Theory of Constraints Handbook - James Cox Iii [613]
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About the Author
Dr. Gary Wadhwa is the President of Adirondack Oral & Maxillofacial Surgery Group in Albany and Saratoga, NY. He is a Board Certified Oral & Maxillofacial surgeon. He is also a Fellow of American Society of Dental Anesthesiology. He is a board certified Diplomat in International College of Oral Implantology. He was trained in India and then Montefiore Hospital, Albert Einstein College of Medicine, New York.
He received his MBA from University of Tennessee, and Lean Implementation training and certification from University of Tennessee. He received his Black Belt in Six Sigma from American Society of Quality and Juran Institute, and Master Black Belt in Six Sigma from Sigma Pro Consulting Company. He had his TOC training with Dr. James Holt at Washington State University. He has recently started a consulting company, Strategic Planning and Practice Management Institute, with the primary objective to educate health care professionals in implementation of S&T using TOC, Lean, and Six Sigma.
Appendix A: Strategy and Tactic Tree for Viable Vision
The Appendix includes the detailed S&T Trees for a medical practice. In its first four panels, Appendix A repeats information included in the chapter text. This information is included here in order to bring together a complete set of S&T Trees and assumptions for medical practice.
It will be noted that the S&Ts proceed level by level tying strategy to supporting tactics, with tactics at one level becoming an element of strategy for the next lower level. The levels in the S&T structure are designated by the first number inside the S&T Tree boxes across each horizontal level. The number in the upper left corner of the text tables designates the level being discussed for the strategy at that level as shown in the S&T Tree. The tactics discussed in that text table refers to the tactics at the next lower level. This essentially ties the levels of strategy and supporting tactics together logically.
In general, the graphics that follow lay out left to right and top to bottom the S&T Trees for each element of strategic scope. Succeeding lower levels of the S&T Tree follow for each of these broader elements of scope, showing both the strategy and tactics needed to support them. The first S&T Tree and the panel above it show the strategy in overview. The two panels immediately below show the assumptions, strategies, and tactics for each of the two major areas of direction in the strategy: 2:1 Base Growth and 2:2 Enhanced Growth.
You will notice in text boxes that the “Assumptions Behind Strategy” (Necessity Assumptions) state the reason/need for the strategy. Then under “Strategy” is the statement of what the strategy is at this level. (The strategy statement is expressed in terms of the outcomes that will be experienced after the strategy is successfully implemented. Essentially, it says “this is what things will be like when the strategy has been accomplished.”) Then, in the same panel under “Assumptions Behind Tactics” (Parallel Assumptions) are the reasons/needs for the planned tactical actions. Under “Tactics” are stated the tactical actions that are to be taken. The “Take Note” statement (Sufficiency Assumptions) in each of the panels gives cautions and advice to be considered.
Therefore, in reading the S&T Trees that follow, you will be led somewhat by the graphics as they show a progression from left to right unveiling succeeding elements of strategic scope. Again, each of these elements of strategy is then discussed at its own level, and related to the tactics that support it one level down. The “levels” of the strategy are numbered in the S&T Tree itself as Levels 1, 2, 3, and 4. The number 2:1 indicates the first element of scope