Theory of Constraints Handbook - James Cox Iii [432]
In this section we present strong tools for simple, logical, and focused reasoning. They include logical constructs to aid us in getting at the truth in the existing reality; its undesirable effects, core problems, and conflicts. The tools offer tests of reasoning to help assure validity of analysis. They include tools to facilitate the identification of underlying core problems, the construction of win-win solutions, and the planning of action steps to bring about necessary changes. The tools include capabilities for identifying potential negative consequences of planned actions, negative consequences which if not seen and addressed could lead to the failure of a plan for improvement. Solutions require action for change. What actions and when? Tools for mapping How to Change, the obstacles to be overcome and the action steps for implementation are covered. Elements of cause-and-effect logic, techniques for logic diagramming, tests of logic and conflict resolution tools to help assure the integrity of solution are addressed.
The Thinking Processes are producing results in a wide range of organizations. Chapters in this section address applications in research, in education, and even in prisons. The Thinking Processes are simple enough to be used effectively by prekindergarteners but robust enough to be used on the most complex organization problems.
CHAPTER 23
The TOC Thinking Processes
Their Nature and Use—Reflections and Consolidation
Victoria J. Mabin and John Davies
Nothing is more practical than a good theory1
Introduction
Preface to the Chapter
The previous chapters have described Theory of Constraints (TOC) applications in various functional areas and activities, such as projects, production, accounting, strategy, sales, and marketing. All the innovations put forward in those chapters are underpinned by the powerful Thinking Processes used by Goldratt to develop solutions for common problematic situations such as those encountered in The Goal (Goldratt and Cox, 1984). These thinking processes were then formalized into a suite of Thinking Processes (TP) by Goldratt and colleagues in the early 1990s (Goldratt, 1990a, 1990b; Scheinkopf, 1999) leading to their public unveiling in It’s Not Luck (Goldratt, 1994). As Watson et al. (2007) explain, in keeping with Goldratt’s preference for the Socratic Method and directed at self-discovery, It’s Not Luck is not a cookbook for implementation of generic TOC solutions; rather it presents a roadmap for discovering novel solutions to complex unstructured problems. The TP provide a rigorous and systematic means to address identification and resolution of unstructured business problems related to management policies (Schragenheim and Dettmer, 2001). The TP have subsequently been described, used, and developed further by many TOC practitioners, academics, consultants, and authors.
This chapter introduces the TP, while the following chapters will describe the TP in more detail and demonstrate their use in day-to-day operations, strategic and tactical planning, and in various domains such as schools and prisons. While such applications provide many concrete and convincing examples of how the TP can liberate our thinking and change lives, they are far from exhaustive: The TP are equally applicable in every area of our lives, and are fully deserving of serious study in terms of such applicability and utility.
Copyright © 2010 by Victoria J. Mabin and John Davies.
Purpose of the Chapter
Our first aim is to provide an overview of the TP that is not only conceptual and methodological in orientation, but which also has a practical dimension based on the literature. In doing so, we seek to provide a supporting rationale for the existence of the TP by explaining how they fill a need of a methodological and practical nature not addressed by other problem-solving methods.
Our second aim is to respond to