Theory of Constraints Handbook - James Cox Iii [7]
The Relationship of Problem-Solving Methods to Problem-Solving Activity
Unstructured Approaches—Management on the Hoof
Formal or Structured Approaches
Lessons for TOC from the Literature
Issues Emerging from the TOC Literature
The Nature of the TOC Literature Vis-à-Vis Other Literatures
Suggested Topics for a Self-Audit of TOC
The Nature and Use of the TOC Thinking Processes Revisited
Understanding the Relationship of the TOC TP to Problem-Solving Activity
The Philosophical Basis of the TOC TP
Summary Insights from Classificatory Mapping of the TOC TP
Summary
What Has Been Covered in This Chapter
Findings and Recommendations
Links to Other Chapters in the TP Section
References
About the Authors
24 Daily Management with TOC Oded Cohen
Introduction—Purpose of the Chapter
Solving Daily Problems
Problem Investigation and Solution Development—the Cloud
Inner Dilemmas
Day-to-Day Conflicts
Reducing Fire Fighting
Dealing with the Undesirable Effects (UDEs)—the UDE Cloud
Example of a System UDE Cloud–Production
Example of a System UDE Cloud–Retail
Addressing Multiple Problems—the Consolidated Cloud
From a Problem to the Solution Implementation
The TOC Methodology for Problem Solving—the U-Shape
Strengthening the Solutions—Dealing with NBRs
The Intermediate Objective (lO) Map and Implementation Plans
Conclusion—Problem Solving the TOC Way
References
About the Author
25 Thinking Processes Including S&T Trees Lisa J. Scheinkopf
Introduction: Anybody Can Be a Jonah!
The Basic Building Block—Cause-and-Effect Logic
Basic Terms and Mapping Protocol
Tools for Daily Decision Making and Problem Solving
Negative Branch Reservation (NBR)
Evaporating Cloud (EC)
The Integrated TOC Thinking Processes
Reinforcing the Mentality of a Scientist—Jonah’s Approach
What to Change?
Current Reality Tree (CRT)
Evaporating Cloud (EC)
The “Snowflake Method”
The Bank Case: What to Change, Snowflake Approach
The “Three-Cloud Method”
To What to Change
Evaporating Cloud
Future Reality Tree and Negative Branch Reservation
How to Cause the Change
Prerequisite Tree
Transition Tree
The Strategy & Tactic Tree
The First Step: The Goal
Communication, Alignment, and Synchronization
Implementing an S&T
Using the TPs to Implement an S&T
The Knowledge Organizer
Chapter Wrap-Up
References
About the Author
Appendix B: Categories of Legitimate Reservation1
26 TOC for Education Kathy Suerken
Why Change?
What to Change?
What to Change to?
How to Cause the Change?
The Cloud
The Logic Branch
The Ambitious Target Tree
A Process of Ongoing Improvement
References
About the Author
27 Theory of Constraints in Prisons Christina Cheng
Introduction
What To Change?
Preliminary Study
Stigmatization
Negative Peer Pressure
Importance of Face
What to Change to?
Self-Regulation
Why TOC?
How to Effect the Change?
Marketing
Course Materials
Delivery
1 For Appendices A and C to G see http://www.mhprofessional.com/TOCHandbook.
Results
Quantitative
Qualitative
Follow-on Implementations
Future Recommendations
Summary and Conclusion
About the Author
Section VII TOC in Services
28 Services Management Boaz Ronen and Shimeon Pass
Introduction
Challenges in Service Management
Why the Need for Change?
Survey of Service Organizations TOC Literature
Literature Mapping and Observations
Limitations of Current Research
Brief Assessment of Service Management
What to Change?
Why Is TOC Not Yet Popular Among Service Organizations’ Managers?
What Do TOC and Focused Management Have To Offer?
TOC Concepts and Tools for Service Organizations
The Seven Focusing Steps of TOC
Bottleneck Management
Exploiting Permanent Bottlenecks
Subordinating Everybody Else to the Permanent Bottlenecks
Elevating the Permanent Bottlenecks
Response Time Reduction
Performance Measures
Costing, Pricing and Decision-Making
Quality Enhancement
How to Implement the Change?
The Remaining Chapters in This Section
References
About the Authors
29 Theory of Constraints in Professional, Scientific,