Theory of Constraints Handbook - James Cox Iii [518]
FIGURE 25-36 Logical relationship between steps and levels.
Communication, Alignment, and Synchronization
By using the S&T as the main vehicle to orchestrate and communicate an initiative, the answers to the four questions that people must have in order for an initiative to achieve and sustain its goal are readily available.
1. For each change I need to make, why do I need to make it?
This question is answered by the Necessary Assumption.
2. What will the change achieve, vis-à-vis the goal of the initiative?
This question is answered by the Strategy.
3. What do I actually need to do in order to make the change?
This question is answered by the Tactic.
4. Why will the actions achieve the needed change?
This question is answered by the Parallel Assumptions.
By examining a branch of the tree vertically, we see the alignment of each level in the hierarchy. By examining a S&T horizontally, we see the synchronization across functions.
The structure of the S&T provides the way for us to understand how any local action is contributing to the global goal of the initiative.
Implementing an S&T
People love chopping wood. In this activity one immediately sees results.
—Albert Einstein
Just as with the rest of the TP and TOC, the logic of the scientist is applicable to the use of the S&T. If an assumption in the S&T is found to be invalid in the environment in which the S&T is being implemented, then it is likely the corresponding strategy or tactic should be changed! Therefore, it is crucial to ensure that from the beginning of any implementation, the assumptions are being checked and validated, and that as actions are taken, the intended effects are checked.
The activities of an implementation for any higher level step in the S&T are defined in the lowest level that has been written for the step. The S&T is written so that the order in which the activities take place can and should generally be implemented from left to right. One of the most important rules governing the best in class implementations of S&T’s is “one step at a time.” Following this guideline provides for the ability to:
Check that the cause and effect assumed in an S&T step is what actually occurs in the reality of the implementation. Remembering the cause-and-effect relationship between the tactic and its strategy, we know that once we implement a tactic, we should be able to verify that the strategy—the objective of the tactic—is in place. There are only a few reasons why it would not be:
The tactic was not implemented correctly.
There is another aspect of reality that was not taken into account, which is blocking the strategy from being in place.
The parallel assumption was incorrect.
Implementing one step at a time makes it exponentially easier to check for each of these possibilities and make the appropriate course corrections very quickly, and with clear understanding. For each additional step we try to implement simultaneously, the number of variables we must check increases significantly, our chances for incorrect assessment of the problem increases, and the time that must be spent on analyzing, checking, and correcting increases.
Secures the understanding of the cause-and-effect relationship that exists between the tactic and strategy. It is one thing to read an S&T or to get instructions and training to implement a specific tactic. It is quite another to actually experience the positive effects from implementation of a specific tactic. When it is crystal clear that a specific action or set of actions leads to a specific significant improvement