Notify a Change
The " Thinking Processes” originated from the idea of Limitations, the delete word process improvement developed by Elyahu Goldratt. He realized that having been becoming a bottleneck in the diffusion of the ideas behind the Theory of Limitations. The Considering Processes can be a set of tools and heuristics that Goldratt uses. The Theory of Constraints' procedure optimisation strategy " The 5 focusing steps” is easily applied to physical, logistical procedures like developing, because the logjam and moves are visible. Applying the same ideas to even more abstract challenges in understanding work as well as to improve rules and organisations is a lot more difficult. The Pondering Processes equipment allow all of us to visualize this kind of situation. The Thinking Procedures were launched in Goldratt's second organization novel " It's Not Luck”. " Thinking for a Change” is a title of the book regarding the Pondering Processes, written by Lisa Scheinkopf.
Goals with the tools
Verbalize and make precise intuition about systems and situations Enable a group to analyse and discuss scenarios, to come to a shared understanding A structured method to uncover hidden assumptions and question these questions constructive manner Create consensus before an important decision, by involving almost all affected stakeholders (" Nemawashi”) Provide a methodized, step-by-step approach to systems convinced that helps members to focus on the goals to accomplish.
The different tools
Current Reality Tree: allows you to find one or maybe a few root causes to get problems you're facing. Now you know where you should intervene to essentially solve the down sides. Future Truth Tree: enables you to visualize the consequence of a proposed intervention, which include potential undesired effects. Now you know should your intervention will mean the desired and effect. You already know the extra affluence you will need to undo-options or avoid negative side effects. Transition Shrub: allows you to map a route from where you stand to where you want them to be, by simply laying out a series of actions that brings you nearer to the aim, via a number of intermediate breakthrough. Prerequisite Shrub: allows you to prepare back coming from a ideal state, searching for actions that get over obstacles. Evaporating Cloud: enables you to resolve issues between different courses of actions, by appearing and reviewing assumptions.
An business is an element of the system. It describes some state. The battery is dead
Cause – Result
The electric battery is deceased Car does not start
The auto doesn't start (effect) For the reason that battery is usually dead (cause).
The battery is deceased Car doesn't start We have no extra battery The vehicle doesn't start BECAUSE the power supply is useless AND we don't have any spare electric battery.
The battery is dead Car doesn't start off
Cars will need batteries to start out
The car doesn't start Since the battery is usually dead IS ONLY TRUE IF cars need batteries to begin.
Action (or injection)
Fee battery Car starts
MAINLY BECAUSE we've charged the battery pack, the car starts off..
Producing a Current Truth Tree
Discover the root cause of undesirable results
Step 1 : Describe the system, its goal plus the symptoms
1 . Determine the scope in the system: precisely what is the system wish analysing? Exactly what its restrictions? 2 . What is the goal of the system? Why does that (continue to) exist? Precisely what are the major steps of achievement? 3. Brainstorm a few (< 5) undesired attributes of this technique. What's annoying you? Might be done better? Don't analyse, just write them down. Use basic, definite content. These are the initial agencies.
1 ) System: This is certainly about the IT organisation (several hundred or so people) that supports the Belgian Postal system. Specifically, about the development teams that write the application and the operations teams (admins) that set up and support the software. installment payments on your The goal of the system is to create and maintain the IT systems that permit the business...
Bibliography: The Objective: A Process of Ongoing Improvement, Elyahu Goldratt (ISBN: 0566086654) It's Not Luck – Elyahu M. Goldratt (ISBN: 0566076276) Thinking for a Change: Adding the TOC Thinking Techniques to Use – Lisa Meters. Scheinkopf (ISBN: 1574441019) Strategies for Implementing the idea of Restrictions – http://www.dbrmfg.co.nz/ The Toyota Way: 13 Management Rules From The Universe 's Finest Manufacturer – Jeffrey T. Liker (ISBN: 0071392319) The Logical Considering Processes – William L. Dettmer (ISBN: 9780873897235) For further books about the subject, see: http://wiki.systemsthinking.net/Systemsthinking/BookList.html Thank you for participating in this session. Marc Evers Piecemeal Growth The Netherlands http://www.piecemealgrowth.net [email protected] net Pascal Van Cauwenberghe Nayima Belgium http://www.nayima.be [email protected] be