Part 1 of 3 What to Change Fast

Скачать презентацию Part 1 of 3 What to Change Fast

a5dc1f092891058c67ce74c991d0e832.ppt

Количество слайдов: 47

Part 1 of 3 What to Change? Fast! Part 2 of 3 What to Change to? Fast! Part 3 of 3 How to Cause the Change? Fast! TOCICO 2009 Conference TOCICO CONFERENCE 2009 Fast Thinking Process Tools Part 3: The PRT An overview for TOC Experts Presented By: James R. Holt Professor, Washington State University Date: June, 2009 © 2009 TOCICO. All rights reserved. Why not complete a full TP analysis during this class? 1

We continue our Quest for Fast, Visual Thinking! TOCICO 2009 Conference • The Roles of the TP Tools • The CRT Confirms the Cause of the Problems • The EC finds a Breakthrough Solution • The FRT verifies the Direction and Value of the Solution • The NBR trims major, obvious problems • Now, the PRT overcomes the OBSTACLES in the way of Accepting the Solution • The TT (Transition Tree) outlines the Implementation 2 © 2009 TOCICO. All rights reserved. 2

The Ice Cream Cone Base to CRT TOCICO 2009 Conference Region of Not D’ There is pressure to do D Region of Not D Conflict / Confusion D Assumption B Assumption D’ C A There is pressure to NOT do D Assumption 4 © 2009 TOCICO. All rights reserved.

Regional UDE Map of a CRT TOCICO 2009 Conference NOT A NOT B NOT C • Using the Regional Map allows the CRT to Build up quickly • Shows what is missing NOT D’ NOT D D D’ B C A 5 © 2009 TOCICO. All rights reserved. • Allows a Thinking Process person to view the CRT and Scrutinize Quickly

The Fast FRT Structural Regions DEs that show evidence A is achieved or is possible! TOCICO 2009 Conference DEs that show evidence B is (or will be) achieved DE A DE C DE DE DE B DE Inj. DE DEs that show evidence C is or can be achieved DE DE DE Region of Less Conflict Inj. DE Inj. Strategic Injection 7 © 2009 TOCICO. All rights reserved. Inj. DEs that show evidence that the Conflict is reduced

PRTs are GREAT! TOCICO 2009 Conference • Ambitious Target (Mission Impossible!) • Focus on Obstacles versus Specifications • But, there are SO MANY OBSTACLES! Really? 9 © 2009 TOCICO. All rights reserved.

Source of Obstacles TOCICO 2009 Conference • Annoying things from Way Back that haven’t been addressed • When finally addressed, creates great Buy-In • Allowing a person to overcome even one obstacle is empowering! • New Challenges that We are Not Ready for. • When Groups challenge obstacles and succeed then TEAM WORK is achieved. • The PRT is much better, more effective, longer lasting than ‘walking on hot coals’ or ‘riding the Zip line’ at some motivational event. 11 © 2009 TOCICO. All rights reserved.

Effective PRT Uses TOCICO 2009 Conference • Committee Meeting − What is the Goal? What are the Obstacles? Assign Obstacles. Adjourn • ATT (Lucent) Project Manager: − Received Assignment − Assembled Team − Listed Obstacles − Asked for Volunteers to Overcome Obstacles − Assigned the rest of the Obstacles − Agreed on a general order − Meet in a week to re-status − Brought new Obstacles − Refined Sequence 12 © 2009 TOCICO. All rights reserved.

Good Strategy Accepted Tactics Good Strategy TOCICO 2009 Conference Accepted Tactics DE New Measures A DE C DE DE DE B DE New Policies Inj. DE DE Region of Less Conflict Inj. Super Injection 13 © 2009 TOCICO. All rights reserved. New Measures New Policies Inj.

Where to start? TOCICO 2009 Conference Warning: The first injection will surface many (3 -5 times) more obstacles than later injections Many of the obstacles will be associated with other injections and surface prematurely. That’s OK, keep them for later. Inj. Pick a Key (early) Injection Super Injection Don’t try to surface obstacles to the Super Injection (there are too many and they are unstructured) 14 © 2009 TOCICO. All rights reserved.

The Approach: Brainstorm vs. PRT TOCICO 2009 Conference • Brainstrom • PRT − Free for all − Not to worry about Intermediate Objectives (IOs) yet − Nothing rejected − Non-Attribution − More is Better − Attribute to person exposed − Ideas feed upon each other − Many related (subsets) − Ideas come in spurts − Scrutinized (reject some) − Best come last − Biggest come first 15 © 2009 TOCICO. All rights reserved.

Surface the Obstacles TOCICO 2009 Conference • “Why Can’t We Have …? ” • “What Keeps Us From …? ” • “Why Don’t We Already Have …? ” • “Why Don’t We Just …? ” • Looking at these questions, the answer always starts with, “Because …” • Sort of looks like Assumptions − And, we know what to do with assumptions. 17 © 2009 TOCICO. All rights reserved.

There are Obvious Obstacles TOCICO 2009 Conference • The Obvious Obstacles surface quickly • Are they enough (Sufficient to warn us of major problems in the future)? • No. Hardly ever enough obstacles. • We need to LOOK for serious things: − Internal Resources (people, equipment, funding) − Knowledge, Skills, Understanding − Timing − External Support − Policies and Measurements (should have surfaced in the FRT but may not) − Technology 18 © 2009 TOCICO. All rights reserved.

To be Fast at PRTs TOCICO 2009 Conference Review the Obstacles. Do they really exist? (Entity • Obstacles (things that Existence Reservation - Predicted Effect shows they do exist) prevent us from achieving our Injection) − Our workload is full Are they associated with this Injection? (If not, may need to pull aside to allow creative juices to flow) − There is no cooperation − No money − Schedule is too tight Is it necessary to overcome this Obstacle? (May ignore it) We want to be quick, but not too quick. The PRT can catch many of the NBRs we possibly missed in the FRT. And remember, a missed NBR is always TROUBLE! 20 © 2009 TOCICO. All rights reserved.

Rewording Obstacles (Assumptions in Necessary Based Logic) TOCICO 2009 Conference • Obstacles (things that prevent us from achieving our Injection) • Our workload is full • The work currently assigned consumes 90% of our capacity • The testing group will not adjust their schedule to accommodate our changed schedule • There is no cooperation • No money • Schedule is too tight • This work was not identified during the budgeting cycle. • There is not enough time from now until the required completion date The PRT is a Necessary Based Logic Tree. Remember, Obstacles are assumptions. They to achieve all the tasks required in need to be specifically stated assumptions that precedence order we can evaporate. Rewrite Generalities into specifics. 21 © 2009 TOCICO. All rights reserved.

Fast PRTs - Getting IOs TOCICO 2009 Conference • Intermediate Objectives • Obstacles (things that (conditions that, when in place, eliminate the obstacle) prevent us from achieving our Injection) -Don’t get depressed. -Each IO should be much easier to find when reworded as an attackable assumption. -The person who surfaced the Obstacle probably knows the IO. -Revisit the FRT looking for Intuition. -One Minute Rule! If haven’t found an IO in one minute, write the direct opposite and press on. -Revisit the IO List. If too many direct opposites, write clouds for each. • The work currently assigned consumes 90% of our capacity • The testing group will not adjust their schedule to accommodate our changed schedule • This work was not identified during the budgeting cycle • There is not enough time from now until the required completion date to achieve all the tasks required in precedence order 22 © 2009 TOCICO. All rights reserved.

Fast PRTs - Getting IOs TOCICO 2009 Conference • Intermediate Objectives • Obstacles (things that prevent us from achieving our Injection) • The work currently assigned consumes 90% of our capacity • The testing group will not adjust their schedule to accommodate our changed schedule • This work was not identified during the budgeting cycle • There is not enough time from now until the required completion date to achieve all the tasks required in precedence order (conditions that, when in place, eliminate the obstacle) • Our current workload is reduced • We hit an available window in the testing group’s schedule • We have ‘out-of-cycle’ funding support • We have a shorter project It looks so easy! If you don’t have an idea on how to do the IO, move it to an obstacle and find a deeper IO (more in a 23 minute). © 2009 TOCICO. All rights reserved.

Time Sequencing TOCICO 2009 Conference • Establish a loose Precedence • “In order to have … I must have … first” • Before I can … I need …” • Arrange IOs in Time order sequence with associated obstacle • Scrutinize to challenge Precedence Assumptions. • With a big stack of IOs, write them on Post-it Notes, give some to each person, while everyone is standing, take turns placing one at a time on a Time Line (everyone watching). (Keep Obstacles, IOs, and person who suggested obstacle on the Post-it. ) 24 © 2009 TOCICO. All rights reserved.

Which is better? TOCICO 2009 Conference Injection STOP IO STOP IO IO STOP IO Generally, neither of these structures will occur. There almost always parallel IOs and serial IOs. STOP IO 25 © 2009 TOCICO. All rights reserved. IO

Critical Chain Identified TOCICO 2009 Conference IO IO IO 29 © 2009 TOCICO. All rights reserved. Injection IO IO Assigning Time and Resources highlights the longest Chain of Dependent events (with Resources considered)

Critical Chain Plan TOCICO 2009 Conference Project Buffer IO IO Latest Start 30 © 2009 TOCICO. All rights reserved. Feeder Buffer Injection IO IO Feeder Buffer IO Scheduled Start Latest Start IO Latest Start

Transition Tree – Executing the PRT TOCICO 2009 Conference • The Intermediate Objective is a Target which bypasses the Obstacle IO STOP • When all Targets of the PRT are achieved, the Injections of the FRT are in place and the Future occurs. In this new Future, all the UDEs of the CRT go away. • Hitting the Target takes Good Aim, the Transition Tree! 31 © 2009 TOCICO. All rights reserved.

Traditional Transition Tree TOCICO 2009 Conference • The Transition Tree is the Action Plan showing: What is Needed. What the Action is. Why the Action will cause the new reality. What other elements of reality lead to Establishing the next Need. Sequence Action to take 32 © 2009 TOCICO. All rights reserved. The Next Need The Result (Objective) Need to be filled Working Assumption

Creating New Reality TOCICO 2009 Conference IO • This five step ‘Pine Tree’ shaped approach is a perfect communication tree. Sequence STOP Action Sequence Action • It’s a Time Line of Actions to hit the Target! Action Sequence Action Result (Objective) Future Need © 2009 TOCICO. All rights reserved. Working Assumption Result (Objective) Need STOP 33 Working Assumption

Creating New Reality TOCICO 2009 Conference • This five step ‘Pine Tree’ shaped approach is a perfect communication tree. Often, it’s easiest to just list the proposed actions. Then to add the logic in the Transition Tree as needed. Action It’s a detailed Task Plan that needs minimal documentation (just for the implementer) Action • It’s a Time Line of Actions to hit the Target! STOP Graphic from Eli Goldratt’s 20 July 2001 Letter to all. 34 © 2009 TOCICO. All rights reserved.

To Get Past the Obstacle, the IO Must Be Achieved. TOCICO 2009 Conference STOP IO • Sometimes there is a LONG Arrow between Current Reality and the next Desired IO • How do you MAGICALLY make the connection? • IOs are pretty high level makers (milestones). • The Transition Tree is full of detail about how to make the “transition”. STOP • But How? 35 © 2009 TOCICO. All rights reserved. IO

Filling the Gap! • The long arrow between the current reality and the IO may be daunting when taken as a major step. Some Whopper TOCICO 2009 Conference Intermediate Objective from the PRT • The trick is to get there by logical steps that avoid to much wasted effort. • That is an ambitious task. • Hum? Ambitious Task! I know how to do that! STOP 36 © 2009 TOCICO. All rights reserved. Current (or some point in) Reality

Practice Closing the Gap with a Mini PRT Later IO We have complete TOCICO 2009 Conference acceptance/approval from the Financial Staff • What are the obstacles (characteristics) that define the Finance achievement of the IO? won’t buy it! Coincides with strategy -Evidence of short pay back STOP -Few Risks of cost over run Returned funds from our -Funds available other killed project -Complimentary with other work/policies/strategies We have excellent buffer management planned These Actions (Mini IOs) then We have a nice become the Tasks we can put business case our hands around to climb the ladder. We have a plan Early IO 37 © 2009 TOCICO. All rights reserved.

Fast TT TOCICO 2009 Conference IO • The Transition Tree outlines the minimal needed actions (and their order) in achieving the result. Sequence Action • It’s a checklist for the Implementer. Sequence • Provide only as much of the logic as needed justify the action and sequence. Action Sequence Action 38 © 2009 TOCICO. All rights reserved. Result (Objective) Need Working Assumption

The Traditional Transition Tree TOCICO 2009 Conference IO • However, it is somewhat hard to create. Sequence • Doesn’t the NEED cause the Action? Action Sequence • While I prefer to “Decide/Choose the Action I will take in face of a Need, ” there is another approach. Action Sequence Action 39 © 2009 TOCICO. All rights reserved. Result (Objective) Need Working Assumption

Another Acceptable Approach TOCICO 2009 Conference One of the causes to take a certain Action is The Need to do so. If there is no need for the action, then we would not take the action. So, we may mark the “Need” entity as a cause for the “Action” entity Action Need 40 © 2009 TOCICO. All rights reserved. STOP

Include Sufficiency Logic TOCICO 2009 Conference • Why is the Action the right effect from the Need? • The situation must be ready for the action to be taken (the Appropriate Conditions come as a result of some previous action) Action STOP Graphic from Eli Goldratt’s 20 July 2001 Letter to all. The Need Appropriate reasons to take the action 41 © 2009 TOCICO. All rights reserved. Working Assumption

3 rd Action TOCICO 2009 Conference Need Appropriate conditions to take the action • Actions to answer one Need leads to new conditions • The new condition sets the stage (appropriate conditions) for the next Need. 2 nd Action Need Appropriate conditions to take the action Working Assumption 1 st Action Need Graphic from Eli Goldratt’s 20 July 2001 Letter to all. Working Assumption Appropriate conditions to take the action 42 © 2009 TOCICO. All rights reserved. Working Assumption

Either way, Check for Negative Branches TOCICO 2009 Conference • Any change in reality grates against existing reality (tends not to fit in immediately) Old Reality • Actions in the Transition Tree, like Injections to the FRT can lead to Negative Branches. 3 rd Action Need Appropriate reasons to take the action Working Assumption Trimming Action 2 nd Action New Reality Need Change Appropriate reasons to take the action Working Assumption 1 st Action • Trim NBRs as in the FRT Need Graphic from Eli Goldratt’s 20 July 2001 Letter to all. 43 © 2009 TOCICO. All rights reserved. Appropriate reasons to take the action Working Assumption

An ‘OR’ Branch in the TT TOCICO 2009 Conference • Sometimes, there are two tracks to take depending upon the situation (New Appropriate reasons) (New Appropriate Reasons) Its not a good time to disturb my dad right now. I know I can speak to my dad right now Dad will reply Sometimes even when Dad looks busy, he is available Need Action I ask, “Dad, can I talk to you? ” Appropriate reasons to take the action 44 © 2009 TOCICO. All rights reserved. Sometimes Dad is concentrating on something Working Assumption

Which Brings Us to Another Interesting Construct! Local optima There may be an immediate benefit to me Arguments to choose local optima Global optima The underlying principles of TOC (see The Choice), should guide the TOC Expert to the Global Optima Side. I decide local optima TOCICO 2009 Conference Current Reality necessitating a decision 45 © 2009 TOCICO. All rights reserved. There may not be an immediate benefit for me I decide to choose global optima Arguments to choose global optima

Overview: Populate the Project PRT with the Transition Trees TOCICO 2009 Conference ST OP IO IO INJ IO STO P ST OP Project Buffer IO IO IO Assem Buffer ST OP STO P INJ IO IO ST OP IO IO 46 © 2009 TOCICO. All rights reserved. Assem Buffer Keep Thinking! Dr Holt Complete ST OP OK, so it takes more than an hour to write all the TT tasks. But, YOU CAN DO IT! Assem Buffer

About James Holt TOCICO 2009 Conference Dr. James R. Holt, is a Clinical Professor of Engineering Management at Washington State University focusing on the delivery of the best management technologies. . Dr. Holt has taught at the graduate level 18 years and has advised 85 engineering student theses and dissertations on a wide variety of topics. Dr. Holt is certified in the TOC Thinking Process, TOC Operations Management, TOC Project Management and TOC Holistic Strategy by the Theory of Constraints International Certification Organization and serves as Chairman of the Board, TOCICO (Theory of Constraints International Certification Organization). He is happily married to Suzanne for 38 years; they have five children and nine grandchildren. www. vancouver. wsu. edu/fac/holt/ [Color Photo of Presenter] 47 © 2009 TOCICO. All rights reserved.