Theory of Constraints Handbook - James Cox Iii [494]
Major obstacles are perceived “show stoppers” that might completely block the ability to implement the injection. This input comes from the “Yes, but . . .” statements that indicate why it is going to be difficult to implement the solution. These blockages are used for building the PRT by determining IOs that overcome the obstacle.
What to Change to? Construct simple practical solutions.
Choose an injection that breaks the Cloud and supports both needs in the Cloud (win-win).
Deal with potential negative outcomes by using the NBR process as a part of the solution or as a part of the implementation.
How to Cause the Change? Induce the proper people to support and implement the solution (preferably by participating in the construction of the solution or by suggesting parts of the solution). To better facilitate the change, it is expected that the manager does the preparatory work (“homework”) covering the first two questions—the problem and the solution. Then facilitate the next two steps:
Achieve consensus and buy-in.
Develop the IO Map and implementation plan (for system changes).
If you want to be proficient with these tools, then you must continuously practice. The more you practice, the better you become and the quicker you are in using these tools, even to the extent that you can do most of the work in your head without any writing. Therefore, you must keep on practicing. Use every opportunity.
Warning: Do not push the TP on your people.
Ensure that the TP works for you but do not impose it on your subordinates. Some people may find the TP too deep, too demanding, and sometimes even threatening. Some people may feel uncomfortable with the tools themselves and the mechanics. The TP are the tools for the individuals. I suggest that you approach your staff in stages. First, use the TP for yourself and ensure that your staff gets benefits through the way you handle and solve problems. Later on, they may be interested to know how you address the problems systematically. In the later stages, some of the staff may be interested to learn these tools for themselves. You may teach them, point them to appropriate educational materials, or send them to a school.
Embarking on TOC is a personal choice. My view of TOC is that you do TOC seriously or you do not do it at all. The strength of TOC is its knowledge and the methodology for understanding and developing new knowledge. The processes suggested in this chapter are quite demanding in terms of the amount of personal preparatory work that the TOC practitioner is expected to do. The real joy in working with TOC is making it happen. It comes when you can see that the injection is alive and kicking in the system and the people are happy to testify that the injection has brought them real benefits, proving the Future Reality Tree (FRT) is valid!
Improving systems performance needs a blend of three ingredients:
1. A relevant win-win solution is a solution that is applicable for the specific situation of the system.
2. Leader and leadership are to point the direction and pave the way for others to be able to move in the new direction.
3. Supportive culture is to provide proper subordination to the direction and to actively participate and contribute in making the vision a reality.
The design of the solution is the responsibility of the manager who adopts TOC. The other two elements are a part of the culture of the manager’s area and the overall company. My suggestion is that in dealing with the improved performance of the area under your responsibility, you should adopt the approach of being firm and fair and always showing respect for people. This means that you do your homework, develop the solutions, and then communicate them to the proper people. Listen to their feedback and suggestions but do not allow the discussion to deteriorate to “analysis paralysis.” You should be