Theory of Constraints Handbook - James Cox Iii [509]
a. You really care about it to the degree that you intend to roll up your own shirt sleeves when it comes to implementing the solution.
b. You have enough experience to have some intuition about it.
2. Identify several aspects of the situation that are undesirable, and write them as entities. These entities are called UDES. An UDE is defined as an entity that describes an element of the situation that we want to improve; in other words, it describes an aspect of the system that is undesirable, and which we would like to change. Try not to identify fewer than six or more than twelve in this early step of the process. This simply defines the starting point for the analysis.
3. Your intuition will point you to some of the UDEs that are closely connected to each other through cause and effect. Starting with these, construct the cause-effect map that shows how they are ultimately connected. Remember to verify that the entities really do describe elements of the situation as it exists, validate the causality, and ensure that what is written is clear and understandable. Once you are satisfied that you have a cluster that is solid from a logical cause-effect perspective, go back to your list of UDEs and, one by one, let your intuition guide you to the area on the tree to which they are connected, and then use cause-effect logic to connect them. Do not stop until all of the UDEs are contained in the diagram.
4. If your intuition tells you that the tree you have is not telling the whole story, add the causes and effects so that it does. You may also discover that many of the entities you initially defined as UDEs really are not, but that others in the tree really are. Go ahead and identify the “real UDE’s.”16 Remember to keep the view of the scientist.
5. Check the entities that are causes only. Can you identify one that is responsible for the majority (say 70 percent or more) of the UDEs in the tree? If so, you have uncovered a core problem. If not, select the few that together are responsible for most of the UDEs and see if you can identify the common cause for them. If not, don’t worry—your work on the CRT has provided you with enough understanding of the situation that you would be able to use an EC to clarify the core problem and establish a direction for the solution.
6. Construct the EC in order to crystallize the core conflict of the system. There are two approaches to constructing the Cloud from a CRT. One approach is to summarize the CRT. Another is to use the core problem that has been identified in the CRT as the D entity, its opposite as the D′ entity, the goal of the system as the A entity, and fill in B and C based on the understanding of the system that has been established by constructing the CRT.
The Bank Case: What to Change, Snowflake Approach
A brief background (step 1) to the bank case, as provided by Cox et al. (2003):
The bank has a problem with employee turnover and pay levels. Other businesses pay more than the bank can pay for entry-level positions and hire the bank’s employees. Employees are constantly turning over so the bank is unable to develop loyalty with its customers . . . .
In order to get a holistic view of the bank and not just of an individual within the bank, the Branch Manager, the Head Cashier, and the Director of Human Resources defined the UDEs (step 2). They checked for the existence and clarity of the entities, and after some wordsmithing, the list of UDEs they used to begin their CRT was:
1. Many bank tellers quit and take better job positions.
2. Some single-parent bank tellers quit to make more money on public assistance and be with their children.
3. Many bank teller job vacancies occur each year.
4. The bank’s budget for hiring, training,