Theory of Constraints Handbook - James Cox Iii [16]
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Strategy—the answer to “What for?” Tactic—the answer to “How?”
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The S&T trees brought clarity to the implementations. They enhanced communication through the management levels and synchronization between the various departments. The time to reach results was considerably shortened and the transition, from one stage of implementation to the next, became relatively smooth. No less important, they enabled introducing this knowledge (the detailed implementation plan for the five environments)9 into the public domain. That was accomplished through a series of (recorded) Web seminars in 2008–2009 (Goldratt, 2008; 2009)10.
New Frontiers
Currently several important new frontiers are screaming for answers. And I suspect that this will always be the case as long as we continue to be good scientists. My opinion about it has not changed in the last 25 years. So, maybe the best way to summarize this introduction is by quoting, word by word, from my introduction to The Goal:
The secret of being a good scientist, I believe, lies not in our brain power. We have enough. We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. This challenging of basic assumptions is essential to breakthroughs. Almost everyone who has worked in a plant is at least uneasy about the use of cost accounting efficiencies to control our actions. Yet few have challenged this sacred cow directly. Progress in understanding requires that we challenge basic assumptions about how the world is and why it is that way. If we can better understand our world and the principles that govern it, I suspect all our lives will be better.
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A powerful answer raises new fruitful questions.
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References
Blackstone, J. H. 2008. APICS Dictionary. 12th ed. Alexandria, VA: APICS.
Goldratt, E. M. 1990. “Chapter 6: The paradigm shift.” The Theory of Constraints Journal 1(6): 1–23.
Goldratt, E. M. 1994. It’s Not Luck. Great Barrington, MA: North River Press.
Goldratt, E. M. 1997. Critical Chain. Great Barrington, MA: North River Press.
Goldratt, E. M. 1999. Goldratt Satellite Program. Video Sessions 1–8. Brummen, The Netherlands: Goldratt Satellite Program.
Goldratt, E. M., Schragenheim, E. and Ptak, C. A. 2000. Necessary but not Sufficient. Great Barrington, MA: North River Press.
Goldratt, E. M. 2008. The Goldratt Webcast Series: Critical Chain Project Management. Roelofarendsveen, The Netherlands: Goldratt Marketing Group.
Goldratt, E. M. 2009. The Goldratt Webcast Series: From Make-to-Stock (MTS) to Make-to-Availability (MTA). Roelofarendsveen, The Netherlands: Goldratt Marketing Group.
Goldratt, E. M. and Cox, J. 1984. The Goal: Excellence in Manufacturing. Croton-on-Hudson, NY: North River Press.
Goldratt, E. M. and Cox, J. 1986. The Goal: A Process of Ongoing Improvement. rev. ed. Crotonon-Hudson, NY: North River Press.
Goldratt, E. M. and Cox, J. 1992. The Goal: A Process of Ongoing Improvement. 2nd rev. ed. Great Barrington, MA: North River Press.
Goldratt, E. M. and Fox, R. E. 1986. The Race. Croton-on-Hudson, NY: North River Press.
Goldratt, E. M. and Fox, R. E. 1987. The Theory of Constraints Journal, volume 1.
Sullivan, T. T., Reid, R. A., and Cartier, B. 2007. TOCICO Dictionary. http://www.tocico.org/?page=dictionary
About the Author
Eli Goldratt is known by millions of readers worldwide as a scientist, educator, and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been