Theory of Constraints Handbook - James Cox Iii [673]
A TOC expert shared a story about a TOC implementation with the author. He stated that the implementation was done without using an S&T tree. Afterward, the S&T tree was written. He realized that a number of mistakes that were made in implementation would have been prevented had the S&T tree been written before implementation.
Summary and Discussion
This chapter provided a detailed explanation of the structure of S&T trees, with a focus on the VV S&T trees that have been released into the public domain. The discussion also covered some key concepts with respect to writing S&T trees in general. This chapter provides some guidance on how to write S&T trees. I suggest reading the article written by Goldratt, Goldratt and Abramov (2002) about S&T trees as a supplement to this chapter. Fully understanding how to write an S&T tree can be achieved through attending a workshop or reading a book written on the subject, which does not yet exist. It would have been useful to include part of the S&T tree for hospitals to show a different Level 1 and below. However, it was not possible to achieve that within this chapter. This S&T tree will be presented in some detail in materials I develop in the future
More development and usage of S&T trees has occurred within the past year. Currently, there are two types of S&T trees being used in combination in companies. At the TOCICO International Conference in Tokyo in November 2009, Dr. Eli Goldratt spent a significant portion of the first full day of his upgrade workshop discussing the S&T trees and ways to use them.13 The type presented in this chapter is now referred to as the Transformation S&T tree because it is effective for managing the transition of an organization from the current reality to the future reality. The second type of S&T tree, which is referred to as an Organization S&T tree, is focused on eliminating the engines of disharmony in organizations. The five engines of disharmony are:
1. Many people do not really know (cannot clearly verbalize) how what they are doing is essential to the organization. Would you be motivated if you were in that position?
2. Most people do not really understand how the work of some of their colleagues is essential to, or, at a minimum, contributes to the organization. Would you be collaborative if you were in that position?
3. People are operating under conflicts.
4. Many people are required to do tasks for which the reason no longer exists. People’s intuition is always strong enough to feel it, but not always strong enough to explain it convincingly to their superiors.
5. There are gaps between responsibility and authority. You, like any other manager, know firsthand how frustrating it is to have something for which you are responsible to accomplish, but you do not have the authority for some of the actions that must be taken.
The Organization S&T tree follows similar rules to writing the Transformation S&T tree. One exception is that each step corresponds to a person. Level 1 is the President. Level 2 includes all the people who report directly to the President, and so on. Both types of S&T trees are needed for a company to successfully become and remain ever flourishing.
References
Collins, J. C. and Porras, J. I. 1994. Built to Last: Successful Habits of Visionary Companies. New York: Harper Business.
Goldratt, E. M. 1999. Goldratt Satellite Program Session 8: Strategy & Tactics. (Video series: 8 DVDs) Broadcast from Brummen, The Netherlands: Goldratt Satellite Program.
Goldratt, E. M. 2008a. The Choice. Great Barrington, MA: North River Press.
Goldratt, E. M. 2008b. The Goldratt Webcast Program on Project Management: Sessions 1-5. (Video series: 5 sessions) Roelofarendsveen, The Netherlands: Goldratt Marketing Group.
Goldratt, E. M. 2008c. Retailer S&T tree Available at: http://www.goldrattresearchlabs.com
Goldratt, E. M., Goldratt R. and Abramov E. 2002a. Strategy and Tactics Tree TOC Weekly. December 11, 2009. www.toc-goldratt.com.