Theory of Constraints Handbook - James Cox Iii [756]
15In repetitive environments, these project plans can be stored as templates for future reference.
16It is also known as the 50 percent buffer guideline because buffers are 50 percent of the sum of task times.
17Also known as the student syndrome; that is, postponing studies until the night before exams.
18www.realization.com/projectflow/lessons_learned.
19Sometimes, especially in small organizations, it is not possible to carve out pilots.
20CPI, Cost Performance Index = Budgeted Cost of Work Performed ÷ Actual Cost of Work Performed.
21SPI, Schedule Performance Index = Budgeted Cost of Work Performed ÷ Budgeted Cost of Work Scheduled.
1The Cycle of Results and CORE are trademarks of ProChain Solutions, Inc. These marks are used with permission.
2Also called the “relay racer” or “roadrunner” work ethic (Sullivan et al., 2007, 41).
3Jeannie Duck calls this “the change monster,” saying that one needs great determination to see change efforts through to the point where the needed changes have become the standard way of doing things (Duck, 2001, Part 5).
4This includes several Fortune 200 companies across dozens of business units. Some results for Fortune 200 companies are described in Newbold (2008, 5). The logic is described in the following pages.
5There are many references on Current Reality Trees; see, for example, Scheinkopf (2000, Chapter 8).
6We have seen cases where pockets of Critical Chain use persist in large organizations. Typically, a few enthusiasts are able to derive enough benefits and win enough converts to offset the overall lack of momentum. This is a frustrating road to travel because the benefits are so clearly less than what is possible.
7See again Hobbs and Aubry (2006), discussed previously.
8Cialdini (1993, Chapter 3) notes that expressions of support make people more likely to actually give it later on.
9For more discussion of measurements, see Newbold (2008, Chapter 12).
10This is the standard Six Sigma improvement process, for which there are many references.
11See Covey (1989, 306).
12This TOC concept is mentioned in Sullivan et al. (2007, 30). Also, look under buy-in. A comparison of CORE with the Layers of Resistance may be of special value for TOC practitioners because true “buy-in” requires trust, which requires feedback. However, be warned that there are many incarnations of the Layers of Resistance.
13This is the combat operations process developed by John Boyd of the U.S. Air Force. For an excellent description, see Richards (2004).
14See Scheinkopf (2000) and Dettmer (2007).
15See Goldratt et al., (2002).
16For a more complete discussion, see Newbold (2008, 172).
17Table 5-4 contains the Solution Selling steps for dealing with “latent opportunities,” in which the customer is not actively looking for a solution. For the full process, see Eades (2004, 38–41).
18PDCA is also known as the Deming cycle or the Shewhart cycle. See Deming (1982, 88–89).
19For an in-depth discussion of Critical Chain pilots, see Newbold (2008, Chapter 17).
20For one of the earliest discussions on the five focusing steps, see Goldratt (1990, Chapter 1). The associated loops are shown clearly in Newbold (1998, 150).
21See, for example, http://billiondollarsolution.com/blog/?p=70, accessed July 12, 2009.
22See Lewin’s 1947 paper “Frontiers in Group Dynamics” as reprinted in Lewin (1997, 330).
23For much more on this subject see Kotter (1996; 2008).
2Creating significant change in a traditional body of knowledge is known as a paradigm shift and generally encounters significant resistance. TOC is just such a change and attacks the very foundation of traditional business knowledge and practice. Goldratt (2003b) describes his struggle to improve production.
3A registered trademark of Scheduling Technologies Group Limited, Hounslow, UK.
4© E.M. Goldratt used by permission, all rights reserved.
5Some researchers