I keep reading in TOC literature, it is really exciting for me.
I have compiled different articles/books of Eliyahu M.Goldratt, Dr.Alan Bernard, Efrat Goldratt-Ashlag, William Dettmer, Oded Cohen, Debra Smith and many others..
There are beginning assumptions:
Convergence : Nature is inherently simple and harminuous to itself. Every conflict can be remowed.
Respect : People are good. People have the innate ability to think logically. Never say I know.
Win-win : There is always a win-win solution.
Descriptive Brief of TOC:
According to Goldratt -> FOCUS (..and RESPECT)
I like the addition of Debra Smith as FOCUS & LEVERAGE.
Everything is based on continuous improvement by focusing and leveraging.
1. Why to change ?
Dr. Alan Bernard has started from here.
It is to unlock inherent potential of any organization (this is the gap between red curve and green curve)
TP (Thinking Process tools) : Viable Vision
5FS (5 Focusing Steps) : Identify constraint
LR (Layers of Resistance) : There is no problem
2. What to change ?
Classical TOC starting point.
This is current state of Value Stream Mapping, Plan part of PDCA cycle and "5 why?" phase of problem solving, Define & Measure part of DMAIC.
TP : Current Reality Tree, Evaporating Cloud
5FS : Identify constraint
LR : There is no problem, disagreement on the problem, the problem is out of my control
3. To what to change ?
This is planned future state of Value Stream Mapping, Plan part of PDCA cycle, Analyze part of DMAIC.
TP : Evaporating Cloud, Future Reality Tree, Negative Branch
5FS : Identify constraint
LR : Disagreement on the direction of solution, disagreement on the details of solution, "yes, but.." the solution has negative ramifications
4. How to cause the change ?
This is Do part of PDCA cycle, Improve part of DMAIC.
TP : Transition Tree, Prerequisite Tree, Strategy & Tactic Tree
5FS : Exploit it, Subordinate everything else, Elevate it
Here you can follow known TOC solutions of DBR (production), CCPM (Project Management), Replenishment (Distribution), Mafia Offer (Sales)
LR : "yes, but.." we can not implement the solution, disagreement on the details of the implementation, you know the solution holds risks, I do not think so (social and psychological barriers)
5. How to measure and create POOGI ?
Dr. Alan Bernard stopped here.
The first and last questions are his addition to remaining well known 3 questions of TOC.
POOGI : Process of ongoing improvement.
The assessment base is TA (Throughput Accounting). Cost Accounting is not appropriate at all.
This is Check & Action parts of PDCA cycle, Control part of DMAIC.
TP : Viable Vision, S&T Trees
5FS : Beware of inertia, go back to first step
LR : I do not think so (social and psychological barriers)