Theory of Constraints Handbook - James Cox Iii [492]
4. We do not know how to judge the quality of the converted data.
5. The existing servers are nearly full.
Step 3: Identify the “Show stoppers”.
Split the recorded obstacles into two groups (know/don’t know list):
Obstacles you know how to overcome.
Obstacles that you do not know how to overcome—these are the “show stoppers.” Put those obstacles that you are sure that if they are not handled they will completely block the implementation of the injection in this category. You can indicate these obstacles by putting “X” in the show stopper column.
Example:
Obstacle 3 “How do we know the system will be acceptable to all parties?” is noted as a show stopper.
Step 4: For those obstacles that you know how to overcome, write whatever overcomes the obstacle in the format of deliverables (tangible achievements, necessary in the transition from the current situation to the full use of the injection). These tangible deliverables are in fact IOs that we need to achieve in progression to make the injection a reality. An example is provided in Table 24-10.
Step 5: For those obstacles that you do not know how to overcome (the major obstacles or “show stoppers”), develop the IOs that you need to achieve to overcome the obstruction. Most of the time people who raise the show stoppers have ideas of how to overcome them. You need to examine these suggestions to ensure that they help in removing the obstacles. If the IO is not that clear, you may use the intermediate steps:
1. Identify the blocking factor that causes the obstacle.
2. The major reason for an obstacle to be a show stopper is the lack of an important resource. This is the blocking factor: “We do not have money, time, manpower, willingness of our employees etc.”
3. Develop the IO to overcome the blocking factor.
TABLE 24-10 Obstacles, Show Stoppers, Injections, and Blocking Factors
Example:
Obstacle 3: How do we know the system will be acceptable to all parties?
Blocking factor: Consensus on the new system (lack of consensus).
IO-3: There is a top management resolution that is based on the consensus of all stakeholders. See Table 24-11.
Step 6: Review the whole list of IOs and Deliverables and if there are many, then split them into groups related to the same topic. An example of grouping lOs is provided in Fig. 24-19.
Step 7: Sequence the lOs to create an IO Map.
Review and check the resulting implementation plan.
The IO Map
By now, we have a list of (grouped) IOs for accomplishing the injection. The IO Map is a plan that determines the sequence of IOs to be achieved in the transition to implement the Injection.
The logic of the sequence is that one IO has to be in place before the next IO can be achieved. There is a dependency based on tangible deliverables that each IO produces as shown in Fig. 24-20.
TABLE 24-11 Overcoming the Blocking Factor
FIGURE 24-19 Example of grouping the IOs for the RIS.
FIGURE 24-20 An example of an IO map.
The IO Map is simple and easy to construct as it is based on logic and intuition.
Sequencing the IO Map is done by stating the relationships between the IOs. Some IOs are dependent on the completion of others.
This is due to a tangible deliverable that is the outcome of one IO and is necessary for the other IO.
In the case that several actions need to be taken in order to achieve the IO, we can list them and insert them into the plan.
Here is a suggested process for sequencing the IOs:
Task 1: Copy the recorded IOs17 onto Post-Its.
Task 2: Sequence the IOs.
Start with the ambitious target on the right of the page.
Insert the IOs moving from the end (right) back to the start (left) to establish the logical dependency.
Use the method of checking the dependency between them by reading: “Before we can have (later IO) we must have completed (earlier IO).”
If there is no dependency, the IOs can be achieved in parallel.8
Task 3: Present the sequence to your team that has intuition about the environment. Collect