Current Reality Tree


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Introduction to the thinking processes of the theory of constraint. Create a Current Reality Tree to examine your current situation and use it at decision help!

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Current Reality Tree

  1. 1. 2011 Current Reality Tree Examination Of Current Situations Theory Of ConstraintsTheory Of Constraints
  2. 2. The Author • Consultant for Agile & Process Improvement 2 Sebastian Schneider Consultant for Agile & Process Improvement • Kugler Maag Cie GmbH • • • • • Sebastian Schneider
  3. 3. Necessary-Cause-Logic 3 Cause A Effect BAssumption Sebastian Schneider Battery is empty The engine doesn’t startAssumption: The engine does not start because the battery is empty
  4. 4. Nomenclature 4 Cause Sebastian Schneider Effect Intermediate Effect
  5. 5. Predicted Effect 5 Stove doesn’t work Stove doesn’t work Washing machine doesn’t work Sebastian Schneider No electricity No electricity
  6. 6. Additional Cause 6 Stove doesn’t work Stove doesn’t work Sebastian Schneider No electricity No electricity No power cord
  7. 7. Insufficient Cause 7 Stove doesn’t work Stove doesn’t work Sebastian Schneider No electricity No electricity Electric system
  8. 8. How To Start? • Define the system for observation • List all negative symptoms that you observe (UDE) • Check the tree • Identify Root Causes 8 • Identify Root Causes • Rework the tree • Identify “core causes” Sebastian Schneider
  9. 9. Define The System For Observation • Define within your group the system you want to observe • Examples – “Our sales area does not lead to any sales” – “Our engineering department is not 9 – “Our engineering department is not able to document the code” • “is – is not” Sebastian Schneider
  10. 10. List all negative symptoms (UDE) • Group work – Whiteboard – All team members – Brainstorming • Tips – Write SMART if possible 10 – Write SMART if possible • Specific, Measurable, Accepted, Relevant, Time limited – Write active – Write in present • Example: – “Currently we sell not the estimated 50.000 products per month” Sebastian Schneider Find round about 3-7 Undesirable Effects for your system
  11. 11. Check I • UDE‘s – Are they sufficient? – Are they detailed enough? – Do they have all needed information? • Example: – UDE: “We do not reach our desired 11 – UDE: “We do not reach our desired recommendation rate of 70% per training” – Ask if this is really the root cause, it might be that • “The participants are not requested to rate the training” Sebastian Schneider Check every UDE regarding granularity and root cause
  12. 12. Check II • New intermediate effects – Look for new elements that are not UDE’s but add additional useful information to the tree – In general they are not “good” or “bad” 12 • Example: – “The feedback form is available” is a general statement – It does not state any problem but helps to understand the logic Sebastian Schneider Check if you need and find intermediate effects
  13. 13. Root Causes • Check if the root causes are really root causes and have no predecessor • This causes are either out of your control (preconditions) or can be influenced by you 13 Sebastian Schneider
  14. 14. Rework • Do rework with all the stakeholder • Generate common understanding and committing • You can use the “5-Why-Method” 14 • Check if all UDE’s are really UDE’s, that intermediate effects are really intermediate effects, … Sebastian Schneider
  15. 15. Core Driver • Count in- and outputs • Identify the core driver of your current reality tree • The core driver are quite similar to the constraint in the ToC. 15 constraint in the ToC. Sebastian Schneider