Theory of Constraints Thinking Processes from It's Not Luck by Goldratt

Good overview on External Constraints Course page.

• list 10-15 [UDEs] ([Un Desirable] Effects: problems, symptoms)

• use Current Reality Tree to build intuition (see gmazur )

  • take 2 [UDEs] that are related, draw arrow to show which causes which (causality flows upward generally). If combination of multiple [UDEs] cause another [UDE], use ellipse to group the causal arrows. If any of multiple [UDE] s cause another ([OR] instead of [AND]), don't use ellipse.

  • add intermediate assumptions, rules, etc. as needed to make causal change complete/accurate

  • question the tree - see [Categories Of Legitimate Reservation]

  • it's possible for the causal chain to loop around on itself: this is a Feed Back loop, which isn't surprising in a dynamic system

  • identify node which is Root Cause (not sure how: linked to many [UDEs]?)

• use Evaporating Cloud to expose conflicts between rules/assumptions

  • start with immediate conflicting prerequisites (e.g. 2 policies are decisions which conflict with each other)

  • identify the requirement each is trying to fulfill (1 req for each)

  • identify the single shared objective of having both requirements

  • identify assumptions associated with each arrow between nodes

  • break an assumption with an "injection" which neutralizes the conflict

• use Future Reality Tree to show impacts of changes to rules/plans

  • positively rephrase Core Problem from Current Reality Tree into [DE] (Desirable Effect), put at top

  • Put current reality (top of [CRT]) and injections (from [EC]) at the bottom

  • put objective (from [EC]) in the middle

  • build tree upward from injections to objectives to [DE].

  • look for positive reinforcing loops

  • for each injection add Negative Branches (negative consequences or scenarios): for each [NB] add additional injections to counteract. (Check for [NBs] to new injections as well.)

• use Prerequisite Tree to identify obstacles to overcome before the change can be made

  • put objective at the top

  • raise obstacles

  • for each obstacle, identify an intermediate objective to overcome it

  • sequence obstacles and [IOs]

• use Transition Tree to plan the process of implementing the change.

See also [Frank Patrick]'s series

No book that I've seen has a 100% working through of a single one of these processes. I guess that would reduce the sales of consulting and training...

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