Page 101 - The Handbook for Quality Management a Complete Guide to Operational Excellence

88 I n t e g r a t e d P l a n n i n g S t r a t e g i c P l a n n i n g 89

extend beyond the boundaries of production processes alone, although
they still affect manufacturing, and sometimes—especially if they’re
policies—they per vade the whole organization.
To facilitate the analysis of complex systems, Goldratt created a logical
thinking process. The thinking process is composed of six logic diagrams,
or “trees.” (Dettmer, 1997, 1998). It was specifically designed to analyze
the policies of an organization and determine which one(s) might consti-
tute a constraint to better performance.
This thinking process is unique from one perspective: it’s one of the
few (maybe the only) problem-solving methodologies that goes beyond
problem identification and solution generation, and into solution verifica-
tion and implementation planning. The components of the thinking pro-
cess include:

1. The Current Reality Tree (CRT). Designed to help identify the sys tem
constraint, especially when that constraint is a policy of some kind.
Figure 5.3 shows an example of a typical CRT.
2. The “Evaporating Cloud” (EC). A kind of conflict resolution dia-
gram. Helps create breakthrough solutions to resolve hidden,
underly ing conflicts that tend to perpetuate the constraint.
Figure 5.4 illustrates a typical EC.
3. The Future Reality Tree (FRT). Tests and validates potential solu-
tions. Provides logical verification that a proposed solution will
actual ly deliver the desired results. Figure 5.5 depicts an FRT.
4. The Negative Branch (NB). Actually a subset of the FRT. Helps iden tify
and avoid any new, devastating effects that might result from the
solution. Figure 5.6 represents a notional example of an NB, and how
it might have been used to anticipate the disastrous consequences of
a very high-profile decision. Notice that this example underscores
the fact that application of the thinking process tools is not confined
to commercial business situations alone.
5. The Prerequisite Tree (PRT). Helps to surface and eliminate obsta-
cles to implementation of a chosen solution. Also time-sequences
the actions required to achieve the objective. Figure 5.7 shows a
typical PRT.
6. The Transition Tree (TT). Can facilitate the development of step-
by- step implementation plans. Also helps explain the rationale
for the pro posed actions to those responsible for implementing
them. This can be especially important when those charged with
executing a plan are not the same people who developed it.
Figure 5.8 contains a typical TT. Either the TT or the PRT can
form the basis of a project activity network for implementation
of change.

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