Theory of Constraints Handbook - James Cox Iii [482]
Step 6: Construct the solution.
For the system UDE Cloud, just follow the regular guidelines for breaking a Cloud and check for win-win. The arrow, corresponding assumptions, and injections are shown in Table 24-7.
Step 7: Communicate the solution.
Always prepare for the communication session with the relevant people.
In the preparation, you should consider the expected reactions and attitudes of the participants of the meeting. You should be prepared with your responses to their comments and reservations. It may be beneficial to present the subject first to at least one person who can give you feedback about the problem and the proposed solution.
Communication should follow the first three of the five layers of buy-in. You have to develop your own style and ways to handle these layers. The TP work is your homework to ensure that your views are clear to you.
TABLE 24-7 The Arrow, Corresponding Assumptions, and Injections for the Personal Dilemma
Layer 1 achieved a clear definition of the problem through the Cloud. The consensus that in the current reality the problem outlined by the Cloud cannot be resolved should generate agreement on what the problem is.
Layer 2 is the commitment to find a win-win solution—a new set of tactics that do not conflict with each other and support the achievement of both B and C needs.
Layer 3 is the detailed injection (or injections) that breaks the Cloud. The agreement on the solution can be achieved by presenting the cause-and-effect logic that shows how the injections support the achievement of both needs.
For years, the perception was that the best way to communicate is by explicitly using the TP tools. This is not always the case. I suggest you check if presenting the TP analysis works for you and if not, find other ways to deal with the layers of consensus.
Generally, people would like to be involved in building the solution that will affect their jobs. A manager who is committed to continuous improvement first has to do the homework—to analyze and define the problem, construct a solution, and then communicate to the proper people with the view of getting their support and collaboration for adopting and implementing the solution. For communication, the manager needs to deal with the question of the improvement process, “How to Cause the Change?” The TOC subtitle for it states that we should induce the proper people to invent such solutions. “Such solutions” means solutions that are close to the solution we have found. However, they do not necessarily need to be precisely the same.
If the people come with injections that are good enough to break the Cloud, are practical, and create a win-win situation, then we should consider adopting or incorporating them, even if we have our own developed injections for the Cloud.
We will not always be able to bring the people to participate actively in proposing the solution. Our work will not always be strong enough to induce people to come forward with the logical outcome from the work that has been done. Experience will guide you in the way to communicate. Just ensure that you are flexible enough and attentive to listening to people’s comments and reservations.
Example of a System UDE Cloud-Retail
Step 1: Identify UDEs.
Step 2: Write the storyline.
Step 3: Build the UDE Cloud.
Example of a Customer UDE Cloud
You are a salesperson. Your company (the supplier) is selling consumer products. For years, the company has been promoting the purchase of large quantities by offering discounts. After implementing the TOC solution of MTA (make-to-availability), the company adopted the mindset of “stop pushing.” You want to offer your customers (shops, retailers, etc.) or potential new customers the opportunity to move to the TOC replenishment model of report daily consumption and get replenishment frequently.
You generally know the typical complaints of your customers or the customers of your competitors.