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A detailed plan for implementing a solution that contains one or several Injections. There are two inputs to the planning process: Necessary deliverables in the course of the Injection implementation to make sure that the Injection becomes the reality. Major obstacles – perceived “show stoppers” that might completely block the ability to implement the Injection. […]
Intermediate Objective (IO) is a situation (deliverable) in reality that either removes the obstacle to the implementation or neutralizes the ability of the obstacle to block the implementation. The implementation plan contains one or several activities (task) to achieve the desired Intermediate Objective (IO). Example 1: Intermediate Objectives (IO) in a Prerequisite Tree (PrT) Example […]
The PRT is a diagram describing the major milestones leading to the successful implementation of the injection. The milestones are connected to each other through Necessity Logic. By relying on everybody’s “expertise” at pointing out obstacles, the PRT enables dissection of the implementation tasks into an array of interrelated, well-defined, Intermediate Objectives. Source: Oded Cohen […]
The Intermediate Objective (IO) Map is a plan that determines the sequence of IOs to be achieved in the transition to implement the Injection. The logic of the sequence is that one IO has to be in place before the other IO can be achieved. There is a dependency based on tangible deliverables that each […]
The PRT is a diagram describing the major milestones leading to the successful implementation of the injection. The milestones are connected to each other through Necessity Logic. By relying on everybody’s “expertise” at pointing out obstacles, the PRT enables dissection of the implementation tasks into an array of interrelated, well-defined, Intermediate Objectives. Source: Oded Cohen […]
The thinking process used to construct a detailed implementation plan, based entirely on the action of the initiator or the implementer of the solution. TrT is used in order to capture and communicate what are the actions, why they are needed and what is the logic supporting the expected outcomes. Usually, the TrT is used […]
The thinking process used to construct a detailed implementation plan, based entirely on the action of the initiator or the implementer of the solution. TrT is used in order to capture and communicate what are the actions, why they are needed and what is the logic supporting the expected outcomes. Usually, the TrT is used […]
The Strategy and Tactics Tree (S&T) graphically represents a multilevel cascade structure in which each step is achieved by performing several steps at a lower level. The objectives of the tool: Supporting the development of well-defined strategy for the organization. Enabling good communication of the strategy and what it should achieve. Enabling developing all the […]
The Strategy and Tactics Tree (S&T) graphically represents a multilevel cascade structure in which each step is achieved by performing several steps at a lower level. The objectives of the tool: Supporting the development of well-defined strategy for the organization. Enabling good communication of the strategy and what it should achieve. Enabling developing all the […]
Cause & Effect Relationships is a core concept in the TOC methodology and thinking processes. It describes the logical connection between entities in reality. Cause & Effect relationship connects two entities while one is the cause for the existence of the other. “X” is the cause for the “Z” Source: Oded Cohen […]
In logical reasoning it is important to check each causality connection between two entities to ensure that it is clear and irrefutable. When communicating logic, people tend to check the statements that are made against their internal logic. Many times things just “Do not make sense to us”. TOC suggests a protocol how to discuss […]
Categories of Legitimate Reservations, CLR In logical reasoning it is important to check each causality connection between two entities to ensure that it is clear and irrefutable. When communicating logic, people tend to check the statements that are made against their internal logic. Many times things just “Do not make sense to us”. TOC suggests […]
In logical reasoning it is important to check each causality connection between two entities to ensure that it is clear and irrefutable. When communicating logic, people tend to check the statements that are made against their internal logic. Many times things just “Do not make sense to us”. TOC suggests a protocol how to discuss […]
There is no resistance to change – people do not embrace change because we have not brought them to see the win for them. People should be handled with respect. Source: Oded Cohen and Jelena Fedurko, Theory of Constraints Fundamentals, 2012
The job of Marketing is to raise the perception of the value by the market at lest to the level of the supplier’s perception of the value.The market is segmented according to problems and needs of certain groups of clients. The more ‘painful’ the problem and stronger the need, the higher is clients’ perception of […]
Theory of Constraints (TOC) provides a set of holistic processes and rules, that exploits the inherent simplicity within complex systems through focusing on the few “leverage points” as a way to synchronize the parts to achieve ongoing improvement in the performance of the system as a whole.
Time Constraint – The response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business. Constraints are the factors or elements that determine how much the […]
Capacity Constraint – a resource which cannot provide timely capacity the systems demands for it. Constraints are the factors or elements that determine how much the system can accomplish. Types of Constraints: Capacity Constraint Market Constraint Time Constraint Source: Oded Cohen and Jelena Fedurko, Theory of Constraints Fundamentals, 2012
Market Constraint – the amount of customers’ orders is not sufficient to sustain the required growth of the system. Constraints are the factors or elements that determine how much the system can accomplish. Types of Constraints: Capacity Constraint Market Constraint Time Constraint Source: Oded Cohen and Jelena Fedurko, Theory of Constraints Fundamentals, 2012
Drum-Buffer-Rope (DBR) The name Drum-Buffer-Rope (DBR) was given to the TOC solution for managing production environment that has a bottleneck or a severe CCR – Capacity Constraint Resource). The name was given in the 1980s for describing scheduling the production shop floor as per the OPT – Optimized Production Technology software. The concepts of DBR […]