Theory of Constraints Handbook - James Cox Iii [327]
There are two types of measurements needed for monitoring execution. A primary or “system status” measurement is used to measure whether the gap in the system goal is reducing, remaining the same, or increasing (i.e., gap between waste created and collected). The second type of measurement (secondary) would monitor whether the agreed injections and detailed requirements were being implemented and whether they are sufficient to achieve the primary measurement. These measurements would then be reported at a weekly operations meeting and monthly steering committee meeting with representatives of all stakeholders that would need to collaborate to identify recovery plans in the case where gaps are not closing at the desired rate.
Getting Stakeholder Feedback from a Strategy Session
On completion of the formal analysis steps, the most senior person of the organization, with assistance from the facilitator asks each participant to share their “what went well,” “what can be improved,” and “how I can apply the lessons learned in my day-to-day job and even in my life.”
We normally recommend two feedback mechanisms to understand how participants really experienced the workshop—one done on completion of the workshop in the open forum and another done a week after the session where respondents can choose to give feedback anonymously.
The responses of participants received from all four cities were very positive and showed that many of the paradigms and TOC processes did “stick”—even after only five days. The other positive feedback was from InWEnt, who had commissioned the TOC experts and other donor organization stakeholders.
A sample of open comments from participants captured by the InWEnt scribe after the first two 5-day Constraint Analysis Workshops in cities A and B:
“I’m very grateful for my being able to fully participate. We have seen that with TOC, Goals are possible (even if they look impossible) and that the key is to find win-win solutions and focus on the weakest link”—City Councilor
“I did not expect much but now have seen it is possible to work with all the stakeholders as our real goal (to improve the lives of everyone in our community) is the same”—Private Contractor
“Discovered that we had a very big gap in our system. Previously thought we can only close it by getting more/new equipment. Now learned that I get more with the same equipment using the TOC approach”—Private Contractor
“I learned that the ‘cost of doing nothing’ could be very high. In the health sector the ‘cost of doing nothing’ is a matter of life and death. TOC showed that we can do more with same resources just by better exploiting what we have”—Doctor
“I learned the need for planning and that the impossible can be possible”—Chairman of a Community Settlement
“TOC can even help to address the political issues”—Councilor
“Not wait for more/new resources but start with what we have”—Habitat Officer
“My expectation was low at the start of the workshop, but have learned the need and benefit for everybody’s participation using this TOC process”—Council officer
“I learned that TOC is a window that gives a chance to look at the challenges we face in a different perspective and learned the importance of defining the problem precisely before dealing with it”—Deputy Mayor
“Learned that the best solution comes by asking the right question”—Councilor
“We like TOC because it gives us the skills to achieve ‘Continuous Improvement.’ It also provides a common language and process that will ensure we can achieve and maintain peace amongst the stakeholders. If everyone is exposed to TOC, they will know how to deal with Conflicts, Constraints and