Theory of Constraints Handbook - James Cox Iii [473]
1. We write a need in a positive way.
2. If, during the Cloud communication, the other side corrects us and verbalizes their need, then we make the necessary corrections on our Cloud.
In this incident, the need of Peach is very clear as he cares only about one order. Customer Order Number 41427 is an order of Bucky Burnside—the biggest customer of the plant whom the management does not want to upset as they may lose him. Later in the chapter Peach tells Alex Rogo about the unpleasant telephone call he got from Bucky the night before. Of course, the machinist was not aware of that in the heat of the moment.
When in the conflict, people tend not to state their arguments, or if they do so, the other side is not always listening or recording these arguments.
Nevertheless, for building the Cloud the machinist must write his perception of what is the need that Peach was trying to achieve when instructing him to reset the machine. This is the most challenging part in building the conflict Cloud. We could write in [B] not to upset the important customer of Order Number 41427, but we want [B] to be worded in a positive way. Therefore, we have to ask ourselves another question—why is it so important not to upset this customer? This can be answered with [B] secure the business with the important customer of Order 41427.
[B]: Secure the business with an important customer
[A]: The common objective that we—the other side and me—collectively try to achieve. This is a tricky box. Usually the tactic of the other side blocks me or causes damage to my need and hence I do not see the common ground or collective objective. In the working environment, I may have conflicts with my subordinate, my boss, my peer, or an external person such as a vendor, service person, etc. We can find A by asking a simple question—why are we discussing this issue? Why are we in the same room?
The machinist knows that it is important to fulfill all the orders in time. He knows that this supports the financial performance of the plant. Therefore, we can assume that both want the plant to be successful. In order for the plant to be profitable, all the orders must be fulfilled on time. Hence, we can conclude that both have a common objective: [A]: Have a profitable plant now and in the future.
See Fig. 24-5 for the Cloud.
In summary, the sequence and the questions for building the Day-to-Day Conflict Cloud are provided in Table 24-4.
Step 4: Check and upgrade the Cloud.
Follow the same process as for the dilemma Cloud.
Step 5: Surface assumptions.
Follow the same process as for the dilemma Cloud.
Step 6: Construct the solution.
In constructing the solution, we proceed from the assumptions that were surfaced in Step 5 to the injections. We end up with a list of potential injections. However, the situation may influence the choice of an injection to be the solution.
From one side, we are driven by the desire to move on with the action we want to take (D′) as this will help us in achieving our need, and hence the tendency is to push and persuade the other side to see our point of view and accept that our D′ is the right one!
From the other side, this approach will hardly work as we have already tried it and we have failed to convince the other side.
FIGURE 24-5 An example of the Day-to-Day Conflict Cloud: conflict between the master machinist and Peach.
TABLE 24-4 Sequence and the Questions for Building the Day-to-Day Conflict Cloud
Hence, we may want to employ a different approach. We break the Cloud on our side between C and D′! We shall find an injection that supports the achievement of our need C that can coexist with the D tactic—the tactic, want, or action of the other side.
Now the solution D* is comprised of the D of the other side plus an injection that breaks the C-D′ connection. Usually, it is within