of group
cooperation
110 Effective teams have a
high degree of synergy
125 Any individual on the
team can cause team
failure
120 The teams work is mostly
individual effort
140 Individuals
respond to
individual
rewards
Numbers added as
labels to entities to
facilitate discussion
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Connect the Core Conflict to the UDES for the CRT
foundation
A
C
D D
B
A
C D
D B
UDE
UDE
UDE
UDE
UDE
UDE
UDE
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UDE
UDE
UDE
UDE
UDE
UDE
UDE
Starting Groups and Connections
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
Do some UDEs seem
related?
One follow the
other?
Group them!
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Simple, Temporary Connections
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
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Look for the Result of the Conflict
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
Evidence of
the Conflict
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What Happens because of the Conflict and D/D?
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
Widening
the Base of
the CRT
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Scrutinize the Entire Tree Using the CLR
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
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Re-Evaluate the UDES-Find New Ones/Delete Old Ones
A
C
D D
B
A
C D
D B
UDE
UDE UDE
UDE
UDE
UDE
UDE
UDE
Deleted
Added
(Newly
Marked as
an UDE)
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Look for Feedback Loops
A
C
D D
B
A
C D
D B
UDE
UDE
UDE
UDE
UDE
UDE
UDE
UDE
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Look for Policy, Measurement, Behavior Issues
(add them if they are not there)
A
C
D D
B
A
C D
D B
UDE
UDE
UDE
UDE
UDE
B UDE
UDE
UDE
M
P
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The Cone Shape Then Becomes...
The addition to the Base
divides the CRT quickly
Builds upwards quickly
The Regions help show
what is missing
Allows a Thinking
Process person to view
the CRT and Scrutinize
Quickly
D D
C B
A
NOT D
NOT B
NOT D
NOT C
NOT A
Conflict
151 There is confusi on about how to focus
Company Improvement Resources.
Managers are not comfortabl e
driving teams to signifi cant
change fast..
199 Company is not as profitabl e as it could be
*176 * Lean facilitators are confli ct adverse..
*174 *People are not happy (satisfi ed)
with the way Lean work
*162 *People are
confused at which
metrics to follow
*164 *Leadershi p is hesitant to
apply lean to a business
problem.
*178*lean facilit at ors
are least comfortabl e
with driving teams
*180 *Leadershi p fears using Lean because of
fear of not being able to provide the expected
improved financi al s.
*190 *Lean has not produced the results desired
*184 *Lean facilitat ors become
ineffective when they have too many
Improvement Projects in-work.
*172 *There is lack of
emphasis on
improvements that
impact the bottom line
*160 *There is general
confusi on about what the
goals and objectives are
*158 *There is confusi on on which
tools and techni ques to use
*186 *Lean is not capturing as
much savings as possi bl e
*192 *The site is not performing as well
as it could
*188 * Lean facilitat ors are not
supporting all the needs of the
customers
*166 *lean facilitat ors are not
comfortabl e driving teams to
achieve signifi cant improvement
fast.
*156 *There is conflict i ng
direction from matrix chain of
command for usage of TOC
and Lean
*154 *The majority of BDS leadershi p
has the percepti on that lean does not
generate results.
*150*Lean results do not
show up in EAC
*152*Lean has not
produced the results
desired
124 Other compani es use Lean Teams
successf ully
112 Corporate is trying to implement TOC
106 There is pressure to try somethi ng better
than what we have been doing
A 100 WE WANT TO Dramatically
improve our processes
B 110 We need to
Do things that deliver significant
results quickly
D 140 There is pressure to
Use the proven best LEAN tools and techni ques , EI
(Employee Involvement)
(maintain the status quo)
D 130 There is pressure to
Take radical, unproven (to me), experiment al procedures
(change the status quo)
C 120 We need to
Do mature, correct things that have
proven to be very effective over time.
126 Toyota like methods have been the company
accepted continuous improvement method to date.
153 Company is inconsist ent in its
process improvement approach
155 Some areas are trying
to follow TOC
163 The TOC and Lean
metrics are different .
165 Rules for measuring
site performance are
complex.
167 There is little timely visibility
to actual site performance.
109 The Company is failing to meet
performance expect ati ons set by
Corporate
102 Management tends to avoid fast unknown
changes
187 Managers do not want
to risk change without
clear direction from above
132 The results of any given
improvement do not clearly
show up in the bottom line
189 Few people are
measured based on
implementi ng TOC
rules.
177 It s human nature to avoid
making problems worse with
unknown soluti ons
128 The current
metrics are lagging
indicators
171 Company improvement resources are split
between Lean and TOC
*182 *lean facilitat ors are
most comfortable with soft
skills facilitat i on / training
112 Rework caused by changes
is causi ng delay and increasi ng
cost
122 The accept ed
site improvement
methodol ogy has
been Lean
193 Dissati sfi ed people tend to care less about
the job they are doing.
*194* The site is unable to implement a true
continuous improvement culture
181 The company does not
link Lean to Business
Performance goals
103 Lean success has been
measured on how many people
were on teams
107 There is little emphasi s on long term
performance goals
157 Some areas follow
Lean (EI)
175 Not all people are trained
on TOC
161 Not all people are trained
on Lean (EI)
197 EI is measured by non-
business metrics
Managers are not comfortabl e
driving teams to signifi cant
change fast..
183 Management is
measured to non-
business VSP goals
193 Management is measured
to non-busi ness VSP goals
*168 *There is a general lack of
focus and direction
179 Consistent metrics are not
use between Programs/ Project s
150 There is no clearly defined path to
determine which tools or methods are
the right ones
108 Corporate views TOC as an effective
and benefi ci al methodol ogy
105 Rapid response to needed when
priorities change
117 Response to market changes is
critical
191 TOC is a good way to create process
that are adaptive
118 Lean (EI) teams are easy to
measure and control
104 We want to minimize risk
125 It is easier to stay with the current
culture
119 The easy incremental improvement s have
already been realized
Not A
Not D
Not D
Not B
Not C
*170*Current measures
drive behaviors to
maintain the status quo
*171 *TOC methods for
Process Improvement are
not being embraced
*173 *There is no
systemic thinki ng when
it comes to process
improvement
104 We want to minimize risk
*175 *TOC has not had the chance to be
proven
*196 *TOC is not embraced
CRT Current Reality Tree
Focusing Lean Resources
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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The Future Reality Tree
The FRT is NOT detailed. Its a HIGHer order of abstraction
Its purpose is to affirm direction and build confidence
Dont get caught up in too much minutia! Make it High Level &
Logically Sufficient
The PRT and TT will do the detail work later.
The Core Conflict already raised your thinking to a higher level of
abstraction from the UDES. Let the FRT stay near that level
Still, you need enough detail to achieve the DEs
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Convert UDEs to DEs
Convert the Undesirable Entities into a Positive Desirable
Effect.
UDE
UDE
UDE
UDE
UDE
UDE
DE
DE
DE
DE
DE
DE
UDE: Behind the Scenes
maneuvering (politics) is common
DE: People are very cooperative
UDE: People are frustrated
DE: People are happy on the job
UDE: Many people are valued
some what arbitrarily
DE: People know their
contribution will be appreciated
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Reaching our Future
Strategic Injection
(Silver Bullet--Silver Wedge)
Super Injection!
DE
DE DE
DE
DE
DE
DE
DE
We want to
create our
Desired Effects
(opposites of
our UDEs)
Will the Silver
Bullet get us
there?
?
?
?
?
?
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Finding Breakthroughs (the next step)
Breakthrough Solutions are Silver Bullets (or at
least Silver Wedges, powerful wedges that only
need a crack in the wall to allow us to work our way
through ).
How do we find them?
By Observation
By Challenge
By Reference Environment
The best are often The Impossible Ones
If you cant find one, Just do the Opposite of the Rest
of the World.
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Relationship of the Super Injection
Strategic Injection
(Silver Bullet--Silver Wedge)
Clear Direction
Injection
More Specific
Injection
Understandable
Condition
Injection
Mile Stone
Injection
The Super Injection, may represent the strategic
direction.
In order to build a solid FRT, it may need to be broken
into its component parts. The definition of the
component parts then assist in the development of the
FRT.
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The Resulting Future Reality Tree
Starting Injection
Behavior
DE
DE
DE
DE
DE
DE
DE
Measurement
New Policy
Clarified
Portion of
Injection
Added
Injection
Added
Injection
Tactic
SO
SO
Tactic
Added Injection
The FRT gives the
road map that
confirms we are on
the right track.
It shows our
injection(s) can
succeed.
It gives confidence
and direction in
moving into the
future.
150 DE Lean
Facilitators know
which Process
Improvement Projects
to focus on
112 DE The site has
a true continuous
improvement
culture
116 DE
Leadership
embraces
TOC and
Lean as a
means to
address
business
problem.
132 TO TOC methods for
Process Improvement are
embraced
108 DE Lean
facilitators are
effective leading
change
10 SINJ Improve our processes by using tools from the Theory Of Constraints (5 focusing
steps, WIP, priorities) to focus Lean resources.
Future Reality Tree - Focused Lean Resources
DE
126 TO: The most
valuable Process
Improvements are
worked in priority
order
166. SO: The site consistently
meets its profit goals
162. SO: A management system is in place to
successfully perform Process Improvements, add
value and meet cost, schedule and quality
expectations
164. SO: The Site meets its cost, schedule
and quality performance expectations
128 TO: Process Improvement
projects are completed and support
Site goals
124 DE There is a
systemic thinking
when it comes to
process improvement
180 DE Lean Facilitators know
which Process Improvement
Projects to focus on
170 DE Lean
Facilitators dont
switch from project to
project
190 DE Lean Facilitators
will be more effective.
102 DE Lean
Facilitators will
provide desired
results
104 DE Process Improvements
will impact the bottom line
60 INJ; Process
Improvements are
prioritized according to
their potential savings
40 INJ: Use Metrics that
associate EAC with Process
Improvement Projects
106 DE There is no confusion
about how to focus Company
Process Improvement
Resources.
160 DE People are
happy (satisfied).
140 DE There
is no
confusion
about which
metrics to
follow
110 DE There is
emphasis on
improvements that
impact the bottom line
100 DE There is no
confusion about
what the goals and
objectives are
120 DE There is no
confusion on which
tools and techniques
to use
118 DE The needs of
the customers are
being supported.
130 DE The site is
has a true
continuous
improvement culture
122 DE Managers
are comfortable
driving teams to
significant change
fast.
70 INJ: Use TOC 5 Focusing
steps to Prioritize Process
Improvement Projects
50 INJ: Train Lean Facilitators
on the TOC 5 Focusing steps
30 INJ: Create meaningful
Improvement metrics associated
with increasing Value and
decreasing Time
111 The important
Process
Improvements are
identified and the
others are
subordinated
20 INJ: Combine Lean and
TOC for fast, surgical results
80 INJ: Establish priorities of
Process Improvement projects
113 Managers
are educated
on TOC
principles
90 INJ Use Lean to
support the constraint
areas
Policy
Measure
Behavior
Measure
Policy
Behavior
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Introduction to Theory of Constraints
How to use the Thinking Process Tools
What to Change
Evaporating Clouds to identify conflicts
Current Reality Tree
What to Change to
Strategic Future Reality Tree
How to cause the Change
Prerequisite Trees and Transition Trees
Strategy and Tactics Tree
Applying Theory of Constraints Tools to Focus Lean
Development
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The Prerequisite Tree
Injection Injection
OBS IO
OBS IO
OBS IO
OBS IO
OBS IO
OBS IO
The purpose of the Prerequisite Tree is to surface potential obstacles (OBS) to be overcome
Use TOC 5 Focusing steps to Prioritize Process Improvement Projects
Establish Clear priorities for Process Improvement projects
Limit the number of Lean Projects being worked at any time
Obstacle Tactical (Intermediate) Objective
Lean Facilitators and Management dont know about the benefits of TOC Train Lean Resources on TOC
Process with constraints are not identified or managed identified and managed the priority Process Improvement projects
Key Lean Facilitators are overloaded Support the Lean Facilitators working the priority Process Improvement projects
The capacity of the Lean Facilitators working Process Improvement projects is unknown Identify constraints in current Lean assignment processes. Then subordinate all other
Process Improvement projects .
Obstacle Tactical (Intermediate) Objective
The priorities are not clear, the Lean Resources dont know whether they are working on the
most important Process Improvement projects.
Devise rules and policies s that handles the requests that comes into the Lean support
group.
There are too many interruptions, such as managers wanting their pet projects worked. Ensure the work rules are followed.
Obstacle Tactical (Intermediate) Objective
Bad Multi-tasking of Process Improvement Projects is allowed and even encouraged Eliminate bad multitasking and ensure management (and everyone) supports the no bad
multitasking policy.
The current environment of pushing more projects on to the Lean Resources than they can
handle
Release Process Improvement projects work to the Lean Resources using a Drum Buffer
Rope methodology .
Obstacles for every Injection
Lean Facilitators and
Management dont
know about the
benefits of TOC
Train Lean Resources on TOC
Process with
constraints are not
identified or
managed
identified and managed the priority Process
Improvement projects
The capacity of the Lean
Facilitators working
Process Improvement
projects is unknown
Identify constraints in current
processes. Then subordinate all other
Process Improvement projects . Key Lean
Facilitators
are
overloaded
Support the Lean
Facilitators working the
priority Process
Improvement projects
Super INJ Improve our processes by using tools from the Theory Of Constraints (5 focusing steps, WIP,
priorities) to focus Lean resources.
INJ Use TOC 5 Focusing steps to Prioritize Process
Improvement Projects
INJ Establish Clear priorities for
Process Improvement projects
Limit the number of Lean Projects
being worked at any time
There are too many
interruptions, such as
managers wanting their pet
projects worked.
Ensure the work rules are followed.
Bad Multi-
tasking is
allowed and
even
encouraged
Eliminate bad multitasking and ensure
management (and everyone) supports
the no bad multitasking policy.
Pre-Requisite Tree
The current environment
of pushing more projects
on to the Lean Resources
than they can handle
Release Process Improvement
projects work to the Lean Resources
using a Drum Buffer Rope
methodology .
The priorities are not clear, the Lean
Resources dont know whether they
are working on the most important
Process Improvement projects.
Devise rules and policies s that
handles the requests that
comes into the Lean support
group.
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The Transition Tree
CAUSES the
Intermediate Objectives
to exist so that the
Injection will be
achieved.
When all Tactical
Objectives exist, the
FRT becomes our new
Current Reality!!!!
Everything has
the same priority
Managers
prioritize work
We start all
work as soon
as possible
We control
when work starts
We dont know
about conflicts
until they happen
We know where
limited resources
are used
Our work is
too complex
to schedule
We can schedule the
critical few
resources accurately
200 Work is scheduled in order of
priority without resource contention.
Work is staggered to avoid conflicting
resources
From the PRT to the Transition Tree
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The Transition Tree (TT) follows a simple format to achieve:
The Actions that Cause the Change
The Current
(previous)
Reality
Facts associated with
Current Reality that lead
to the need for change.
Facts of life that
indicate the
action will be
sufficient to
achieve the new
reality
The Need
for Action
(What is
needed)
New Reality (changed
reality) is achieved.
My Action (Emphasis
on the action I take to
cause someone (or
something) to meet the
need and change
reality)
There is a simple
Five Cell Structure
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Facts
of life
Facts
of life
Need
Current Reality
Facts
of life
Facts
of life
Need
New Reality
My
Action
My
Action
Intermediate
Objective
The Transition Tree Fills Logic Belowand Within the
Gap between the Intermediate Objectives of the PRT
Injection Injection
OBS IO
OBS IO
OBS IO
OBS IO
OBS IO
OBS IO
Facts
of life
Facts
of life
Need
Current Reality
Facts
of life
Facts
of life
Need
New Reality
My
Action
My
Action
Intermediate
Objective
Facts
of life
Facts
of life
Need
Current Reality
Facts
of life
Facts
of life
Need
New Reality
My
Action
My
Action
Intermediate
Objective
Facts
of life
Facts
of life
Need
Current Reality
Facts
of life
Facts
of life
Need
New Reality
My
Action
My
Action
Intermediate
Objective
Transition Tree
There is pressure to work
on all the Process
Improvement Projects at
once
Each Process
Improvement project is
put into the queue with
no priority
We Need to know
many projects the
Lean team can
support
Lean Facilitators are
asked to do multiple
jobs
We have a lot of Process
Improvement Projects to
do
The Lean Facilitators
are always busy
We need to know
value of each Process
Improvement project
We understand the
Lean teams RAA and
can measure their
throughput
Determine Lean
Facilitators RAA
Identify Process
Improvement Projects
as throughput to the
Lean support group
80 INJ: Establish priorities
of Process Improvement
projects
Its hard to not cater to the
many managers desires
for their projects to be
worked
There are many
interruptions, with
different Managers
wanting different
projects worked
We need work rules
and measures to
control the work and
the Lean Support
resources
We have categories for
Process Improvements
identified and know their
priority order
Clear Process
Improvement project
priorities are not
established.
1The groups priorities are
not clear, we dont always
know whether we are
working on the most
important projects
We need to
focus our
Lean
Resources
We have Process
Improvement project
throughput measures
Identify the categories
and kinds of Process
Improvement projects
that the Lean Support
group does & their
priority
Devise work rules
/to handle the
projects that comes
into the Lean
Support group
We use the
prioritization rules for
all the types of
Process Improvement
projects
We have communicated to
the managers the changes
in the way we will complete
the Process Improvement
projects
The Lean group has
agreed to use the new
work rules and measures
in all Process
Improvement projects
We need to
use the new
prioritization
rules and
measures
Ensure the work
rules account for
all types of
Process
Improvement
Projects
Fact
Fact Need
New Reality
Fact Need Action
Action
New Reality Fact
Need
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Questions
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Ac.
5 Dramatically improve our
processes
Focusing Lean Support Group
Core Conflict Cloud
Story line: The company has limited resources to perform Process Improvement and support internal customer needs for Change
and Improvement. These change agents are tasked with working with Employee Involvement Teams to create a culture of
process improvement. There is an effort underway to explore TOC as an improvement tool.
In order to
Objective
In order to We need to
Requirement
We need to
Prerequisite
Dc.
2. Use the best LEAN tools and
techniques, EI (Employee Involvement)
Dc.
1. Take radical, unproven (to me),
experimental procedures
Cc.
4. Do mature, correct things that have
proven to be very effective over time
Bc.
3 Do things that deliver
significant results quickly
There is a method to create and maintain stable
balanced processes (We become a fast, reliable
source of expert knowledge and projects. We can
pick and choose which, of many, contracts we will
pursue. We are profitable. We can grow our
capacity at a rate we choose.
Use the Thinking Tools Process to establish
priorities for Process Improvement Projects
Focus resources on where the highest savings are (largest
improvement can be made that contribute to Throughput immediately
(or accelerate project management processes)
Find other ways to implement Employee Involvement
(remove the obstacles to being fast and let the work
itself be the reward)
Assumptions
1. There is pressure to try something better than what we have been doing
2. Our customer has changing requirements
3. The customer wants products faster and cheaper
4. Difficult to schedule today what is going to occur more than 6 months in the
future
5. Our project requirement are not all the same
Assumptions
1. Our current date driven scheduling causes us to have to do project rescheduling
2. There is pressure to try something better than what we have been doing
3. we need to improve our processes
4. TOC takes in to account delays and resources availability
5. TOC is a good way to create process that are adaptive
Assumptions
1. Toyota like methods have been up to this point the company accepted method
for continuous improvement.
2. Toyota is considered to be successful with their implementation of Lean
Processes
3. The accepted site improvement methodology has been EI
4. It is easier to stay with the current culture
5. EI teams are easy to measure and control
Assumptions
1. We dont know where to focus resources
2. Implementing both concepts causes confusion
3. Lean and EI dont always deliver desired results
4. Not everyone knows TOC
Assumptions
1. We need to improve our processes
2. Stable processes makes jobs easier to manage
3. We know how to control stable process
4. If we change we might create an unstable process
Create meaningful improvement
metrics associated with Increasing
Value and decreasing Time
Train Lean Facilitators on
TOC
Train TOC folks on how they can benefit from LEAN (to improve the
difficult processes they find in CCPM for sure and other
bottleneck areas).
Combine LEAN and TOC for fast, surgical results!