Goldratt's theory of constraints: a systems approach to continuous improvement
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Milwaukee, Wis.
ASQC Quality Press
1997
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXII, 378 S. graph. Darst. |
| ISBN: | 0873893700 9780873893701 |
Internformat
MARC
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| 245 | 1 | 0 | |a Goldratt's theory of constraints |b a systems approach to continuous improvement |c H. William Dettmer |
| 264 | 1 | |a Milwaukee, Wis. |b ASQC Quality Press |c 1997 | |
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| 650 | 4 | |a Organizational Innovation | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Organizational effectiveness | |
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CONTENTS Preface xxi
Acknowledgments xxiii
Chapter 1 Introduction to the Theory of Constraints 2
Systems and "Profound Knowledge" 3
The System's Goal 4
The Manager's Role 5
Who Is a Manager? 5
What Is the Goal? 5
Goal or Necessary Condition? 6
The Concept of System Constraints 7
Systems as Chains 7
The "WeakestLink" 8
Constraints and Nonconstraints 8
A Production Example 9
Relation of Constraints to Quality Improvement 10
Change and the Theory of Constraints 11
TOC Principles 12
Systems as Chains 13
Local vs. System Optima 13
Cause and Effect 13
Undesirable Effects and Core Problems 13
Solution Deterioration 13
Physical vs. Policy Constraints 13
Ideas are NOT Solutions 14
The Five Focusing Steps of TOC 14
1. Identify the System Constraint 14
2. Decide How to Exploit the Constraint 14
3. Subordinate Everything Else 14
4. Elevate the Constraint 14
5. Go Back to Step 1, But Beware of "Inertia " 15
Throughput, Inventory, and Operating Expense 15
Throughput (T) 16
Inventory (I) 16
Operating Expense (OE) 16
Which Is Most Important: T, I, or OE? 17
T I, and OE: An Example 18
T, I, and OE in Not-for-Profit Organizations 19
Universal Measures of Value 19
Passive Inventory 20
Active Inventory 20
Managing T Through Undesirable Effects 21
xi
xii Contents
The TOC Paradigm 21
Applications 21
Tools 22
The Current Reality Tree 22
The Conflict Resolution Diagram: The "Evaporating Cloud" 23
The Future Reality Tree 23
The Prerequisite Tree 24
The Transition Tree 24
The Categories of Legitimate Reservation 26
The Logical Tools as a Complete "Thinking Process" 26
Figure 1.18: The Five Logical Tools as an Integrated Thinking Process 28
Chapter 2 Categories of Legitimate Reservation 30
Definition 32
Purpose 32
Assumptions 33
How to Use This Chapter 33
Description of the Categories of Legitimate Reservation 34
Clarity 34
Why Clarity Comes First 34
What Clarity Means 34
Entity Existence 36
Completeness 36
Structure 36
Validity 37
Causality Existence 38
Cause Insufficiency 39
The Ellipse 40
Relative Magnitude of Dependent Causes 40
How Many Arrows? 40
The Concept of "Oxygen" 41
Additional Cause 42
Magnitude 43
Test 43
A Unique Variation of Additional Cause 44
Cause-Effect Reversal 47
The "Fishing Is Good" Example 47
The Statistical Example 48
The Medical Example 49
Test 49
Predicted Effect Existence 50
Conflict or Differences in Magnitude? 50
Tangible or Intangible? 51
Verbalizing Predicted Effect Existence 51
Tautology 54
Baseball Example 54
Vampire Example 54
Test 55
Sufficiency-Based vs. Necessity-Based Logic Trees 56
Contents xiii
Figure 2.31: Categories of Legitimate Reservation 57
Figure 2.32: Categories of Legitimate Reservation: Self-Scrutiny Checklist 61
Chapter 3 Current Reality Tree 62
Definition 64
Purpose 64
Assumptions 65
How to Use This Chapter 66
Description of the Current Reality Tree 66
A Single Tool or Part of a Set 67
Span of Control and Sphere of Influence 67
Correlation vs. Cause and Effect 69
The Junk Bond Example 70
Undesirable Effects 71
Undesirable to Whom? 71
How to Identify and Check for Undesirability 72
Existence in Reality 72
Why the Emphasis on UDEs? 73
Root Causes 73
Core Problems 74
Validity Test 77
Missing Elements or Connections 77
Depicting a Current Reality Tree 79
Entities 79
Why an "Entity"? 80
Entities in a Current Reality Tree 80
Arrows 80
Underlying Assumptions 81
Ellipses 82
Numbering Entities in a Tree 83
Reading a Current Reality Tree 86
Negative Reinforcing Loops 86
Building a Current Reality Tree 88
1. Identify Your Span of Control and Sphere of Influence 89
2. Create a List of Undesirable Effects 89
3. Begin the Current Reality Tree 90
4. Connect the First Two UDEs 91
5. Connect Other UDEs 92
6. Build the Cause-and-Effect Chain Downward 92
7. Redesignate UDEs 94
8. Identify Root Causes and the Core Problem 96
9. Look for V-Shaped or Missing Connections 97
10. Decide Which Root Cause(s) to Attack 98
Core Problems and "Really Bad" UDEs 99
Scrutinizing the Current Reality Tree 100
The Categories of Legitimate Reservation 100
Common Logic Pitfalls 101
Entity Existence 101
Causality Existence 101
xiv Contents
"Lack of Oxygen" 101
Cause Insufficiency 103
Additional Cause 104
Cause-Effect Reversal 104
Using the Current Reality Tree with Other Parts of the TOC Thinking
Process 104
The Current Reality Tree and the Conflict Resolution Diagram 104
The Current Reality Tree and the Future Reality Tree 105
Figure 3.44: Current Reality Tree Example: "Why Organizations Fail at Total
Quality" 106
Figure 3.45: Procedures for Building a Current Reality Tree 116
Chapter 4 Conflict Resolution Diagram 120
Definition 122
Purpose 122
Assumptions 123
How to Use This Chapter 123
Description of the Conflict Resolution Diagram 124
The Nature of Conflict 124
Conflict Is Not Always Obvious 124
Two Types of Conflict 125
Compromise, "Win-Lose," or "Win-Win" 125
An Indication of Hidden Conflict 126
"Breakthrough" Solutions 126
Elements of the Conflict Resolution Diagram 126
Symbology 127
Objective 127
Requirements 128
Prerequisites 128
Assumptions 131
Injections 132
"Silver Bullets" 132
Multiple Conflicts 132
Reading a Conflict Resolution Diagram 133
Verbalizing the Conflict 134
Verbalizing Assumptions 134
Exposing All Assumptions 135
Are the Assumptions Valid? 136
"Win-Win" vs. "Win-Lose" 136
Is the Idea Feasible? 136
All Arrows Are Fair Game 136
What to Remember About Conflict Resolution Diagrams 137
Building a Conflict Resolution Diagram 137
How to Begin 137
The Right-to-Left Approach 139
1. Construct a Blank Conflict Resolution Diagram 139
2. Articulate the Conflicting Prerequisites 139
3. Determine the Requirements 140
4. Formulate the Objective 140
Contents xv
5. Evaluate the Conflict Resolution Diagram Relationship 142
6. Develop Underlying Assumptions 143
7. Evaluate Assumptions 145
8. Create Injections 145
9. Select the Best Injection 147
The Left-Right-Center Approach 148
The Conflict Resolution Diagram and the Current Reality Tree 148
1. Construct a Blank Conflict Resolution Diagram 148
2. Formulate the Objective 148
3. Articulate the Conflicting Prerequisites 149
4. Determine the Requirements 149
5. Evaluate the Conflict Resolution Diagram Relationship 151
The Clockwise Rotation Approach 152
1. Construct a Blank Conflict Resolution Diagram 152
2. Formulate the Objective 152
3. Determine Requirement #1 153
4. Articulate the Conflicting Prerequisites 153
5. Determine Requirement #2 153
6. Evaluate the Conflict Resolution Diagram Relationship 155
Scrutinizing a Conflict Resolution Diagram 156
Reflection of Current Reality 156
Perception 156
Figure 4.33: Conflict Resolution Diagram Example: "Why Organizations Fail
at Total Quality" 157
Figure 4.34: Procedures for Building a Conflict Resolution Diagram
(Right-to-Left) 159
Figure 4.35: Procedures for Building a Conflict Resolution Diagram
(Left-Right-Center) 164
Figure 4.36: Procedures for Building a Conflict Resolution Diagram
(Clockwise Rotation) 169
Figure 4.37: Conflict Resolution Diagram Worksheets 174
Chapter 5 Future Reality Tree 178
Definition 180
Purpose 181
Assumptions 181
How to Use This Chapter 182
Description of the Future Reality Tree 182
A Real-World Example 183
A Framework for Change 183
Negative Branches 184
The Positive Reinforcing Loop 184
Future Reality Tree Symbology 186
Injections 186
Where Do Injections Come From? 187
Actions as Injections 187
The Danger of Actions as Injections 188
Conditions as Injections 188
Multiple Injections: The "Silver Bullet" Fallacy 189
xvi Contents
The Future Reality Tree and Other System Thinking Tools 191
The Future Reality Tree and the Current Reality Tree 192
The Future Reality Tree and the Conflict Resolution Diagram 193
The Future Reality Tree and the Prerequisite Tree 193
The Future Reality Tree as a "Safety Net" 195
Negative Branches 195
Using the Negative Branch as a "Stand-Alone" 196
Added Realities 197
Assumptions 197
"Trimming" Negative Branches 197
When to Raise Negative Branch Reservations 198
Positive Reinforcing Loops 198
Strategic Planning with a Future Reality Tree 199
Building a Future Reality Tree 202
1. Gather All Necessary Information and Materials 202
2. Formulate Desired Effects 202
Positive, Not Neutral 203
Use Present Tense 203
Lay Out Desired Effects 203
3. Add the Injection(s) 203
Where Do I Find Injections? 203
Injections at the Bottom 204
4. Fill in the Gaps 204
Build Upward 205
Continue Building on the Expected Effect 205
Add Injections as Necessary 205
Incorporate the Objective 205
Continue Building Toward the Desired Effects 206
5. Build in Positive Reinforcing Loops 209
6. Look for Negative Branches 210
7. Develop the Negative Branch 211
Added Realities 212
8. Identify the "Turning Point" of the Negative Branch 212
9. Develop Injections to Break Assumptions 213
10. Validate the Injection 214
11. Incorporate the "Branch-Trimming" Injection into the FRT 214
12. Scrutinize the Future Reality Tree 215
Scrutinizing a Future Reality Tree 216
Existence Reservations 216
Scrutinizing Injections 216
"Oxygen" 216
Figure 5.35: Future Reality Tree Example 218
Figure 5.36: Procedures for Building a Future Reality Tree 224
Figure 5.37: Procedures for Building and Trimming a Stand-Alone Negative
Branch 230
Figure 5.38: Negative Branch Example: "May I Borrow Your Car?" 234
Chapter 6 Prerequisite Tree 236
Definition 238
Purpose 238
Contents xvii
Assumptions 239
How to Use This Chapter 239
Description of the Prerequisite Tree 239
Necessity vs. Sufficiency Logic 240
A Single Tool or Part of a Set 240
Objective 240
Obstacles 241
Actions or Conditions? 241
Intermediate Objectives 243
Different Alternatives 243
Multiple IOs 243
Time Dependency 244
Prerequisite Tree Symbology 245
Reading a Prerequisite Tree 246
Top to Bottom 246
Bottom to Top 247
Building a Prerequisite Tree 247
Where to Begin? 247
1. Create a List 247
2. Make Two Columns 247
3. List the Obstacles 248
4. Develop Intermediate Objectives 249
5. Refine the Completed List 250
6. Begin the Prerequisite Tree 252
7. Create Obstacle-IO Pairs 252
8. Array the Obstacle-IO Pairs 253
9. Time-Sequence the Obstacle-IO Pairs 253
10. Fill in the Gaps 255
11. Remove Dotted Lines 256
12. Look for Horizontal Connections 256
13. Make the Final Connections 256
14. Review the Modified Tree 257
Scrutinizing a Prerequisite Tree 259
Entity Existence 259
Cause Sufficiency 259
Additional Cause 260
"Looking for Loops in All the Wrong Places " 261
The IO-Obstacle Validity Test 262
Using the Prerequisite Tree with Other Parts of the TOC Thinking Process 262
The Future Reality Tree and the Prerequisite Tree 263
The Conflict Resolution Diagram and the Prerequisite Tree 264
Build a Conflict Resolution Diagram 264
Converting Conditions to Actions 266
The Transition Tree and the Prerequisite Tree 267
Figure 6.37: Prerequisite Tree Example: "I Always Get to Work on Time" 269
Figure 6.38: Prerequisite Tree Example: "Job Design" 270
Figure 6.39: Procedures for Building a Prerequisite Tree 271
Figure 6.40: Constructing Obstacle-IO Pairs 275
Figure 6.41: Using a Conflict Resolution Diagram to Create Specific IOs 276
Figure 6.42: Alternative Procedures for Building a Prerequisite Tree 278
Figure 6.43: Scrutinizing a Prerequisite Tree: The Obstacle-IO Validity
Test 281
xviii Contents
Chapter 7 Transition Tree 282
Definition 283
Purpose 284
Assumptions 284
How to Use This Chapter 285
Description of the Transition Tree 286
The Transition Tree and the Future Reality Tree 286
Purpose 286
Level of Detail 286
The Transition Tree and the Prerequisite Tree 288
Applications for a Transition Tree 289
Task-Oriented Applications 289
Complex Plan Implementation 290
Application: The Transition Tree as a Tactical Planning Aid 291
Structure of the Transition Tree 293
The Four-Element Transition Tree 294
The Five-Element Transition Tree 294
How to Know Which to Use? 297
Transition Tree Symbology 297
How to Build a Transition Tree 297
1. Determine the Objective 298
2. Determine the First Action 298
3. Identify the Reality and the Need 298
4. Determine the First Effect 299
5. Scrutinize the Connections 300
6. Verify the First Level of Causation 301
7. Determine the Next Action 302
8. Determine the Next Reality or Need 302
9. Determine the Next Effect 302
10. Scrutinize Connections 304
11. Repeat Steps 7 to 10 306
12. Review the Completed Tree 306
Scrutinizing a Transition Tree 306
Existence Reservations 306
Scrutinizing Actions 307
"Oxygen" 308
Using the Completed Transition Tree 308
Figure 7.29: Partial Transition Tree: "How Organizations Can Succeed at
Total Quality" 310
Figure 7.30: Jennifer's Transition Tree #2: "How to Lose Five Pounds in a
Hurry" 312
Figure 7.31: Procedures for Building a Four-Element Transition Tree 313
Figure 7.32: Procedures for Building a Five-Element Transition Tree 319
Figure 7.33: Similarities Between Transition Trees and PERT Charts 326
Figure 7.34: Blank Form for a Five-Element Transition Tree 327
Contents xix
Chapter 8 Group Dynamics and the TOC Thinking Processes 328
Assumptions 330
How to Use This Chapter 330
Description of the Group Processes 331
Presenter 331
Scrutinizer 331
Facilitator 331
Communicator 332
Persuader 332
Group Applications of the TOC Thinking Process 332
Small-Group Scrutiny 332
1. Self-Scrutinize Ahead of Time 333
2. Get Your Worst Enemy to Help 333
3. Present Trees Without Explanation 333
4. Scrutinize the Tree as the Presenter Reads Each Layer 334
5. Facilitate the Logical Process 335
Communicating Disagreement 336
The Plant Expansion Example 336
Benefits of the Communication Protocol 337
How to Use the TOC Communication Protocol 337
Building Trees in Teams 338
Advantages 339
Disadvantages 340
When Is Team Tree-Building Appropriate? 340
Procedures for Building Trees in a Group 341
Persuading Others with Your Logic 343
"Buy-In" 343
The Buy-In Players 344
Examples of Buy-In Situations 345
Using the Logical Tools to Achieve Buy-In 345
Conclusion 347
Figure 8.3: Categories of Legitimate Reservation: Sequence of
Introduction 349
Figure 8.4: Directions for Communicating Using the CLR 350
Appendices
Appendix A Conventions for All Trees 356
Appendix B Glossary of TOC Terms 357
Appendix C Current Reality Tree Exercise 361
Appendix D Conflict Resolution Diagram Exercise 362
Appendix E Future Reality Tree Exercise 364
Appendix F Prerequisite Tree Exercise 365
Appendix G Transition Tree Exercise 366
Index 369 |
| any_adam_object | 1 |
| author | Dettmer, H. William |
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| callnumber-search | HF5548.8 |
| callnumber-sort | HF 45548.8 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 340 QP 360 |
| ctrlnum | (OCoLC)34788140 (DE-599)BVBBV023645702 |
| dewey-full | 158.7 |
| dewey-hundreds | 100 - Philosophy & psychology |
| dewey-ones | 158 - Applied psychology |
| dewey-raw | 158.7 |
| dewey-search | 158.7 |
| dewey-sort | 3158.7 |
| dewey-tens | 150 - Psychology |
| discipline | Psychologie Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV023645702 |
| illustrated | Illustrated |
| indexdate | 2024-12-13T19:00:23Z |
| institution | BVB |
| isbn | 0873893700 9780873893701 |
| language | English |
| lccn | 96023664 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017242048 |
| oclc_num | 34788140 |
| open_access_boolean | |
| owner | DE-523 DE-860 DE-83 |
| owner_facet | DE-523 DE-860 DE-83 |
| physical | XXII, 378 S. graph. Darst. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | ASQC Quality Press |
| record_format | marc |
| spelling | Dettmer, H. William Verfasser aut Goldratt's theory of constraints a systems approach to continuous improvement H. William Dettmer Milwaukee, Wis. ASQC Quality Press 1997 XXII, 378 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Kwaliteitszorg gtt Management gtt Organisatieontwikkeling gtt Efficiency, Organizational Organizational Innovation Organizational behavior Organizational effectiveness Problem Solving Problem solving Psychology, Industrial Effizienz (DE-588)4013585-8 gnd rswk-swf Industriepsychologie (DE-588)4135097-2 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Verbesserung (DE-588)4309013-8 gnd rswk-swf Problemlösen (DE-588)4076358-4 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Industriepsychologie (DE-588)4135097-2 s Organisationsverhalten (DE-588)4285859-8 s Problemlösen (DE-588)4076358-4 s DE-604 Effizienz (DE-588)4013585-8 s Verbesserung (DE-588)4309013-8 s Organisation (DE-588)4043774-7 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017242048&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dettmer, H. William Goldratt's theory of constraints a systems approach to continuous improvement Kwaliteitszorg gtt Management gtt Organisatieontwikkeling gtt Efficiency, Organizational Organizational Innovation Organizational behavior Organizational effectiveness Problem Solving Problem solving Psychology, Industrial Effizienz (DE-588)4013585-8 gnd Industriepsychologie (DE-588)4135097-2 gnd Organisation (DE-588)4043774-7 gnd Verbesserung (DE-588)4309013-8 gnd Problemlösen (DE-588)4076358-4 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4013585-8 (DE-588)4135097-2 (DE-588)4043774-7 (DE-588)4309013-8 (DE-588)4076358-4 (DE-588)4285859-8 |
| title | Goldratt's theory of constraints a systems approach to continuous improvement |
| title_auth | Goldratt's theory of constraints a systems approach to continuous improvement |
| title_exact_search | Goldratt's theory of constraints a systems approach to continuous improvement |
| title_full | Goldratt's theory of constraints a systems approach to continuous improvement H. William Dettmer |
| title_fullStr | Goldratt's theory of constraints a systems approach to continuous improvement H. William Dettmer |
| title_full_unstemmed | Goldratt's theory of constraints a systems approach to continuous improvement H. William Dettmer |
| title_short | Goldratt's theory of constraints |
| title_sort | goldratt s theory of constraints a systems approach to continuous improvement |
| title_sub | a systems approach to continuous improvement |
| topic | Kwaliteitszorg gtt Management gtt Organisatieontwikkeling gtt Efficiency, Organizational Organizational Innovation Organizational behavior Organizational effectiveness Problem Solving Problem solving Psychology, Industrial Effizienz (DE-588)4013585-8 gnd Industriepsychologie (DE-588)4135097-2 gnd Organisation (DE-588)4043774-7 gnd Verbesserung (DE-588)4309013-8 gnd Problemlösen (DE-588)4076358-4 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Kwaliteitszorg Management Organisatieontwikkeling Efficiency, Organizational Organizational Innovation Organizational behavior Organizational effectiveness Problem Solving Problem solving Psychology, Industrial Effizienz Industriepsychologie Organisation Verbesserung Problemlösen Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017242048&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT dettmerhwilliam goldrattstheoryofconstraintsasystemsapproachtocontinuousimprovement |