Mgmt206

Front 1

Evaporating Cloud Methodology

Back 1

I. Describe the situation

II. Draw the 5 box diagram

III. Build from right to left

IV. Establish the needs

V. Check the logic

VI. Establish the shared objective

VII. Check it makes sense

VIII. Find a solution

Front 2

How to Read an EC.

Back 2

Each arrow should be read as:

"In order to..."

E.G. -> "In order to achieve A, we require B, as without B, we cannot have A"

Front 3

Th Quick Way

Back 3

Obtain either:

B and D' without D

or

C and D without D'

Front 4

The Methodical Way

Back 4

For each arrow list the hidden assumptions

--> "In order to.. We must.. Because.." The reasons you state for because are the hidden assumptions.

Then identify the best injection as the primary injection and check whether this will solve the conflict, and if not add in supporting injections.

Front 5

Negative Branch Reservation Methodology

Back 5

I. Clearly state the proposal

II. List 3 positive outcomes

III. List 3 negative outcomes

IV. Build cause-effect branches

V. Not where the effect turns negative

VI. Trim the negative branches

VII. Revise the diagram so that all outcomes are positive.

Front 6

NBR Structure

Back 6

Primary injection at the bottom

Negative outcomes at the top

positive outcomes on the side

Front 7

Prerequisite Tree Methodology

Back 7

I. State the target clearly, often an injection

II. List all the obstacles

III. List all intermediate objectives

IV. Place all IOs in chronological order.

Front 8

How to Read a PRT

Back 8

"We must achieve IOx to get over Ox, before we can achieve IOy, and so forth"

Front 9

Five Focusing Steps (Prelim Steps)

Back 9

a - Define the system

b - Define the goal of the system

c - Explain how to measure towards to achievement of the goal

Front 10

Five Focusing Steps (Main Steps)

Back 10

I. Identify the system constraints

II. Decide how to exploit the constraints

III. Subordinate everything else to match constraint exploitation

IV. Elevate the constraint

V. Repeat step I

Front 11

Drum

Back 11

The bottleneck or constraint act as a drum, setting the beat.

Front 12

Buffer

Back 12

A buffer is inventory that is the size of the variation for demand that is determined so the Drum never has to wait.

Front 13

Rope

Back 13

A method that the Drum can signal to upstream processes to slow down

Front 14

Explain Drum-Buffer-Rope

Back 14

DBR is an intuitive tool that allows us to find a solution to a seemingly complex problem. Its an effective tool for businesses to manage the constraints they face.

Front 15

Disadvantage of CLD System Thinking

Back 15

The development of untended consequences when applying a quick fix to a problem symptom. Best expressed through the application of Fix that Fails

Front 16

Disadvantage of Theory of Constraints

Back 16

Issues that can arise when identifying the appropriate system constraint to utilise a TOC analysis on. A common pitfall for organisations is selecting a constraint that either is irrelevant to existing production bottlenecks, or is actually being caused by other constraining factor.

Front 17

Advantage of CLD System Thinking

Back 17

Is an effective tool to use when capturing an individuals hypotheses on about causes of dynamics.

Front 18

Advantage of Theory of Constraints

Back 18

Being able to take a negative aspect surround a system and exploit it to benefit productivity. Expressed effectively through the chain analogy.